Coming to grips with the non-teamplayer.

There is no sure-fire way of predicting that the man or woman you have just hired, or are about to hire, will live up to the claim: teamplayer. This affable candidate could come across as being on the shy or quiet side (you could easily shape him or her into a teamplayer); or as someone very secure and maybe even a little overbearing (once the person understands who's the boss, he or she will do fine). It could even be a mix of these traits or any of a dozen other reasons that lead you to believe the person is right for the job. Then, when the person is hired, his or her work performance, solo, may be outstanding; but when it comes to giving the same performance in a group effort, the person shuts down.

Now What?

It is best to act fast as soon as you've discovered that a new employee consistently malfunctions whenever he or she is engaged in a group task. This may manifest itself in poor performance to no performance; he or she may misunderstand instructions, carry out this misapprehension to the letter, and hence waste time; the person may run through a rash of sick days when the team needs him or her most; or the individual may just flaunt a "make me" attitude that annoys everyone to the point of demoralization. Nip the problem in the bud.

Lay the cards on the table in a non-threatening way. Tell the non-teamplayer that you think the work he or she does is great but that you expect the person to be a part of the group and demonstrate the same kind of professionalism in team projects, too.

Present the person with options.