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How to deal with a difficult employee?

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What is a difficult employee? There are many definitions or perceptions of a difficult employee! These range from interpersonal problems insubordination through aggression, violence, poor performance, poor attendance or punctuality, substance abuse or lack of integrity. In short, an individual whose performance is unsatisfactory or having an unacceptable behavior by the standards and values ​​of your organization.

The negative impact of these employees on the organization can take various forms : reduced productivity or efficiency, reduced quality and customer service, the workload of other employees, the physical health of managers and colleagues in a deteriorated working environment. This can go up to the resignation of high performers.
Managing difficult employees become one of the biggest challenges for managers, but they often feel helpless or very poorly equipped to do this.



Difficult Employees Recovered

Here are some tips to help you:

First , stop avoiding the thought thinking that the problem will solve itself . In most organizations where I stand , when managers entrust me their difficulty managing some employees and I asked, " When was the last performance evaluation of employees in question ? Did you already given feedback, provided support provided training ? Have any disciplinary action taken? " Their answer is usually " no. " And yet , avoidance is the worst strategy to use. It launches a mixed message to the performers and helps you to lose credibility and leadership.
Take rather awareness of the problem, its impact on the team and the organization . Then identify on what plans the employee causes problems : performance, attitude or behavior?

Then, assisted by the counsellor of your organization's human resources, schedule a meeting.
Before the meeting, it will be important to document the specific facts of record and tangible results and avoid in this collection perceptions and hearsay. You will need appropriate feedbacks into question by observing behaviors and results of the employee.
Finally, practice constructive feedback during this meeting, using the following steps:

  • Present the facts observed and tangible results ;
  • Reap the reactions of the employee;
  • Explain the impact of his performance and his behavior on the team and the organization;
  • Take note of their reactions ;
  • Identify one to three areas for improvement in the short term (avoid taking off too early)
  • Empower him in the search for solutions and the establishment of an action plan.

At the Action Plan, two solutions are available to you depending on the severity of the problem by a manager and coaching training or counseling by a professional. Whatever the strategy adopted in the action plan, the rigor in its completion is essential.
Of course, your role does not stop there. It must also follow the employee meet regularly to evaluate their learning. The rigor of this process is the main condition for success.

In the event that the coaching and counseling are not working or when the fault of the employee warrant, disciplinary action should be considered. Again rigor is required; follow the principle of gradation of sanctions: warning without note to file notice with verbal note to file written notice, suspension (with or without pay) dismissal. But be careful to use disciplinary action, dismissal in particular, and the trap of resorting too quickly. The negative impacts are numerous both in terms of costs (severance pay, replacement), work climate (insecurity, creating clans), loss of leadership, etc. I observed that the sudden use of disciplinary action with problem employees after a long period of avoidance on the part of managers can be perceived as psychological harassment

As you may have noticed , managing difficult employees can be both simple and complex, fear or fear to intervene are often bear serious consequences for your organization. In response , arm yourself with a dose of courage , perseverance and especially rigorous. 

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Arshad Dewkunkhan is Editor at Mauritius Yellow Pages, aged 25, resident of Rose - Hill. Former student of the St Joseph college with a formal education at College and University in Business Side.   Arshad is an avide reader, manages several Social Media pages, a football fanatic and loves spending time by nature.  

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