Hi all,
I have a small issue in my company where I have newly joined. What kind of strategies would you use as an HR to straighten out a few employees who are spoiled brats? I am not saying that my employees are really bad; they are the top performers. But it's just that they don't follow certain rules. For example, signing a muster is difficult for them or picking up their coffee mug is too much, etc.
Help, please.
From India, Mumbai
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1I have a small issue in my company where I have newly joined. What kind of strategies would you use as an HR to straighten out a few employees who are spoiled brats? I am not saying that my employees are really bad; they are the top performers. But it's just that they don't follow certain rules. For example, signing a muster is difficult for them or picking up their coffee mug is too much, etc.
Help, please.
From India, Mumbai
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Hi Neeta,
Welcome to the forum!
"I have a small issue in my company where I have newly joined. What kind of strategies would you use as an HR to straighten a few employees who are spoiled brats? I am not saying that my employees are really bad; they are the top performers. But it's just that they don't follow certain rules. For example, signing a muster is difficult for them or picking up their coffee mug is too much, etc.
Well, it's a commonly faced problem by most organizations and primarily it rests upon the examples set by the top management. In my view, HR should not directly confront them but first assess the situation as to why this is happening and the frequency of the same. I remember one situation where the functional heads did not mark their attendance, and when it was brought to the notice of the MD, he started marking his attendance as well, and others followed suit. Therefore, these unwarranted behaviors are reflections of the attitude of functional heads, and one must deal with tact. Maybe one needs to come out with rules and regulations pertaining to these situations with the approval of MD/CEO. If the problem still persists, then deal with it softly first. I am sure it would help.
Please refer to the article herewith:
Have a great day!
Regards,
Rajat
Handling Difficult Behaviors
People with negative emotions have a much greater chance of experiencing negative stress and distress and are more likely to experience dissatisfaction with their lives and jobs. Some of the results of negativity include increased absenteeism, use of medical benefits, and, in many cases, can result in lowered productivity and happiness. By learning how to cope with negativity (both from self and others), individuals are more likely to find their life and work more satisfying and productive.
If an organization has negative customer service employees, these employees are likely to lose customers for the company. The loss of one customer a day for a year who typically spends $50 per week would cost a company nearly half a million dollars a year. This is only the financial loss. What about the loss of emotional energy, self-confidence, and morale that was wasted in the process?
A difficult employee is someone who does not fully meet the performance standards of his or her job, as needed by the organization, and especially by the manager. A difficult employee is not necessarily a bad person but someone whose level of performance creates a problem.
In fact, you may have been a problem employee at one time or another. Many, if not most, employees, including managers, have times when they are not doing something as well as their bosses need or expect. Remember, when this situation occurs, a potential problem employee is not necessarily a bad person.
Your goal is to take the problem out of the employee, not to take out the employee. Termination is the quickest way to solve an immediate performance problem. Turnover, especially when done in an abrupt manner, is extremely costly. Here are some of the major costs to an organization from this kind of turnover:
- Time and money to recruit and hire a new employee
- Re-training to bring the new employee up to speed
- Salary and benefit costs already paid out to the terminated employee
- Unemployment compensation and severance pay
- Damage to the morale of remaining employees
- Possible wrongful termination lawsuit
Difficult employees come in varying degrees, from relatively simple to very difficult. The following is a description of the most common types or degrees of difficult employees: New employee, Inconsistent employee, Unbalanced employee, Mediocre employee, Marginal employee, Intolerable employee.
As a manager, the longer you wait to address a performance problem, the harder it will be to deal with it constructively, and the worse the problem becomes. Employees do not start out as marginal or intolerable performers. Most often, they grow into these more severe problem employees when little corrective effort was made at the time performance was inconsistent, unbalanced, or becoming mediocre.
In the 1980s, wrongful termination lawsuits became a fairly common practice, with employers losing many more cases than they won. The 1990s have reaffirmed the highly competitive economic climate we live in. In today's business world, in the public sector as in the private sector, managers, more than ever, need to effectively manage the performance of their people.
Recognizing the important management responsibility and understanding what constitutes a problem or difficult employee are requisites for successfully resolving performance problems and achieving positive results.
REACTING TO DIFFICULT TYPES
When dealing with people, be ready to react to the actions of different personalities. Some examples:
Dealing with the aggressor, who is intimidating, hostile, and loves to threaten.
What to do: Listen to everything the person has to say. Avoid arguments and be formal, calling the person by name. Be concise and clear with your reactions.
Dealing with the underminer, who takes pride in criticism and is sarcastic and devious.
What to do: Focus on the issues and don't acknowledge sarcasm. Don't overreact.
Dealing with the unresponsive person, who is difficult to talk to and never reveals his or her ideas.
What to do: Ask open-ended questions and learn to be silent, waiting for the person to say something. Be patient and friendly.
Dealing with the egotist, who knows it all and feels and acts superior.
What to do: Make sure you know the facts. Agree when possible and ask questions and listen. Disagree only when you know you're right.
Source: Business Marketing Reference
From India, Pune
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Welcome to the forum!
"I have a small issue in my company where I have newly joined. What kind of strategies would you use as an HR to straighten a few employees who are spoiled brats? I am not saying that my employees are really bad; they are the top performers. But it's just that they don't follow certain rules. For example, signing a muster is difficult for them or picking up their coffee mug is too much, etc.
Well, it's a commonly faced problem by most organizations and primarily it rests upon the examples set by the top management. In my view, HR should not directly confront them but first assess the situation as to why this is happening and the frequency of the same. I remember one situation where the functional heads did not mark their attendance, and when it was brought to the notice of the MD, he started marking his attendance as well, and others followed suit. Therefore, these unwarranted behaviors are reflections of the attitude of functional heads, and one must deal with tact. Maybe one needs to come out with rules and regulations pertaining to these situations with the approval of MD/CEO. If the problem still persists, then deal with it softly first. I am sure it would help.
Please refer to the article herewith:
Have a great day!
Regards,
Rajat
Handling Difficult Behaviors
People with negative emotions have a much greater chance of experiencing negative stress and distress and are more likely to experience dissatisfaction with their lives and jobs. Some of the results of negativity include increased absenteeism, use of medical benefits, and, in many cases, can result in lowered productivity and happiness. By learning how to cope with negativity (both from self and others), individuals are more likely to find their life and work more satisfying and productive.
If an organization has negative customer service employees, these employees are likely to lose customers for the company. The loss of one customer a day for a year who typically spends $50 per week would cost a company nearly half a million dollars a year. This is only the financial loss. What about the loss of emotional energy, self-confidence, and morale that was wasted in the process?
A difficult employee is someone who does not fully meet the performance standards of his or her job, as needed by the organization, and especially by the manager. A difficult employee is not necessarily a bad person but someone whose level of performance creates a problem.
In fact, you may have been a problem employee at one time or another. Many, if not most, employees, including managers, have times when they are not doing something as well as their bosses need or expect. Remember, when this situation occurs, a potential problem employee is not necessarily a bad person.
Your goal is to take the problem out of the employee, not to take out the employee. Termination is the quickest way to solve an immediate performance problem. Turnover, especially when done in an abrupt manner, is extremely costly. Here are some of the major costs to an organization from this kind of turnover:
- Time and money to recruit and hire a new employee
- Re-training to bring the new employee up to speed
- Salary and benefit costs already paid out to the terminated employee
- Unemployment compensation and severance pay
- Damage to the morale of remaining employees
- Possible wrongful termination lawsuit
Difficult employees come in varying degrees, from relatively simple to very difficult. The following is a description of the most common types or degrees of difficult employees: New employee, Inconsistent employee, Unbalanced employee, Mediocre employee, Marginal employee, Intolerable employee.
As a manager, the longer you wait to address a performance problem, the harder it will be to deal with it constructively, and the worse the problem becomes. Employees do not start out as marginal or intolerable performers. Most often, they grow into these more severe problem employees when little corrective effort was made at the time performance was inconsistent, unbalanced, or becoming mediocre.
In the 1980s, wrongful termination lawsuits became a fairly common practice, with employers losing many more cases than they won. The 1990s have reaffirmed the highly competitive economic climate we live in. In today's business world, in the public sector as in the private sector, managers, more than ever, need to effectively manage the performance of their people.
Recognizing the important management responsibility and understanding what constitutes a problem or difficult employee are requisites for successfully resolving performance problems and achieving positive results.
REACTING TO DIFFICULT TYPES
When dealing with people, be ready to react to the actions of different personalities. Some examples:
Dealing with the aggressor, who is intimidating, hostile, and loves to threaten.
What to do: Listen to everything the person has to say. Avoid arguments and be formal, calling the person by name. Be concise and clear with your reactions.
Dealing with the underminer, who takes pride in criticism and is sarcastic and devious.
What to do: Focus on the issues and don't acknowledge sarcasm. Don't overreact.
Dealing with the unresponsive person, who is difficult to talk to and never reveals his or her ideas.
What to do: Ask open-ended questions and learn to be silent, waiting for the person to say something. Be patient and friendly.
Dealing with the egotist, who knows it all and feels and acts superior.
What to do: Make sure you know the facts. Agree when possible and ask questions and listen. Disagree only when you know you're right.
Source: Business Marketing Reference
From India, Pune
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DEALING WITH DIFFICULT PEOPLE.ppt
Top 10 Ideas About What Employees Want From Work.doc
Dealing With Problem Employees A Legal Guide.pdf