Posted on Tue, May 11, 2010 @ 12:41 PM
This blog posting is the final post in the employee relations issues series. Here are the first two posts if you missed them.
Handling Employee Relations Issues - Part 1
Handling Employee Relations Issues - Part 2
Some Special Considerations When Handling Employee Relations Issues
Always be prepared to diagnose and determine whether your employee is suffering from a simple a bad mood or from a more serious bad attitude. Is the event that brought this employee to your office a single one-time out of character act or is it a systemic pattern of behavior? That's not to say that inappropriate behavior done just one time shouldn't be addressed, but you should be prepared to understand that everyone has a bad day every now and again.
Also be prepared to be confronted with some of your own behaviors, as in the employee telling you "Well, Mr. Pot, this is Mr. Kettle, and you're black, too!". If you and the rest of the management team, and even - no, especially - the CEO of your company are not exhibiting the behaviors you expect of this employee, your attempt to change him will fail from the onset. This could be the symptom of poor management.
You will also need to be prepared to receive some personal revelations from the employee that explain, if not defend, the behavior. Perhaps they are going through a divorce, a family crisis, had a loved one die, or are having some severe financial difficulties. While they still need to change their inappropriate behavior, they may also need some serious help for a legitimate problem. Be prepared to share details of your Employee Assistance Program with them. If you don't have one, there are many companies who offer professional coaching for just this situation.
And for those of who you say, This is too much. Can't we just fire them and move on? We're an at-will state - we don't even have to tell them we're firing them because they just drive us crazy. Well, that's true, provided there is nothing that can be inferred or implied as an illegal reason for firing them. For more about that, read our employment at will resources.
However, remember that we are dealing with an otherwise good performer, or else we'd be disciplining them based on performance. So, if they are a good performer and have the knowledge and the skills to do the job well, wouldn't it be worth it to see if they also had it in them to change their behaviors and get on the bus with the rest of the team? Some of them just won't, no matter what you do. But some of them will, once you show them that you have the faith that they can. And these are the employees that can often work wonders.
If you're struggling with employee relations issues at your company, you may want to take a look at using assessments and in-depth background checks for your recruiting processes. If you'd like better employees for your organization, download the whitepaper to the left now.
--
Help Integrity HR Spread the Word!
Use our blog as a resource - http://integrityhr.com/blog
Stay on top of of your organization by subscribing to our blog via email or RSS to the left. If you would like to Contact Us about any of the concepts in the above blog posting please call 502.753.0970.
Before You Go, Leave Your Feedback and Comments Below!
Posted on Tue, May 04, 2010 @ 10:37 AM
you got yourself a load of trouble now
you got yourself a bad deal
you say i've got a bad attitude
howd 'you think i feel
song lyrics from Bad Attitude, Deep Purple
Our last blog post discussed some of the difficult employee relations issues that you may face in the workplace when bad attitudes strike. Today's blog will discuss just how to deal with those sticky and often times very difficult situations.
When it's time to talk to the employee causing your employee relations issues, keep their feelings in mind. For the initial conversation, be very aware of any behavior on your part that could increase their defensiveness. Instead of telling them what they need to do, for instance, consider asking them what you would like to see them do. Make sure you let them know that this meeting is meant as a constructive environment.
Diffusing Defensive Reactions
Give them examples of their behavior, avoiding any character judgments (avoid direct words like you), and tell them how their behavior makes others feel and how it reflects on the company. The first conversation is to make the employee aware of their behaviors as well as the company's expectations - there should be no ultimatums or consequences at this point. Try to come to an agreement WITH the employee to improve the workplace experience. Do not just bark orders on what needs to happen. It is important that you allow them to be part of the decision. This will lower their defenses further and increase the likelihood of the changes taking hold.
Often, calling attention to the matter in a formal setting is enough for the employee to make the necessary changes on their own. Keep in mind that they may not have even been aware of how their behavior was affecting others.
What If They Don't Listen?
If the employee doesn't get on board and make the changes, have a follow up meeting a week or two later. Be prepared to cite how the behaviors have continued and don't be afraid to ask why. At this point they have demonstrated their inability to follow through.
At this stage in the conversation, the employee will probably engage more in dialogue in this conversation, whether with defensiveness or a cry for help. It is important that you listen to what they have to say. It could be the case that this person is really a great employee, but perhaps they are having difficulty with a life situation that is affecting their performance (more on this next time). Finish the meeting with a plan of action and the encouragement that you hope that this will resolve the situation once and for all.
Sometimes There is Nothing You Can Do
For an employee to improve, he or she first has to want to improve. Sometimes, no matter what you do, behavior will not change. If the behavior continues on without any signs of improvement, it's time for tough love. The next time you meet with the employee will be the time when you outline what is acceptable behavior, what is not acceptable behavior, and what the consequences will be if the unacceptable behavior continues.
It is perfectly okay to tell the employee that he or she must stop this behavior and meet company expectations of behavior (that should be outlined in your employee handbook), otherwise disciplinary action will follow, including termination. Tell them specifically what behavior is expected and required so that there can be no defense of uncertainty on their part. Give them a time period in which you expect to see significant changes in behavior, and schedule a follow up.
Finally, if the employee continues to exhibit the poor behavior that brought them to you in the first place, chances are there are no more conversations you can have with them that will change them. It may be time to cut them loose.
As businessman and author Harvey Mackay wrote, "It is isn't the people you fire that make your life miserable, it's the people you don't." Toxic employees will destroy an organization, and if they are unwilling to change you can't risk the morale of the rest of the organization being destroyed by both their bad behaviors and your lack of willingness to do anything about it.
Next time we'll discuss some things to be aware of when confronting your employees. Often times when talking to employees about performance issues you'll find out much more information than you are prepared to uncover.
Stay tuned and don't forget to tell your friends and co-workers about the IntegrityHR Human Resources blog!
--
Help Integrity HR Spread the Word!
Use our blog as a resource - http://integrityhr.com/blog
Stay on top of of your organization by subscribing to our blog via email or RSS to the left. If you would like to Contact Us about any of the concepts in the above blog posting please call 502.753.0970.
Before You Go, Leave Your Feedback and Comments Below!
Posted on Thu, Apr 29, 2010 @ 10:11 AM
Can You Discipline Employees for Bad Attitudes?
In a word, yes. But wait! Read the rest --- You shouldn't just go off and write down "bad attitude" on a performance review when you have employee relations issues such as this. There are a number of things to consider, and a way to go about addressing the attitude that will actually be productive and yield a change.
Ultimately, the problem with addressing an employee's bad attitude is that the description of that attitude is subjective. If they are getting to work on time and doing the work that they are supposed to do, it's difficult to address how they interface with others without it coming down to one person just not liking another.
That said, how employees act toward one another is integral to the success of an organization. Employees with bad attitudes can cause a boatload of employee relations issues and cannot be ignored. They do need to be addressed, and sometimes even be told to pack it up.
The key to handling employee relations issues is to focus on objective facts and observable behavior, not the attitude that you feel is causing it. In fact, when you are having the conversation or writing the disciplinary action, leave the word "attitude" completely out of it. Instead you need to give specific of the behavior. If they are inconsiderate to others, give an example (and, yes, repeatedly refusing to clean up after themselves in the common kitchen counts).
If they are rude to others, be prepared to tell them what they've done and how it affects the workplace. If they antagonize others and instigate complaints without merit and start rumors, site the examples and how this impacts morale and productivity. You need to focus on the behavior of the employee, not their character.
But it's just the way that they act and say things, not exactly what they say or do! Rolling eyes, arms crossed resolutely across the chest, not looking others in the eyes, shaking their heads when others are talking, talking over others, etc. Non-verbal communication is critical in our culture, and these are all socially accepted examples of people showing a lack of interests or a negative response. They are observable, quantifiable (how often do they do it?) and able to be documented.
Now that you've isolated what behaviors are unacceptable or detrimental to the workplace, you need to be prepared to tell the employee why. Some behaviors may actually violate workplace policy (housekeeping rules, customer service standards, even behavior that violates Company's Mission or Vision Statement). You also need to be able to explain how their behavior impacts others and why the company expects their employees to act according to other standards.
Stay tuned. Next time we'll discuss how those difficult discussions should play out and how to handle them. Don't miss it!
--
Help Integrity HR Spread the Word!
Use our blog as a resource - http://integrityhr.com/blog
Stay on top of of your organization by subscribing to our blog via email or RSS to the left. If you would like to Contact Us about any of the concepts in the above blog posting please call 502.753.0970.
Before You Go, Leave Your Feedback and Comments Below!