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Most managers would rather undergo a root
canal or two rather than confront a difficult
employee. But experts say the sooner you
tackle attitude/behavior problems in an employee,
the better. A good way to begin is via verbal
counseling behind closed doors. Here are
some tips for managing that communication
without escalating emotions.
- Avoid using the word, "attitude." If
you tell someone they have a bad attitude,
their answer is likely to be unprintable.
They may well get angry and blame everyone
but themselves for the
problem. You've basically lost them
at the outset because you opened up the
conversation using a "fighting word," said
employment expert Paul Falcone.
- Instead, use the word, "perception." In
a delicate, almost caring voice (which can
be admittedly difficult if you're ticked)
tell the problem employee that you believe
he is creating a perception problem. Say
something like, "Look, Paul, you may
not mean to do this, but this is how you're
coming across." And then tell him what
the problem is in very specific terms.
- Cite examples, such as, "You
appear to be snapping at people, rolling
your eyes and harrumphing anytime anyone
asks you to do anything." Or, "You're
coming across as yelling at co-workers and
people are starting to cut a wide swath around
you in order to avoid working with you."
- Use guilt rather than anger, Falcone
recommends. You can say things like "You
make me feel…" or "How
would you feel if…" Phrases like
that hold a mirror up to the employee and
make the person focus on himself rather than
on you.
- Then, tell the employee that he is responsible
for his own "perception management" -
i.e., how he comes across. You can say
something like
, "I know you
may not intend to come across that way, but
I'm holding you accountable for your
own perception management."
If you speak candidly with the employee
(without, of course, prying into off-limits
personal or medical problems), you may be
able to uncover work-related reasons for
an employee's discontent and come up
with ideas about how to handle whatever is
weighing the employee down, advised Westaff
Human Resources Representative Gail Jern.
Finally, be sure to give the employee positive
feedback whenever you see good behavior.
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Glenda was an employee at the hospital for twenty
years. Strong-willed, intimidating and sometimes
downright mean, she constantly criticized the
hospital to anyone who would listen. She greeted
requests for additional work by crossing her arms
and rolling her eyes. Plus, she made multiple,
daily, personal phone calls using the company
phone and company time.
When an HR manager pointed out her unacceptable
behavior, she insisted that no one had the right
to criticize her personality as long as she was
doing her job adequately as a front desk attendant.
She was the classic "worm in the apple" who
brought down everyone's morale. Eventually,
tired of conflicts with Glenda, her supervisor
left.
Sound familiar? Most of us at one time or another
have come across a co-worker who never has a positive
thing to say. They complain about how cheap or
backwards the company is or what a "jerk" their
manager is. They often exhibit a range of behavioral
problems that go along with the
attitude problem — everything from sarcasm
to yelling. No one wants to mess with them, least
of all their supervisors.
In fact, most managers will do most anything
to avoid dealing with an obnoxious employee, said
Paul Falcone, employment expert and author of
The Hiring and Firing Question and Answer Book.
"I'd say 80% of managers will use
the path of least resistance, which is avoidance," Falcone
said. "In part it's because they just
don't realize how a single subordinate can
undermine them and kill all the camaraderie in
their department. So, they tend to just foxhole." Worse,
as in Glenda's case, it's common for
co-workers and even managers to actually leave
a company in order to get away from such an employee.
Yet, in the vast majority of situations, it doesn't
have to end like that, experts say. One key to
solving bad attitude/behavioral problems is to
try to fix them when they're still small.
Don't wait until morale in your department
has gone down the tubes and everyone is talking
behind everyone else's back. Confront the
situation as positively and as early as you can,
and in most cases you can gently but firmly disarm
that employee with an ax to grind.
There are several measures you can take, Falcone
said, in order to "positively confront the
situation." (See Side Story.) Those include
demonstrating respect for your problem subordinate
by handling matters privately.
Talk to the employee about the perceived behavioral
problems behind closed doors.
If you are clear, specific, and keep your cool,
employees will usually make an effort to adjust
their behavior. Most will appreciate the fact
that you handled the problem and treated them
like an adult. Be sure to acknowledge improvements
in an employee's behavior.
"The two main reasons a person leaves a
company is lack of communication and lack of recognition
or appreciation," Falcone said. "But
if someone feels accepted and as though they're
making a difference, they won't be running
out the door."
However, if your efforts have no effect, then
start documenting the employee's behavior
in a way that will withstand legal scrutiny. Adopt
an objective tone and use a lot of concrete, detailed
examples that really paint a picture of the inappropriate
behavior and how it is affecting the workplace.
"Attitude can be very subjective, so it's
important to look very closely at the employee's
behavior or conduct," said Westaff's
Vice President and Assistant General Counsel Bonnie
McDonald. "People have a right to state
their views. So you can't, for example,
stop someone from grousing about the small size
of their paycheck. But if the person has a habit
of yelling at co-workers or hanging up on customers,
that constitutes unacceptable behavior."
Often, attitude and behavioral problems go hand-in-hand,
said Westaff Human Resources Representative Gail
Jern. "The person with the poor attitude
is often less effective with their work because
they are distracted — they're reliving
events or planning strategies for how to ‘pay
back' someone for a perceived wrong…Frankly,
they're also just no fun to be around," Jern
said.
McDonald and Jern agree that some type of warning
should be issued before taking the final steps
towards termination, beginning with verbal counsel
followed by a written warning which the employee
signs. Make sure that the problem is noted on
job performance reviews and that the employee
understands that part of his job is not just performing
his duties, but getting along with the rest of
the team.
"You may get to the point where you have
to go toe to toe with an employee to make them
understand that they could lose their job over
their inappropriate conduct," Falcone said. "But,
remember, it's far better to deal with the
situation now rather than allow a belligerent,
disrespectful employee to hold you or the rest
of your department hostage."
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