How Should I Handle an Aggressive Employee with Personal Struggles Without Losing Clients?

Dear all,

I'm the HR manager from Serbia. My English may confuse you because it's not so good. I have a problem in my firm, and I would like you to help me. I've found that one of my employees in the Sales department is very aggressive when talking with clients. They hired him when I was not here. We are also afraid of losing good clients because of him. He also has a very big family problem, a big problem with his sick child. The last solution is to fire him. But I just wanted to ask for your opinion, what would you do in that case?

Kind regards from Serbia

Hi!

I think he needs some proper training and also some counseling sessions. If possible, try this.

Manoj

Hi,

I think you need to discuss with him, try to bring out the reasons for being aggressive with clients. It could be a personal problem (such as a sick child), but you have to make him understand that everybody will have personal problems in their life; it's all about how you balance personal and professional life. They can't bring personal problems to the office; it will be risky for him (he may lose interest in the job, have poor performance, face termination, etc.), which will be too much for him. Sometimes, when you discuss and offer suggestions, it works; otherwise, consider sending him for counseling.

Thanks,

Pallavi

Dear friend,

I think you are in a critical position. Please call him and advise him properly, and give a small warning or advisory note so that others can realize the situation. Also, inform him about the importance of the client.

Regards,

Alphonse 😂 GTE

Hello,

First things first! Your English is quite good. As a matter of fact, we do come across very bad English here in my country too! There was no problem in understanding what you wished to convey!

Always remember that it is "making & maintaining" a relationship (including at work) that is more difficult than "breaking." Our efforts should be to first reconstruct Human Resources (and each one is a resource!).

HR intervention could be in the form, as most of my colleagues have said, of counseling, training, light punishment, etc., with all of which I fully agree.

But I want to draw your attention to something more fundamental, perhaps!

1) Are there legally stipulated procedures that you must follow in your country to fire an employee at this level?

2) He may be rude and aggressive, but what is his performance?

3) How good or bad are his peer-level relationships?

4) How long has he been employed with your company?

5) What do his superiors feel about his aggressiveness?

6) Does your company have a supportive culture?

In any case, I suggest that you ask his superiors to do a special appraisal and if possible also do a 360-degree appraisal. Then, depending upon the appraisals, identify his weak/objectionable areas and his strengths. Decide what training inputs are indicated. Then call him for a discussion, discuss his appraisals dispassionately (objectively) with him. Suggest the training inputs under consideration by the company for him for the next six or twelve months. State the areas that you would like to see measurable and definite improvement in (even if without the contemplated inputs) and finally ask for his cooperation in the process to enhance his utility to the organization and indicate that if all this fails, the company may have to take "hard" decisions at the end of the period or even earlier if necessary!

All this will shake him up a bit, but it will have a good effect on him for sure. In case it does not bring about desired changes, then either he will leave, or you will not feel bad/guilty in firing him!!!

This is sound HR practice. Consider and revert.

Regards,

Samvedan

October 6, 2007

Hello Dear,

Your problem with this employee is not unique. We sometimes find that an employee does not fit into a role for various reasons.

These could be as follows: Recommended Action

Competency: Not having Capability – Training for the competence

Attitude: No proper attitude for the job – Coaching & Counselling

Not understanding Role Requirement: Briefing on Role Expectations

Not Motivated enough: Finding the underlying grievance & addressing it

Impact of Personal Problems on Job: Finding out & helping him address it.

Action Plan:

The first action, in this case, has to be calling the person by Superior & Explaining to him in specific terms about his Performance & Behavior on the job, which is impacting the organization heavily. In the process, try to assess why he is doing this. What could be the underlying cause. If he understands his behavior & assures to correct it immediately, please provide him with all the necessary help in terms of Regular feedback, Counseling, etc. so that he remains on track in his performance. He could also be sent for behavioral Training Program.

If all this has been done, Despite the best efforts, the person is not likely to change his behavior then, he could be shifted out of the job & given an alternate job where his strengths could be utilized better. A new person could be hired to manage the sales portfolio.

However, he must be taken into confidence before you decide anything against him. The first effort should always be to make sure he fits into the job, the second one fits into another job suiting his strengths, & finally the last action should be to release him with adequate Notice Period & Due compensation for him to look out for alternative action.

Please note that whatever you do to him, it is a message for other employees as well. If you send out a strong negative message to one employee, all other employees are also likely to be impacted by the negative signal for employees. However, if you be positive & try to help him in every possible way, you are going this message to all your employees. Therefore, be very careful in deciding which is the best option for your organization.

Regards,

Sateesh Chandra