Most employees can and will do the best job they can. There are, however, a few who either
- Can’t – as they lack the knowledge, skill or capability, and, others who,
- Won’t – for many reasons. Perhaps they are demotivated, or have other major problems.
For those that can’t, but are willing to try, seek to find out more. Will training, coaching or even reassignment work to enable them to be productive (and prevent costly turnover.)? Find out.
As most people will try to perform well, it’s both frustrating and a surprise when there is no apparent reason for continued poor performance or behaviour. Poor performance is actually easier to understand than poor behaviour (rudeness, bullying, etc).
Step 1-If you actually witness it, then you can (or should) call the person aside, either at the time, or afterwards, when things are still recent, but they have cooled down.
Step 2-Describe what you saw and ask their point of view. Even where it appears pretty bad, give them a chance to explain (the other party may have been hassling them for a week.). They may take ownership or blame others. Then describe what you want to see in future.
Hopefully, they get the message. If they argue, or blame others, more work is needed.
More commonly, however, you may not witness the issue personally, but find,
- Undercurrents of dissatisfaction among the staff, or actual complaints
- Increased requests for transfer to other jobs, shifts, locations, etc,
- Increased sick leave or absences
- Turnover
While you aim for good rapport and open communication, often employees are reticent to raise such issues for many reasons, such as,
- Previous managers haven’t acted or were unsuccessful,
- Rudeness or bullying can be unclear, or employees don’t want to “complain”,
- They feel it may make things worse,
- Often, they think the manager already knows, and isn’t acting on it.
When in doubt, find out. Observe, check with key staff or sources on any issues or concerns.
You may initially allow troublesome employees to explain themselves, but don’t want to put up with nonsense. If, on initial intervention, they don’t change or take responsibility, watch carefully and be prepared to act promptly. Their behaviour will dictate your action, especially if they have already been warned. Warnings (verbal or written), suspension and/or termination can follow.
If, however, they improve, you have succeeded, (but monitor closely to be sure it lasts).
If you are a new supervisor or manager, consult with your manager and HR on the best approach. If you are an experienced manager, you already know that bad behaviour doesn’t solve itself and is destructive to your team. Most employees have seen this movie before!
Be fair, coach and hold people to account for basic expectations, but step in as needed.
Dan Furlan, CHRP
HR Strategies Inc.