How do you handle behavioural issues in a startup company? Is it really wise to terminate an employee based on behaviour?
From India, Bengaluru
Dinesh Divekar
Business Mentor, Consultant And Trainer
W Gupta
Hr Professional
Human Resources Management
Engineer, Journalist, Trainer, Certified
Welfare Officer
Insolvency N Gst Professional
Corporate Hr
+3 Others

Dear Ram Rao,
What exactly are the behavioural issues? Can you please explain further with example? Why things have come to such a pass where you need to terminate an employee?
Partially it is failure of recruitment and leadership as well. While conducting interview itself what efforts were made to understand the personality of the candidate? By the way, are the clashes happening because of the mismatch of the personality or lack of interpersonal skills?
It is leadership that is responsible to foster a culture of teamwork and further collaboration. What efforts leadership has made to foster this culture?
There are three types of conflict: process conflict, task conflict and relationship conflict. Was it earlier process or task conflict but later it escalated to the relationship conflict? Have done investigation on this count?
Dinesh Divekar

From India, Bangalore

What exactly is the behavioural issue Being a startup, culture would not have been deeply embedded Before termination need to follow natural. Justice is paramount
From India, Pune
Yes, as the learned members said, you need to spell out the behavioral issues in specific is a vary vague description of issue making it difficult for members to rely.
HR & Labour Relations Consultant
Navi Mumbai

From India, Mumbai
Hello Dinesh, I can come up with one example. Not adhering to company policies like no prior information about leaves, late coming, permissions etc.,
From India, Chennai
Hi Dinesh,
Thank you for responding to my question. Behavior issue that i am facing with the employee is that, he is late to office everyday. Prolonged breaks. Considering he has been with us for about a month now. We have issued him 2 verbal warnings and 1 written warning. But i see no improvement with him.
I have addressed this concern with the employee on multiple instances, i,e 1 on 1 discussion, casual meet, verbal warnings etc.. Each time he assures that he would be punctual.
As a startup company, each resource is valuable to us. While building our core team, we don`t want such behavior to affect other employees. My concern is, i dont want to loose this employee only because of such behavioral issue. Having said that, i dont want this to influence behavior of my team as well. What would you suggest? .

From India, Bengaluru
Dear Ram Rao,
If the employee's tenure with your company is for a month then why are you so much worried about his termination? In spite of receiving verbal and written warnings, if he remains incorrigible then it could liability in future. There is better if you check him out sooner. You may make 31st March as his last working day and start looking for the replacement.
Behavioural issue or otherwise, this is a recruitment problem. Why the candidate's attitude was not identified in the interview? Who conducted the interview and what questions were asked in the interview? Please revisit the recruitment session that has taken place and the situation merits evaluation of the recruitment practice. Lastly, the lesson from this sour episode is that you need to improve your recruitment practice.
Dinesh Divekar

From India, Bangalore
I am very much agree with Mr. Dinesh. It is the right solution. Otherwise he S/he will be a big problem for the company as well i suggest to review the interview process. Minimum you have to go through an employee with the following issues:
1. Adaptability 2. Management Skill 3. Interpersonal skill 4. leadership in the position with other competency.

From Bangladesh, Sylhet
Hi All,
we are facing the same kind of problems in my company. We have developed our recruitment process as strong as in shorter time. Also, we clear the expectation very clearly in the interview and the later stages of onboarding. Still facing such issues but what we have observed is this is influential from some of the strong pillars. What actions can be taken against this?

From India, undefined
Dear Ram Rao,
Coming late to office everyday, taking prolonged breaks could be indicative of a burn out in the employee or even a stressed employee who starts to believe that if he cannot get out of the situation, he should start skirting it.
Give the employee an opportunity to explain why he is regularly late and encourage him to develop a solution that works for both the employee and the employer, with the end result being that the employee arrives to work on time.
Approaching the problem in this manner will help to ensure that the employee comes up with a solution that he buys into, and can help resolve the issue without the need for further disciplinary action.
I run a training and counselling company and a large part of our programs focus on enhancing employee happiness quotient and going by our experience these are potent signs of stress in the employee.
Having a counselling approach, will help the employee uncover the reason he is late and providing him support and guidance can make a big difference. As a start up, while business is priority, an employee's wellness should not be allowed to take a back seat. Demonstrating a caring attitude may help improve employee engagement and boost your business in turn.
Do let us know if you need any help in this regard.
Best Regards
Riti Sinha
Founder, Pharos Hub

From India, Bangalore

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