Managing a Top Performer with Rude Behavior: How Can HR Address This Challenge?

I'm working as HR for a startup organization that has two offices. I have been assigned to one branch, and the employees of the other branch also report to me. If they have any issues, they need to inform me as I am the only HR personnel.

There is an employee in the other branch who is a good performer but displays very rude behavior. She frequently speaks rudely and has created a negative environment in the branch. Furthermore, there is no supervisor in that branch. Despite being a good performer, our head does not address her behavior, even though he is aware of it. She takes everyone for granted and speaks rudely to everyone, including me (we have never met in person and only communicate over the phone). I am unsure of what actions to take since she is in the good graces of our head, but her conduct is negatively impacting the organization's environment.

Please advise on what steps can be taken. Your help is much appreciated!

This is a part of organizational culture where someone comes in front of you to show attitudes. There is no need to be scared or feel sorry for anyone's attitudes. We are all human, and humans can make mistakes. However, what matters most is not who shows attitude and is in good books with your seniors, but whether their attitude creates a disruptive environment that hinders goal achievement.

Addressing Attitudinal Problems

Now, how do we address these kinds of problems? This is all part of clashes between the ID, Ego, and Super Ego. Before delving into any solutions, we need to understand what the ID, Ego, and Super Ego are.

Understanding the ID, Ego, and Super Ego

1. ID:
The id comprises the unorganized part of the personality structure that contains basic drives. It acts according to the "pleasure principle," seeking to avoid pain or displeasure aroused by increases in instinctual tension. In the id, contrary impulses exist side by side, without canceling each other out. There is nothing in the id that could be compared with negation or corresponds to the idea of time.

2. Ego:
- It means "I."
- It's what you're talking about or referring to when you say "I" (like, "I want this, I do that").
- It's probably your answer to the question "who am I?"
- "We're all sentenced to solitary confinement inside our own skins." - Tennessee Williams
- It's your "identity" or who you think you are.
- It is something close to what we mean when we say somebody has "a big ego": in other words, they see themselves as being something they're really not. It's an inaccurate self-image, a wrong idea of who you actually are.

Super-Ego:
The superego is the component of personality composed of our internalized ideals that we have acquired from our parents and society. It works to suppress the urges of the id and aims to make the ego behave morally, rather than realistically.

Solution:
Counseling is the best way to achieve positive results in improving the cordial environment rather than biting your nails.

Dear Chandana, she needs counseling. Kindly make her aware of the company policy and the behavior expected from employees. If it continues, help her understand that no employee is above the company, and action will be taken against her as per the disciplinary rules.

Good counseling will definitely impact her behavior. Let's hope for the best.

Regards,
Shaikh

The Importance of Discipline in Performance Management

If discipline is not present, there is no use in performance; otherwise, it will deteriorate the system. Sometimes, hard decisions have to be made to bring things back on track.

Hi Charu, have you received any complaints so far about this lady from any of her colleagues, subordinates, or seniors? If yes, then take action by giving a verbal warning, which can actually be a polite conversation between you two but with strict words.

If there are no complaints, I'm afraid that there is not something formal you can do as the subject is also a high-performing employee and shares a good rapport with her seniors. Informally, you can counsel her. If you are in two different cities, plan a meeting sometime. These things cannot be handled over the phone or emails. There is always a risk that things can go out of your hand. During your counseling session, you can let her know that this kind of behavior may land her in trouble and can actually interfere with her performance appraisal. Go prepared, keep your conversation short, to the point, and if required, take some real-life cases.

I guess everyone else has given great suggestions. So go ahead and do share your course of action with all of us here.

First of all, thank you all for sharing your experience and advice and guiding me on this. You are absolutely right that I haven't received any complaint against her formally, but I could sense and see that she is eroding the organization. She encourages other employees of that branch (and has formed a team) to do all the wrongs, sometimes directly and sometimes through them. All the employees at that branch had joined the organization before I joined. The problem is that we never have valid proof that she is behind all the wrongs and is creating a negative environment. I will definitely go through this approach and would definitely share the positive result.

Regards,
Charu

Interesting discussion... I don't know what position you hold, but if the person is rude and the management is aware and 'okay' with it, I would advise you to refrain from doing anything there. Your political situation might make things difficult. If you try to counsel her without adequate intent and support, the situation could flip, and you could lose your job! If the performer complains, it could prove disastrous for you.

Handling Rude Behavior

Now, coming to the question of being rude per se, I believe you need to handle it in a more mature manner. You need to substantiate your views rather than talk without evidence. Talking about 'wrong' things and 'eroding' the organization are serious allegations. And if you never have valid proof, as you put it, you might well be victimized by the backlash.

You might want to ask your boss (I assume you both have the same one) what his stance would be on the matter if he was okay. I have seen several managers who are 'okay' with certain employees doing certain things (in short, selective application of policies). They say it's part of their perks or even that they are earning for the company. Hence, understand what exactly their position is. If they are truly okay (and not waiting for a chance to pounce), you might want to stay on the back foot. Someday, if they agree with your point of view, you might get a chance to prove your 'allegations'. But as HR, you need to be objective and concrete. Such 'allegations' could cost you dearly. Hence, beware!

Interesting discussion... I don't know what position you hold, but if the person is rude and the management is aware and 'ok' with it, I would advise you to refrain from doing anything there. Your political situation might make things difficult. If you try to counsel her without adequate intent and support, the situation could flip, and you could lose your job! If the performer complains, it could prove disastrous for you.

Handling Rude Behavior

Now, coming to the question of being rude per se, I believe you need to handle it in a more mature manner. You need to substantiate your views rather than talk through your hat. Talking about 'wrong' things and 'eroding' the organization are serious allegations. You never have valid proof, as you put it, so you might well be victimized by the backfire.

You might want to ask your boss (I assume you both have the same one) what his stand would be on the matter if he was ok. I have seen several managers who are 'ok' with certain employees doing certain things (in short, selective application of policies). They say it's part of their perks or even say that they are earning for the company. Hence, understand what exactly their position is. If they are truly ok (and not waiting for a chance to pounce), you might want to stay on the back foot. Someday, if they agree with your point of view, you might get a chance to prove your 'allegations'. But as HR, you need to be objective and concrete. Such 'allegations' could cost you dearly... Hence, beware!