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How to Deal: Difficult Employees

Guest post by: Jennifer Loftus

Article Overview: What do you do when your most excellent, productive employee is also the one that causes the most headaches when it comes to other aspects of organizational cohesiveness such as teamwork, and communication between other members? Instead of finding ways to terminate the employee, perhaps understanding the root of the problem, and attempting to help alleviate the isolated issue could be more efficient. Astronology present its three-part issue on How to Deal. This week’s topic is difficult employees.

How to Deal: Difficult Employees

What do you do when your most excellent, productive employee is also the one that causes the most headaches when it comes to other aspects of organizational cohesiveness such as teamwork, and communication between other members? Instead of finding ways to terminate the employee, perhaps understanding the root of the problem, and attempting to help alleviate the isolated issue could be more efficient. Astronology present its three-part issue on How to Deal. This week's topic is difficult employees. Understanding Why

A tremendous step in tackling a seemingly wayward employee's bad habits is to understand why they are exhibiting the undesirable behavior pattern. The answer is quite simple. F. John Reh, a management writer stated in an article for About.com, "difficult employees are that way simply because it is a behavior that has worked for them in the past." As a result, they may not know how to handle certain procedures, or situations in a more effective manner. While this is no excuse for inappropriate behavior, recognizing this makes it easier to address the problem to the employee after further evaluation of the behavior patterns. As with everyone, the employee may have recently gone through a hardship or personal issue and as a result, may seem more tense, or distracted than usual.

Taking Action:

Immediate Or Wait?

Before deciding to speak to the employee it is very important to do have prior knowledge as to how to approach the manner. For starters, make sure the behavior is truly taking place. Ask others who may have been involved, collect facts before making initial contact. Do research on the behavior itself. If the action or behavior conflicts with a company policy bring documentation, if it's a production problem, creating a "procrastination packet" or employee peer-to peer coaching to help the employee to overcome the problem. While it is important to take action immediately before the behavior or action spread to other employees, it is also highly important to be prepared to address the issue in a dignified manner. Doing so will make it easier for the employee to recognize their error, and try hard to correct it. Also, may provide the impression of concern to the employee, allowing them to feel valued to the organization. This can be a stimulant for improvement in the employee.

Benefits for Addressing the Issue

A major benefit in trying to resolve a problem, or helping to adjust a "problem employee" is talent retention. Not every employee's momentary bad attitude or lack of productivity is cause for dismissal. Underneath this period of misconduct could remain years of loyal, quality, service to the organization. Fixing a problem is cheaper than having to go through another hiring process. Further, a harsh dismal may send the message to other employees that any slip-up or momentary mistake can be a cause for dismissal. As a result, employees will begin to work out of fear, not out of genuine concern for the up-building of the organization. Such an organizational structure does not last well.

In short, a problem employee does not simply mean another round of recruitment, hiring and training. Trying to address the issue with the employee first can prove beneficial for the employee, and the entire organization in the long run. Start by confirming that the problem truly exists, and begin researching ways on how to help the employee to improve in that area. By addressing the problem with the employee one on one and privately, you can bring esteem to the employee and demonstrate organizational concern for their productivity and well-being. Using this attempt should bring the organizational closer in regards to the growth of each employee and more importantly, help the entire organization to grow externally.

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Article Tags: bad habits, behavior pattern, behavior patterns, br, cohesiveness, conflicts, excuse, headaches, inappropriate behavior, personal issue, prior knowledge, procrastination, productive employee, starters, teamwork, undesirable behavior



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