Making Potential Happen 2/23/2012 Making Potential Happen

MANAGING DIFFICULT EMPLOYEES & DISRUPTIVE BEHAVIORS! 2/23/2012 MANAGING DIFFICULT EMPLOYEES & DISRUPTIVE BEHAVIORS! Thursday, September 6, 2018 Noon – 1:30PM Beth Williams, Team HR Director Janet Duncan, HR Director

2/23/2012 Overview IDENTIFY common types of difficult and disruptive employee behaviors. DISCUSS the potential impact to the organization if the behavior is not corrected. OFFER TIPS to constructively manage the performance of individuals exhibiting these behaviors in the workplace.

Problem Employee Behaviors 2/23/2012 Problem Employee Behaviors 1. Gossiping 2. Displaying general incivility / insolence 3. Bullying 4. Exhibiting insubordination 5. Arrogance

2/23/2012 1. Gossiping This Photo by Unknown Author is licensed under CC BY-SA

2. Displaying general incivility / insolence 2/23/2012 2. Displaying general incivility / insolence 55% of respondents said their morale suffered. 45% expressed a desire to quit. 38% felt anger toward co-workers or the employer. 36% noticed a reduction in the quality of their work. 33% discouraged others from working at the company. 32% experienced a negative effect on their personal time. 26% felt less creative. 23% called in sick. 2016 survey conducted by Weber Shandwick, Civility in America VII: The State of Civility

3. Bullying 70% of perpetrators are men, and 60% of targets are women. 2/23/2012 3. Bullying 70% of perpetrators are men, and 60% of targets are women. 65% of bullied targets leave their jobs. 61% of U.S. workers know about abusive conduct at work. 61% of bullies are the boss, and the majority (63%) operate alone. 40% of bullied targets experience adverse health effects. 19% of U.S. workers are bullied, and another 19% witness it. 2017 survey by the Workplace Bullying Institute

How do you define insubordination? 2/23/2012 4. Insubordination How do you define insubordination?

Build up, don’t tear down 5. Arrogance 2/23/2012 UNACCEPTABLE ACCEPTABLE Acting entitled Belittling others Being hierarchical Being inconsiderate Being condescending Be the team captain Build up, don’t tear down Be inclusive Be gracious Be patient

Metrics & Legal Issues Turnover Employee engagement 2/23/2012 Metrics & Legal Issues Turnover Employee engagement Commitment to the organization Job satisfaction Productivity levels Work quality Estimated number of lost work hours Legal action

Roles & Enabling Factors 2/23/2012 Roles & Enabling Factors CEO, Managers & HR You could be enabling a problem employee if … Model good behaviors

2/23/2012 Strategies for Dealing with Difficult Employees and Disruptive Behaviors Train Take notice and listen Provide Honest Feedback Document & follow disciplinary policies Follow-up with the employee Communication

2/23/2012 1. Train

2/23/2012 2. Take notice and listen!

3. Provide honest feedback 2/23/2012 3. Provide honest feedback

4. Document & follow disciplinary policies 2/23/2012 4. Document & follow disciplinary policies

5. Follow-up with the employee 2/23/2012 5. Follow-up with the employee

2/23/2012 6. Communication

2/23/2012 Wrap-Up Managers have an ethical and sometimes legal obligation to investigate complaints or other evidence of bad behavior and to prevent its reoccurrence by taking prompt, appropriate remedial action. If the employer ignores the problem, it runs the risk of condoning unprofessional behavior and becomes vulnerable to potential legal liability.

Beth Williams, Team HR Director Janet Duncan, HR Director 2/23/2012 Thank you! Q&A Thank you! Beth Williams, Team HR Director Janet Duncan, HR Director