1. Making Potential Happen
2/23/2012
Making Potential Happen

2. 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

3. 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.

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

5. 2/23/2012
1. Gossiping
This Photo by Unknown Author is licensed under CC BY-SA

6. 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

7. 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

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

9. 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

10. 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

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

12. 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

13. 2/23/2012
1. Train

14. 2/23/2012
2. Take notice and listen!

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

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

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

18. 2/23/2012
6. Communication

19. 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.

20. 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