© BLR ® —Business & Legal Resources 1408 How to Manage Challenging Employees.

Slides:



Advertisements
Similar presentations
BLR’s Human Resources Training Presentations
Advertisements

PRVENTION AND TREATMENT- WHAT TO DO ANNE WANJIRU MBWAYO CLINICAL PSYCHOLOGIST.
Supervisor & Managers Safety Responsibilities (R & R) Presented by Chris Lease, Safety Director.
Decision Making Making responsible decisions will help you deal with conflict and peer pressure while managing stress.
Top 10 Mistakes Employers Make and How to Keep from Making Them Ashley Scheer Jackson Walker L.L.P. 901 Main Street, Suite 6000 Dallas, Texas (214)
Listen UP! The Pitfalls of Failed Conversations A Workshop for the Public Risk Management Association September 12,
Healthy Relationships. Rationale Students should be aware that creating and maintaining healthy relationships will help them reach their career goals.
10-1 McGraw-Hill/IrwinCopyright © 2009 by The McGraw-Hill Companies, Inc. All Rights Reserved. fundamentals of Human Resource Management 4 th edition by.
Contents Click the link below to go directly to the slides for that chapter. Chapter 1 ■ Your Personal Strengths Chapter 2 ■ The Roles You Play Chapter.
Understand your role 1 Standard.
A FRAMEWORK FOR INTERPERSONAL SKILL DEVELOPMENT
Coaching for Superior Employee Performance Techniques for Supervisors.
Progressive Discipline. © Business & Legal Reports, Inc Session Objectives Apply progressive discipline steps fairly and consistently Identify laws.
Chapter 1 - Introduction to Law and Ethics 1-1 McGraw-Hill © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.
Workplace Harassment What Supervisors Need to Know.
Workplace Harassment What Employees Need to Know.
Managing Conflict in Organizations
United States Fire Administration Chief Officer Training Curriculum Human Resource Development Module 6: Managing the Workforce.
Kitty L. Fields, SPHR, CPM Employee Services Manager Sumter County Board of County Commissioners The Importance of Documentation Even in today’s virtual,
Health Science Stressful situations are common in the healthcare field. Healthcare professionals are expected to use effective communication.
/0503 © Business & Legal Reports, Inc. BLR’s Human Resources Training Presentations Exit Interviews.
Supervisory Skill Builders Handling Problems and Conflicts.
4/00/ © 2000 Business & Legal Reports, Inc. BLR’s Human Resources Training Presentations Dealing with Challenging Employees.
Problems Requiring Special Attention
© 2004 by Prentice Hall Terrie Nolinske, Ph.D Respecting Employee Rights and Managing Discipline 14.
Sexual Harassment What Supervisors Need to Know. © Business & Legal Reports, Inc Session Objectives You will be able to: Understand legal and policy.
It’s fairly straightforward: * sexual harassment can cause emotional damage * ruin personal lives * end careers. * It can also cost money; lots of money..
/0412 © Business & Legal Reports, Inc. BLR’s Human Resources Training Presentations Bereavement and the Workplace.
SUPPORT BEHAVIOUR. © 2012 Pearson Australia ISBN: SUPPORT BEHAVIOUR Supportive environments The goal of a supportive environment is to build.
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part.
Positive/Effective Work Environment & Workplace Bullying Awareness & Prevention Jacinta M. Kitt.
Presented by. Air District “Spare the Air” “Spare the Air” Work to protect the environment Work to protect the environment Prepare future workers Prepare.
© Business & Legal Reports, Inc Alabama Retail is committed to partnering with our members to create and keep safe workplaces. Be sure to check out.
4/00/ © 2000 Business & Legal Reports, Inc. BLR’s Human Resources Training Presentations Effective Communication Skills.
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part.
Building Relationships
Health and Wellness Mr. Sierer. Wellness and Your Health Health is a condition of your physical, emotional, mental, and social well being. To be healthy,
/0903 © 2003 Business & Legal Reports, Inc. BLR’s Human Resources Training Presentations Coaching Techniques.
1 Chapter 12 The Manager as a Leader. 2 Lesson 12.1 The Importance of Leadership Goals Recognize the importance of leadership and human relations. Identify.
Teambuilding For Supervisors. © Business & Legal Reports, Inc Session Objectives You will be able to: Recognize the value of team efforts Identify.
MANA 3319 A PANDEY Managing Social Responsibility and Ethics.
A Model Workplace: Critical Conversations August 6, 2013.
CHAPTER 16 Managing Ineffective Performers Andrew J. DuBrin Essentials of Management, 6/e South-Western College Publishing Copyright © 2003 Screen graphics.
Human Resource Management Lecture-38. Summary of Lecture-37.
Managing Ineffective Performers
The Manager as a Leader Chapter 12. The Importance of Leadership Definition: Leadership is the ability to influence individuals and groups to cooperatively.
SESSION SIX YOU ARE NOT ALONE SERVICES WHICH ARE AVAILABLE TO HELP.
6 Steps for Resolving Conflicts STEP 1. Begin the Process Calmly approach the person you are having the conflict with, and explain to them that you have.
© BLR ® —Business & Legal Resources 1408 Motivating Employees Tips and Tactics for Supervisors.
© BLR ® —Business & Legal Resources 1403 Leadership Skills What New Supervisors And Managers Need to Know.
WELCOME TO UNIT 3. Read Ducks Quack, Eagles Soar.
New Supervisors’ Guide To Effective Supervision
© BLR ® —Business & Legal Resources 1408 Teambuilding for All Employees.
1 Chapter 19: Evaluating Performance Coaching Essentials of Performance Evaluation Making the Evaluation The Appraisal Interview Follow-Up Legal Aspects.
1 The importance of Team Working and Personal Attributes.
Teams succeed when members have:  commitment to common objectives;  defined roles and responsibilities;  effective decision systems, communication and.
BES-t Practices Training Phase 3 Counseling – Behavior Modification.
RESOLVING CONFLICTS. Passive accepting or allowing what happens or what others do, without active response or resistance. Examples?
© BLR ® —Business & Legal Resources 1501 Dealing with Change How Supervisors Can Help.
BITING: Why, and What can you do?
Solving the Top 5 Employee Discipline Issues 1 “piece by piece”
Professional Behavior What Supervisors Need to Know.
Adult Skills Induction. Welcome to learndirect We are a training provider with 15 years experience at helping people gain qualifications and improve their.
Substance Abuse in the Workplace: Supervisory Training FIRSTCALL presents:
Solving the Top 5 Employee Discipline Issues 1 “piece by piece”
How to Manage Challenging Employees
10 Developing Employees For Future Success What Do I Need to Know?
Confronting an Employee during a Counseling Session
Chapter 1 - Introduction to Law and Ethics
Communicating in Groups and Question and Answer Sessions
Presentation transcript:

© BLR ® —Business & Legal Resources 1408 How to Manage Challenging Employees

© BLR ® —Business & Legal Resources 1408 Session Objectives Identify challenges associated with supervising difficult employees Manage your own feelings effectively Create a positive work environment for all Focus on problems, not personalities Respond positively to challenging employees and treat them fairly

© BLR ® —Business & Legal Resources 1408 How Much Do You Know? True or False? Firing is usually the best way to deal with a challenging employee. One of the biggest problems with challenging employees is that they can be uncooperative. Employees may be difficult at work because they are dealing with a health or personal issue at home. You should always respond positively to challenging workers.

© BLR ® —Business & Legal Resources 1408 The Challenge You Face People who: Complain Goof off Refuse to cooperate Break the rules Have a bad attitude Think they know best Spread rumors Display anger

© BLR ® —Business & Legal Resources 1408 The Challenge You Face (cont.) See things negatively Expect failure Undermine your authority Create hostile work relationships Make others look bad Difficult employees may: © BLR ® —Business & Legal Resources 1408

Discipline and the Law EEO laws Consistency and fairness Retaliation Wrongful discharge

© BLR ® —Business & Legal Resources 1408 Provides legal protection Reassures “good” employees Puts potential offenders on notice Protects employees from inappropriate actions of co-workers Gives violators the opportunity to improve Discipline Policy © BLR ® —Business & Legal Resources 1408

Why Not Just Fire Difficult Employees? Even difficult workers may be turned around Replacement costs are high Other costs may occur Reassignment may work Firing may affect morale

© BLR ® —Business & Legal Resources 1408 Has employee been getting away with bad behavior? Have you ignored problems? Are you discouraged? Would you like to get back at the employee? Are you feeling angry? Have you been butting heads? Start with Yourself

© BLR ® —Business & Legal Resources 1408 Could your judgment be clouded? Are you being objective or subjective? Start with Yourself (cont.) Keep emotions in check! © BLR ® —Business & Legal Resources 1408

Create a Positive Work Environment Encourage mutual respect Be a role model of professional behavior Provide positive feedback Give employees adequate support

© BLR ® —Business & Legal Resources 1408 Which Behaviors Are Problematic? Which behaviors requires you to take action? Comes in late every day, but is not difficult to work with. Questions a decision you made on a large project. Refuses to cooperate with others in a group project, stating that he would rather work alone. WHAT IF AN EMPLOYEE...

© BLR ® —Business & Legal Resources 1408 Displays anger at employees from other departments when asked for information. Has an extremely bad attitude one day, but is generally a pleasant person. Which Behaviors Are Problematic? (cont.)

© BLR ® —Business & Legal Resources 1408 Rising to the Challenge Do you understand: The problems challenging employees can create? How to examine your own feelings? How to create a positive work environment?

© BLR ® —Business & Legal Resources 1408 Focus on Problems, Not Personalities Take a step back Focus on specific behavior or attitudes Identify why it’s a problem Think solely in terms of the job Be objective Write yourself a report © BLR ® —Business & Legal Resources 1408

Lack of Cooperation Expect cooperation Evaluate cooperative behavior Counsel uncooperative employees Ask for an explanation Remind employees that they’re part of a team Monitor © BLR ® —Business & Legal Resources 1408

Attendance Review attendance policy Discuss the problem Explain the consequences Document problems Apply progressive discipline

© BLR ® —Business & Legal Resources 1408 Poor Performance Unclear expectations Inadequate skills or knowledge Workplace conflict Poor attitude

© BLR ® —Business & Legal Resources 1408 Personal Issues Health problems Personal, financial, or family issues Family Medical Leave Act (FMLA) leave

© BLR ® —Business & Legal Resources 1408 Anger Find out the cause Explain why it’s a problem Recommend professional help Provide a safe workplace

© BLR ® —Business & Legal Resources 1408 Exercise If an employee is unable/unwilling to cooperate, you should: a.Explain that raises and promotions are based on the employee’s ability to cooperate. b.Point out each time he or she fails to cooperate. c.Immediately discipline the employee to set an example of zero tolerance. d.Ask the employee to explain the reason for the lack of cooperation. Choose all that apply © BLR ® —Business & Legal Resources 1408

Exercise (cont.) If an employee is performing poorly, you should: a.Be certain that expectations are clear. b.Assume there is a problem at home and hope the employee improves over time. c.Assess required skills and competencies for the job and be sure the employee gets appropriate training. d.Determine if there is a conflict with other employees and help to resolve the issues. Choose all that apply (cont.) © BLR ® —Business & Legal Resources 1408

Exercise (cont.) If an employee is angry all the time, you should: a.Assume it’s the employee’s personality—some people are naturally angry b.Talk to the employee to figure out the problem c.Recommend professional help d.Follow your organization’s violence prevention program Choose all that apply (cont.) © BLR ® —Business & Legal Resources 1408

Questions? Do you understand how to: Focus on the problems? Avoid focusing on personalities ?

© BLR ® —Business & Legal Resources 1408 Respond Positively to Challenging Workers Explain your concerns Give specific examples Offer suggestions Avoid criticizing © BLR ® —Business & Legal Resources 1408

Respond Positively to Challenging Workers (cont.) Stay focused Be firm State your willingness to help Agree on an action plan

© BLR ® —Business & Legal Resources 1408 Consider the Employee’s Side of the Story Feeling unappreciated Having a legitimate concern Experiencing stress Having legitimate issues

© BLR ® —Business & Legal Resources 1408 Look Before You Leap Give a fair hearing Investigate Follow procedures carefully Look at all evidence objectively

© BLR ® —Business & Legal Resources 1408 Follow Up Make sure the problem has been solved Give positive feedback Point out remaining problems Continue to monitor

© BLR ® —Business & Legal Resources Respond positively and fairly 2. Consider the employee’s side of the situation 3. Look before you leap—meaning, investigate before you take action against a difficult employee 4. Follow up on all interactions What are the four steps to dealing effectively with challenging employees? Quiz

© BLR ® —Business & Legal Resources 1408 Key Points to Remember Never ignore a problem Manage your own feelings Create a positive work environment Focus on problems, not personalities Use positive strategies