Dealing with Difficult Employees
Dealing with Difficult Employees
Before you deal with the employee, be sure you have fully investigated the situation. Without all the facts, your perceptions could be in error. Be sure you are following all of the procedures in your company manual. Ensure there are no legal implications. It is always much safer to check out potential legal or policy issues before having any discussion with your employee.
When you address the issue with your employee, state your willingness to help solve the issue. Stay focused on the issue. Often, people try to change the subject so that the issue will not be addressed. Stay firm: do not let this discussion become conversational. You must keep emotion out of the conversation. Explain your concerns and always give specific examples. Ask the individual for suggestions to help with the problem before making your suggestions. Never criticize the employee or any other people that may be involved.
Some of the more common problems that you could encounter are:
• Cooperation - Explain that you expect cooperation and that their behavior will be a factor in evaluations. Ask for explanations, but be sure to emphasize that every member of a team is responsible for the smooth functioning of the whole team.
• Attendance - Review the company attendance policy and explain the consequences of future attendance problems. Be sure the employee knows that in the future all attendance issues will be documented and that progressive discipline will be applied.
• Poor Performance - First, be sure that the employee fully understands the expectations of the job. It is best that the expectations be written, preferably in their job description; a fresh copy can be given to him/her during your discussion. Ask yourself if the individual has adequate training, skills and knowledge necessary for the job. Once you have established that the employee should be qualified for the job, explain to him/her the deficiencies you are observing and inform them of the corrective measures they must take. Give them a time frame within which to correct their performance.
• Anger - Explain to the individual why expressing anger is a problem on the job. Determine whether the anger is being caused by job related issues and correct those issues if possible. It is your responsibility to provide all employees with a safe working environment. If necessary, recommend professional assistance.
• Personal Issues - This is probably one of the most difficult. The most effective action you can take is to explain to the individual how their response to their personal issues is impacting the workplace, and that this impact cannot be allowed to continue. Again, you may need to recommend professional assistance.
During the discussion, be sure to consider their side of the story. They may be feeling unappreciated or unfairly treated by you or someone else on the management team. There could be problems with co-workers that you are not aware of. They could also have a legitimate concern or question that you may not have considered. There could be outside problems or distress that you are not aware of. We would hope that personal issues are not a factor, but these can occur and can impact performance on the job.
The most important step is to follow up. Be sure the problem has been solved. Give positive feedback to the employee, pointing out improvements and continuing to point out any remaining problems, if any. It is essential to continue to monitor the situation until you are sure the change is permanent.
Finally, prevention is much more effective than a good cure. A good working environment can minimize, or prevent, the development of problem situations. Encourage mutual respect in your organization, be a good role model yourself, provide adequate support to your staff, and be positive in feedback.
Dealing with Difficult Employees - To learn more about this author, visit Bill Boyer's Website.
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Before you begin to deal with a problematic situation, you must first evaluate yourself. Be sure you have assessed the situation honestly and that your judgments are objective. Take a step back and focus on the employee’s behavior or attitude and try to identify why this is a problem. While there may be additional issues, you must focus on job-related issues only.
Before you deal with the employee, be sure you have fully investigated the situation. Without all the facts, your perceptions could be in error. Be sure you are following all of the procedures in your company manual. Ensure there are no legal implications. It is always much safer to check out potential legal or policy issues before having any discussion with your employee.
When you address the issue with your employee, state your willingness to help solve the issue. Stay focused on the issue. Often, people try to change the subject so that the issue will not be addressed. Stay firm: do not let this discussion become conversational. You must keep emotion out of the conversation. Explain your concerns and always give specific examples. Ask the individual for suggestions to help with the problem before making your suggestions. Never criticize the employee or any other people that may be involved.
Some of the more common problems that you could encounter are:
• Cooperation - Explain that you expect cooperation and that their behavior will be a factor in evaluations. Ask for explanations, but be sure to emphasize that every member of a team is responsible for the smooth functioning of the whole team.
• Attendance - Review the company attendance policy and explain the consequences of future attendance problems. Be sure the employee knows that in the future all attendance issues will be documented and that progressive discipline will be applied.
• Poor Performance - First, be sure that the employee fully understands the expectations of the job. It is best that the expectations be written, preferably in their job description; a fresh copy can be given to him/her during your discussion. Ask yourself if the individual has adequate training, skills and knowledge necessary for the job. Once you have established that the employee should be qualified for the job, explain to him/her the deficiencies you are observing and inform them of the corrective measures they must take. Give them a time frame within which to correct their performance.
• Anger - Explain to the individual why expressing anger is a problem on the job. Determine whether the anger is being caused by job related issues and correct those issues if possible. It is your responsibility to provide all employees with a safe working environment. If necessary, recommend professional assistance.
• Personal Issues - This is probably one of the most difficult. The most effective action you can take is to explain to the individual how their response to their personal issues is impacting the workplace, and that this impact cannot be allowed to continue. Again, you may need to recommend professional assistance.
During the discussion, be sure to consider their side of the story. They may be feeling unappreciated or unfairly treated by you or someone else on the management team. There could be problems with co-workers that you are not aware of. They could also have a legitimate concern or question that you may not have considered. There could be outside problems or distress that you are not aware of. We would hope that personal issues are not a factor, but these can occur and can impact performance on the job.
The most important step is to follow up. Be sure the problem has been solved. Give positive feedback to the employee, pointing out improvements and continuing to point out any remaining problems, if any. It is essential to continue to monitor the situation until you are sure the change is permanent.
Finally, prevention is much more effective than a good cure. A good working environment can minimize, or prevent, the development of problem situations. Encourage mutual respect in your organization, be a good role model yourself, provide adequate support to your staff, and be positive in feedback.
Dealing with Difficult Employees - To learn more about this author, visit Bill Boyer's Website.
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Joe DagerJoe Dager is President of Business901, a progressive coaching company providing no-nonsense direction in areas such as Lean Six Sigma Marketing and organized referral marketing. What others say: In the past 20 years, Joe and I have collaborated on many difficult issues. Joe’s ability to combine his expertise with “out of the box” thinking is unsurpassed. He has always delivered quickly, cost effectively and with ingenuity. A brilliant mind that is always a pleasure to work with.” - James R. If you want to learn more about Business901, start a conversation with us. We can be found @ Web/Blog: Business901.com Web/Blog: FundingYourNonprofit.com LinkedIn Profile Follow me on Twitter - Visit Joe Dager's Website |
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Dianne CramptonDianne Crampton is an executive leadership coach, team consultant, author and president of TIGERS Success Series, Inc. Dianne has been helping CEO's and Executives connect their employees to their core values and goals for over 20 years using the trademarked TIGERS team culture process, which stands for trust, interdependence, genuineness, empathy, risk and success. To download a free white paper on behaviors that build strong teams and behaviors that will predictably tear them down go here. - Visit Dianne Crampton's Website |
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Leanne Hoagland-SmithAre your sales where you want them to be? Will you be one of the few who achieves sales or business success or one of the many who have failed to change? Are you tired of being told you are like everyone else? Then you may find my first book on sales of interest. Be the Red Jacket in the Sea of Gray Suits, The Keys to Unlocking Sales available at Amazon or at http://www.processspecialist.com/red-jacket.htm. This book is a reflection of my no-nonsense approach to improving sales to overall business results. If you are truly committed to making sustainable changes, then I can help you secure a positive return on your investment because I focus on executable solutions not telling you the problems you already know you have. From training to corporate (group) coaching to executive one on one coaching, my approach is to assess, create awareness, build a goal driven action plan and then execute. The bottom line question is "Not do you or your employees know it, but do you or they want to do it?" Please call for a free strategy session at 219.759.5601. - Visit Leanne Hoagland-Smith's Website |
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Cheryl MatthynssensCheryl is a life skills coach, licensed Chemical Dependency Counselor and a 20 year entrepreneur. Cheryl's dedication to achieving a life of balance led to her expanding her teaching from the simple managing of life's daily challenges to adding financial well being as well. A direct marketer with DrinkACT, she is gaining ground in the online community with her concepts of making sure business owners, entreprenuers and employees have well rounded life styles. She opened up a small affiliate site - The Balance Guide- to help others find resources for mental and emotional well being. Visit Cheryl's blog to see more of the diversity beyond business she has began offering online at www.thebalanceguide.blogspot.com - Visit Cheryl Matthynssens's Website |
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