Dealing with difficult employees is about sensitivity, but also about sensitivity to the employee’s goals, personality, and legal rights.
We find the following solutions helpful when dealing with difficult employees:
1) What to do: How quickly you respond to “difficult” behavior depends on your comfort zone and your company culture. You can be more tolerant of demanding employees. Don’t be too tolerant. When you start to notice constant demanding behavior, deal with it right away.
2) Manage the Behavior: Begin tracking the behavior(s) including the date, time, and specifically what behavior was not acceptable. You may want to ask yourself, what is causing your demanding behavior? Perhaps he needs recognition, more challenges, or additional direction from you. Sit down with the employee and have an open discussion. Be specific about the behavior. Be open to their input. If they are in denial or defensive, calmly state that the behavior exists and continue to offer to help resolve this issue. At the end of the discussion, create next steps and set a date for follow up.
3) Discussing Performance Expectations: In discussing performance expectations, an employee needs to understand why the job exists, where it fits in the organization, and how job responsibilities link to organizational and departmental goals. Try to set clear expectations with the employee about the results she must achieve and the methods or approaches needed to achieve them, by doing so you set a path to success.
4) The LEAD Sequence – When it comes to hearing the point of view of an individual employee, it is crucial to not only listen, but also work to find a solution to correct the behavior. We recommend the LEAD sequence.
A. Listen: Listen to the employee’s responses; Be very aware of what is triggering these moments.
b. Establish Responsibility: What we’re looking for is a way to help them take on even the smallest responsibility. Ask questions like: “Given the circumstances, what is at least one small part that you would like to improve?
vs. Analyze the evidence: This can be a powerful step. You don’t want to add to potential misstatements by the employee, so help them see the facts. Review documented behavior from the past and try not to use subjective language.
d. Do something: be understanding. Try to create a list of potential actions this person will take to correct the behavior, ask “What else can you do?” Then ask him specifically what things he wants to do first and when.
5) Legal Termination Recommendations – One of the best ways to send a signal to the workforce that high maintenance behaviors will not be tolerated is to take quick and direct action to eliminate bad behaviors or even remove employees who exhibit the evil. behaviors However, having a solid foundation for termination is absolutely crucial. When managers fire high-maintenance employees, they risk being taken to civil court. If you want to prevent or defend a lawsuit, consider your decision before finalizing it.
A. Questions to Consider: Do you have sufficient objective, non-emotional reasons to support a termination? Employers establish a legal case for termination by honestly documenting problem behaviors. Supervisors who simply say, “I already had it,” risk losing in court. Do you supervise fairly? Do you let other employees, perhaps your favorites, deal with the issues you have against others? Can you remedy the difficult behavior without resorting to termination? Could you bring in an outside mediator and in the process let them know you have one last chance? Are you on solid legal ground? If you have an “employment at will” clause in your contract with your employee, that might give you sufficient legal grounds to terminate it, as long as you’re acting fairly. However, establishing the reasons for termination is a good risk management tool. An employee who undermines management and does not complete assigned tasks gives the employer a legitimate reason for termination.
b. The best strategy: follow the steps above, collect the documentation you have and give the employee one last chance. Make your assignment/deadlines very clear. If the employee does not comply, the behavior shows that he acted insubordinately.