Potential ways to address negative employee behavior
Posted: Tue Aug 24, 2004 4:43 pm
Although not an expert on this, I feel that it is important to address negative employee behavior. I also feel that it should be pointed out immediately, but not addressed until both parties have "cooled off" (not to exceed 1 day). In the heat of the moment, dealing with a confrontational issue usually leads to words that are said that are not thought through. Discussing it the following morning usually yields more open communication. At the point that the behavior is noticed, you should address the behavior by directing them to go home, leave the project for the day, or similar response to eliminate the behavior from impacting other employees and also alerting other employees that negative behavior will be addressed and not shoved "under the rug". If they become abusive, at a minimum, ask them to stop. If you controlled enough, take them to a private area and put up a "mirror" by describing their behavior and asking how they feel about this and if it is really improving the situation.
Once you are able to think before you speak, bring the employee to a private area (your own office makes a stronger statement than a conference room - so select the location based on the importance you wish to place on this incident). Describe the situation that caused the discomfort for both of you and see if they knew that it was inappropriate. Some people truly may not know that what they did was a diversion from your corporate culture. If they did, then discuss "your view" of the damage that their actions and behavior have caused. Ask them for their opinion of it as well. Then ask them for possible solutions to the problems that have been created. you should guide them into the solutions that you have thought about when you describe the problems, but do your best to let them arrive at their own solutions so that they will have an easier time buying into it, thus having them "want" to do it. If there are no possible solutions to the behavior issues and the damage that it has caused, then it is important to release the employee. Continuing to hold onto someone who does not fit your view of your companies corporate culture will serve to make the people who do fit the culture question whether they want to stay in that environment and potentially leave. It is better to let one questionable person go than to lose your best people who enjoy their job.
Once you are able to think before you speak, bring the employee to a private area (your own office makes a stronger statement than a conference room - so select the location based on the importance you wish to place on this incident). Describe the situation that caused the discomfort for both of you and see if they knew that it was inappropriate. Some people truly may not know that what they did was a diversion from your corporate culture. If they did, then discuss "your view" of the damage that their actions and behavior have caused. Ask them for their opinion of it as well. Then ask them for possible solutions to the problems that have been created. you should guide them into the solutions that you have thought about when you describe the problems, but do your best to let them arrive at their own solutions so that they will have an easier time buying into it, thus having them "want" to do it. If there are no possible solutions to the behavior issues and the damage that it has caused, then it is important to release the employee. Continuing to hold onto someone who does not fit your view of your companies corporate culture will serve to make the people who do fit the culture question whether they want to stay in that environment and potentially leave. It is better to let one questionable person go than to lose your best people who enjoy their job.