Being an effective manager means confronting those “challenging” employees who, while typically good at their jobs, too often display unprofessional or downright obnoxious behavior. The best way to tackle such problems is to meet with employees right when you spot the problem behavior. Follow these guidelines, which have the side benefit of protecting the organization from employee claims that they weren’t treated fairly.

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Do your employees truly understand your organization’s mission? Heck, do you even understand it? Sometimes, putting a one-sentence mission on paper for all to see can help focus and motivate a workforce. And while mission statements can be valuable, they must articulate real targets. Otherwise, they sound too much like a corporate Hallmark card.

In business writing, you don’t receive extra credit for slathering your sentences with fancy phrases, the way you did in college. Do that in a memo or e-mail, and you can expect eyes to glaze over. Here are five "less is more" tips for writing more effectively at work.

Some employees don’t respond well to corrective discipline. They may become angry and combative. You don’t have to put up with that sort of behavior. In fact, you can use that reaction as a valid termination reason.

The costs of employee absenteeism—reflected in lost production, overtime and temporary replacements for the absent worker—can add up quickly. What’s the best way to combat the problem? With a clear policy, careful documentation, consistent application of the policy and progressive discipline.

Federal and state laws that protect employees in general also protect young people in the workplace. But because of their youth and inexperience, teenage employees may be more vulnerable to harassment than other workers. The EEOC has launched the “Youth at Work” initiative in response to several high-profile teen sexual harassment cases.

Balancing your annual benefits budget and setting benefits priorities are some of your most important tasks. Why go it alone? More employers are getting their employees involved in the process of deciding which benefits to keep and which to ditch. Your best bet for engaging employees: Convene a team of workers to serve as a benefits users group, or BUG.

Once again it's time for "March Madness." If your workplace is like many, talk of NCAA tournament picks and the Final Four will be everywhere, as well as bets on the games. While office pools are a lot of fun, they also can present some risk for employers. Consider having a written policy regarding workplace gambling to prevent things from getting out of control.

Most jobs can be quantified. That is, it’s possible to measure success on the job by tallying how much an employee produces in a given period—whether that’s widgets, reports, new clients or sales. By using such objective measures to decide who is terminated, employers have powerful evidence to counter discrimination claims.

You’ve documented the poor performance. You’ve been careful to keep things professional, even as you’ve concluded you’ll probably have to fire the employee. Then he files a discrimination complaint. Avoid the temptation to speed up the usual disciplinary process.

If you discipline a supervisor for discrimination, make sure you can reassure employees who cooperated in the investigation that the supervisor won’t turn around and punish them.

Employers that don’t take swift action when they learn of possible harassment have only themselves to blame. Being too timid when it comes to punishing the supervisor is not a good idea. Whatever you do, don’t even think about transferring the harassed subordinate into a position with fewer responsibilities. Instead, move the harasser—or even terminate him.

Since the convenience store chain Sheetz started its “connect sessions” last year, 1,000 of its 13,000 employees in six states have met with store executives to ask questions, make suggestions and complain. The 57-year-old, family-owned organization has made changes as a result.

The ADA requires employers to try to find reasonable accommodations so disabled employees can perform the essential functions of their jobs. It’s up to employers to determine which functions are essential. Courts rarely second-guess employers that follow a few simple rules when a disabled employee challenges the employer’s list of essential functions. The factors courts consider are: