Dealing with Difficult Employees

1
Dealing with Difficult Employees

• Cal Poly Pomona
• Employee/Labor Relations

2
Focus of this Discussion

• Performance Management How We Do Business
• Common Errors, Mistakes, and Missteps
• Preparing for the Discussion
• Talking to Your Employee
• Tough Situations What Are They? Respond,
  Dont React!
• Understanding Emotions
• Set Yourself Up for Success!

3
Performance Management How We Do Business

• To Guide Employees toward Best Performance
  Practices
• To Help Employees Understand and Achieve
  Established Work Performance Expectations
• To Build Solid Working Relationships

• Performance Management Improves Performance and
  Benefits Everyone!

4
Performance Management

• Communicating your Departments Mission
• Each Employee Plays a Part in Achieving the
  Mission
• Through Task performance, Communication, and
  Skills Utilization

5
Performance Management

• Communicating your Departments Mission (Cont.)
• Their development, as well as performance, is a
  continuous process, requiring on-going feedback
• Do Not Wait for the Annual Performance Evaluation
  to give feedback. It should NOT be the only
  communication the employee receives about their
  performance or contributions.

6
Not-so-great Moments Part 1
7
Performance Management Common Errors,
Mistakes or Missteps

• Avoidance - You Do Nothing, perhaps hoping it
  will go away or resolve itself, but the behavior
  continues.
• Procrastination - You Intend to get around to it,
  but You Dont. Time slips away and dealing with
  it is no longer timely, or the problem has gotten
  worse.

• Knowing where you can go wrong will help you
  avoid the pitfalls

8
Performance Management Common Errors,
Mistakes or Missteps

• You Dont Know What To Do in a Union Environment
  Afraid to Look Silly, So You Dont Ask
• Youre Concerned that You Will Rock the Boat or
  that its the Way Things Have Always Been
• You hope the Lead will deal with it, but Youre
  the Manager!

9
Performance Management Common Errors,
Mistakes or Missteps

• Its Conflict and it could get Ugly.
• Why Cant People Just Do Their Job
• Procrastination

• Knowing where you can go wrong will help you
  avoid the pitfalls

10
Preparing for the Discussion

• Be prepared to LISTEN!
• Focus on the actual job performance /or
  behaviorsstick to the facts and what you know
  (avoid rumors or hearsay, verify facts before
  you meet)
• Identifyand prepare enough time to focus on the
  positive attributes of the employees performance
  

11
Preparing for the Discussion

• Identifyand be ready to discussthe next steps
  in employee development, whether remedial steps,
  goals, or growth-type activities
• If Goals, Development, or improvement actions
  were identified previously, be prepared to
  discuss progress

• You and Your Employee are Invested in the
  Organization. Make the Investment Work For Both
  of You!

12
Not-so-great Moments Part 2
13
Talking to Your Employee

• Tell the truth, in a respectful but direct
  manner.
• Remember to focus on the actual job-related
  issues and behavior based on data, or what you
  know
• Do not attack the employees character under ANY
  circumstances. Always maintain Mutual Respect.
• For each issue, solicit the employees ideas
  about how to adjust and improvebut also have a
  plan of your own

14
Talking to Your Employee

• Ensure you communicate clearly what the
  expectations are, what the employee needs to do,
  specify timeframe, how it will be measured and
  how you will support/aid the effort
• The most effective improvement plans are those
  in which both supervisor and employee share
  ownership.

15
When it Gets HotRespond, Dont React

• Lack of Accountability or Denial
• Lack of Accountability or Denial takes many
  forms I should not be expected to do that,
  well, Im better than so-and-so, I didnt get
  trained well, among others excuses
• Keep the focus on the employee and department
  requirements, and keep returning the ball to
  their court.

You are being evaluated based on the
classification standards for your position and
your performance, and not against other
employees.
I have made clear what the department
expectations are, and you are expected to comply
with them.
The answers to each of the denial statements
above are
If you believe you are not adequately trained to
perform a task, you can always come to me and
express your concern.
16
When It Gets HotRespond, Dont React!

• The Angry Employee Blames or Attacks
• Stay Focused
• Do Not Let It Get Personal
• Refer Discussion Back to the Facts
• Remind the employee that you have a plan for the
  employee to improve

17
When It Gets HotRespond, Dont React!

• The Disagreeable Employee - Argumentative
• Disagreeing can be healthy respect differences
  of opinion, but stay on topic
• Disrespecting you is NOT healthy. IF the
  conversation gets ugly stay calm and focused,
  but firmly let the employee know that
  unprofessional behavior will not be tolerated.

18
When It Gets HotRespond, Dont React!

• The Whiner - Finds fault in Everything
• Listen, acknowledge, paraphrase
• Avoid accusation-defense-accusation
• Ask specific Qs
• Engage them in possible Solutions

19
When It Gets HotRespond, Dont React!

• The Pessimist - It wont work
• Dont Offer Solutions until the Problem has been
  thoroughly discussed
• When Discussing alternatives, Ask Qs
• Be Prepared to Give Clear and Specific
  Instructions

20
When It Gets HotRespond, Dont React!

• The Know-It-All The Expert on Everything
• Listen Paraphrase
• Do your homework they want answers
• Dont Challenge Their Expertise
• Dont Overgeneralize
• Watch Out for your Own Know-It-All responses

21
When It Gets HotRespond, Dont React!

• The Bomb Loses control Temper Tantrums
• Allow venting, but move to Problem-Solving
• Set Respectful Boundaries
• Show that you take Them and their Concerns
  Seriously
• Use Active Listening

22
When It Gets HotRespond, Dont React!

• The Clam No reply, grunts, just Yes or No
• Ask open-ended questions
• Wait for response dont fill the silence
• Comment on whats happening in the interaction
• Be patient
• Allow plenty of time

23
When It Gets HotRespond, Dont React!

• The Dawdler Indecisive, stalls, procrastinates
• Listen for issues-engage them in problem-solving
• Dont take on their problems yourself
• Concentrate on examining the facts
• Give support for any decision they offer
• Clarify whos responsible for what

24
Understanding Emotions

• Recognize that People have Different
  Motivations, Needs, Styles, Fears
• Anger Control
• Understand that Stress and Fear lead to anger
• He Who Angers Me Controls Me
• We cannot be in Control when Angry
• He Whos In Control Wins

25
Understanding Emotions

• Mutual Respect
• If people Perceive that Others Do Not Respect
  them, the conversation Become Unsafe and Ends
• Watch for defensiveness, highly charged, fear
  turns to anger, pouting, name-calling, yelling,
  and threats.
• Do Others Believe that You Respect Them?

26
Much Better Moments Between You and Your
Employees!
27
For Helpful Assistance, Contact

• Angie HernandezManager, Employee/Labor
  RelationsExt. 5392 arhernandez_at_csupomona.edu
• Fred Tandy
• Employee/Labor Relations Specialist
• Ext. 3729
• Nolan DyoEmployee/Labor Relations
  AssistantExt. 5391nidyo_at_csupomona.edu