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.

1. Let the person learn to become an effective teamplayer on his or her own (within a reasonable timeframe). The new hire may insist on this, and he or she may have the wherewithal to pull it ...