How Should I Handle a Troubling Employee Situation Without Being Too Harsh?

Dear Friends,

I would like to discuss a live case which I am facing nowadays at my workplace. This is the first such case out of 100 persons recruited by me during my career at my present company.

Ours is a manufacturing concern in the FMCG sector.

About 6 months back, we appointed a person in our Accounts Dept., particularly for Sales Tax & VAT related matters. During the first three months, when we received his monthly appraisal forms from the concerned department, his performance was very satisfying. But to our utter surprise, we suddenly started receiving certain complaints against him from his colleagues. The complaints were like he is disturbing other guys, wasting his and others' time, and not performing the assigned task. As a normal course of action, we had a chat with the concerned HOD, his Reporting Officer, and then with his colleagues. Everyone gave their views.

Then suddenly a mail came from the concerned HOD that they don't want to continue with that candidate, as he is not mentally fit and behaving in an extraordinary manner and needs a replacement candidate for the position. We, the HR people, again had a chat with the HOD and the concerned candidate. We convinced the HOD to keep the candidate under observation for a further 1-month period. In the meantime, we suggested the candidate take a break from work and visit his hometown in West Bengal. In between, I personally talked with his roommates in Delhi and tried to find out what has happened to that candidate, who in his initial period was performing so well. Again, to my surprise, none of his roommates found anything wrong in his behavior.

When he returned back from his home, we again had counseling with the candidate and tried to motivate him. But again after 2-3 days, we started getting calls from the same department, and the concerned HOD had a talk with our HR Head, that he no longer wants to continue with that candidate.

Now my HR head has advised me to take some action, as I particularly was handling the case. But each time I talked to that candidate, he said that he is happy with everybody and very disappointed to be the villain in this type of story.

Please advise me accordingly as I have pressure on me regarding this particular case and at the same time, I also don't want to be harsh enough to recommend termination for that candidate.

Regards,

Vikas Vasisht Sr. Executive HR

Dear Vikas,

In all your studies, what were your observations about this employee and the observations about him from his colleagues in the department? Then, taking the factual details from his HOD supported by the facts and instances. Many times, due to personal incompatibility, the subordinates are victimized by the seniors, so we need solid facts from the head of the department. Once you demand the same from the HOD, if he is victimizing the person, he will weaken and start giving vague replies. That's where you need to present your case and detailed report to your HR head and involve him for counseling of the HOD. If there are facts that support the inefficiency, then give a warning in writing with a time span for improvement or even look for a replacement. Before taking any steps, please ensure that you have substance with facts to support your actions.

Hope this will help you.

Thanks & Regards,
Amal Shere

Hi Vikas,

I will add something to it...

As you said, previously this employee was performing extremely well for three months, then all of a sudden, this happened. This means that there might be someone in his department who is probably close to management and does not like this guy. It is also possible that there was a clash with someone else during that time. Check with the Finance Department to see if there were any conflicts between individuals, as older employees often tend to put a lot of pressure on new hires and expect them to be subservient even to those who are not directly involved with the new person.

Additionally, when you personally interact with the employee, assess whether he is mentally fit. HR personnel must have good judgment. Consider giving him some kind of psychological or aptitude test to evaluate him.

I believe I have provided you with some points to further investigate the matter.

Cheers,
Nidhi (HR Executive)

Hi Vikas,

The case is not very clear. If you mention the details of allegations the department makes on the accountant, then probably a solution can be hinted. Some more details like the nature of the person, kind of work, and his background (personal and professional) will help you.

If someone is spoiling the whole environment, then it is better to be harsh rather than repenting later at a heavier cost. In a manufacturing unit, coordination among the members is a must. Please consider the pros and cons of keeping him and removing him.

Mahat Sr. Faculty BIMS Bagalkot

Hi,

My thoughts on handling this situation are:

1) Like others suggested, see whether any personal grudge is shared by fellow colleagues and this guy.

(Because I faced a similar situation in my organization. The project manager had some personal issues with the admin, and the PM always used to complain about her. As the PM was a senior and old employee, he was able to influence the other employees, thus creating unhealthy working conditions. I admit there was fault on the admin's part too, but the issue was blown out of proportion. Many people complained about the admin, so I changed the job description for the admin to minimize direct interaction with those people. Thankfully, our admin had other skills suitable for a job that doesn't require regular employee interaction.)

2) Listen to both parties and have them talk in the presence of HR to understand whether the issues raised are true or not.

3) Give targets to the employee and see whether he is able to achieve them.

Hope this helps you.

Asha

Hi Mahat, Asha & Nidhi,

Yes, it's true that such a situation should be tackled with due care. Thanks for your valuable advice.

Regards,
Vikas Vasisht

Hi Vikas,

I think you should give him some more time, about 3-6 months. As you stated that you have spoken to his colleagues, his boss, and him. I think there is always a difference between group and individual behavior. Moreover, it is human tendency to form a group with old colleagues to resist a newcomer.

Regards,
Sanjay Taneja
HR Executive

Hi Sanjay,

Thank you for the reply. Dear, we can't give him more time. As far as the relations are concerned, he had a very good relationship with all the employees in the initial time of his joining.

Regards, Vikas

Dear Vikas,

There are a number of conclusions from the case study you provided. To arrive at a proper solution, you need to extensively collect data from employees of your organization, their colleagues, roommates, the employee themselves, the HOD, and other colleagues.

You need to consider various factors, such as the experience of the employee, the tenure of the HOD and other employees in the company, the relationship of the HOD with other employees, and whether there is anyone in the same department who is a point of contact for management, the HOD, or your HR Head.

Therefore, you must gather and analyze the data comprehensively before presenting it to the HOD, other employees, the concerned employee, and your HR head. Instead of addressing them individually, it would be more effective to convene a meeting with all parties involved to discuss and finalize the findings. Based on the conclusions drawn, you may need to consider taking appropriate actions, such as issuing a termination to either a single employee, the HOD, or other employees.

Corrected text:
Dear Vikas,

There are a number of conclusions from the case study you provided. To arrive at a proper solution, you need to extensively collect data from employees of your organization, their colleagues, roommates, the employee themselves, the HOD, and other colleagues.

You need to consider various factors, such as the experience of the employee, the tenure of the HOD and other employees in the company, the relationship of the HOD with other employees, and whether there is anyone in the same department who is a point of contact for management, the HOD, or your HR Head.

Therefore, you must gather and analyze the data comprehensively before presenting it to the HOD, other employees, the concerned employee, and your HR head. Instead of addressing them individually, it would be more effective to convene a meeting with all parties involved to discuss and finalize the findings. Based on the conclusions drawn, you may need to consider taking appropriate actions, such as issuing a termination to either a single employee, the HOD, or other employees.

Dear (what should I write, obviously not shaitan),

I would try to arrange a common platform for all the concerned persons in this case.

Regards,
Vikas

Hello,

Referring to your case, it seems that you should serve wisely both the employee and your company. So, as per your company policy, give him a feasible notice period and relieve him from his duties with your company with a warm farewell.

Being nice and fair to the employee, you can certainly refer him to another company for the same post and work (only if you feel that he is referable).

Regards,
Anal Shah

Hi,
Please do the following to ensure that things return to normalcy
1) Speak to the Supervisor and the HOD as well.
2) Ask them to get to the bottom of the story. In short conduct a Depth Interview ( Get into all the nity grities of the matter, like who? When where? How? Why? Any witnesses, etc get to the specific incidents…you will have to probe a lot.)
3) Do the same with the so called accused. Again get into the depth of the matter and also give him a chance to defend.
4) Record all the facts and get the parties to sign it. Make a report send it to your reporting boss. Keep a copy of the same with you.(you need to save your skin as well.)
5) Again the above is possible only if HR has been given requisite ground to stand on (Know your power /position) or else simply comply with what these guys want you to do. You have a job to keep as well.
6) All the very best to you.
Sincerely,
Shyamali

Hi Vikas,

I agree with Anal Shah's idea. But one thing to keep in mind: if another employee faces a similar situation, you should not feel that you were wrong in terminating the current employee. Conduct a comprehensive analysis, gather as much data as possible, consult with a third party not affiliated with your company, and then draw your conclusion.

Hi Vikas,

The case is a little bit critical. Until now, you viewed the case as an employee of the organization. Now, try to look at the case from a third-party perspective. There may be chances for faults on the side of the Head of Department (HOD) as well. Mostly, higher officials tend to be more strict and traditional. If this person is of a more jovial nature, there might be interpersonal problems between them.

It would be better if you clarify whether the Accounts HOD is behaving normally or not. If you find that he is causing issues, you should disclose this matter to your higher officials to handle the case and mediate with the new employee using a win-win strategy.

By,
Vignesh

Hi, Vikas,

My advice is to have a word with the said employee, his immediate superior, and HOD. Ensure your presence there and if needed, ask your HOD to get involved in talking to the concerned employee. You can come to a conclusion after following the above process. It is essential to investigate whether there is any extra work pressure, harassment by a superior (as in some cases, I have observed that a senior who joined before the employee might be receiving a lower salary and could be close to their superior or HOD). Such situations may lead the employee to behave abnormally due to stress, resulting in a decline in performance. Another possibility could be pressure from family members to return, or marital issues. For instance, if the employee is married, their relationship might be in turmoil.

Please inform me of the conclusion via email: mprabhakarrao@rediffmail.com.

Regards,
Prabhakar Rao.M

Hi Vikas,

You need to consider a few aspects before you take a final decision:

1. What is the past reputation and credibility of the HOD in your company? If this is good, then you should trust his judgment. If not, then you can continue with further investigation.

2. What is his position in the company in the sense that - Can you afford to ignore his views/opinion?

Now, about this new person:

1. Generally, all new employees behave well and perform well initially to impress; then their real attitude becomes visible after some time.

2. It's a human tendency for all wrongdoers to claim that they have no problems; obviously, it's others who have a problem with him.

3. What is the opinion of the other people working with the new employee? Try to get feedback through your informal channels.

Finally, it's difficult to analyze this problem through this virtual network; we can only give you suggestions. The rest of the decisions you will have to make.

All the best,

Riyaz

Dear Vikas,

You have actually followed a very good procedure to help the employee. However, if the management is not happy and if the work is being affected, then you need to take certain action. I believe the people around him might not be lying. I would suggest one thing: why don't you observe him yourself for a week or so and see the difference in his behavior?

It's always better to be sure of what you are doing so that you can be sure of his behavior. If you feel or observe any indiscipline or disturbed behavior, then take a strong and graceful stand and take action accordingly.

You must consider what other employees are going through as well; one employee should not bother so many others. I hope I have been able to help you. If not, I can conduct some analysis on that person later if you wish.

Regards,
Sheryl Jones