Few managers enjoy dealing with difficult employees—and often make the task more difficult by burying their heads in the sand, hoping the problem will resolve itself or the employee will move to a different job. Unfortunately, the longer performance issues go unaddressed, the more ingrained those behaviors will become. As a result:
"Many times, employees are unaware of the impact their behavior is having on their co-workers and are grateful for the heads-up," notes Jody Bertram, senior EAP consultant for VITAL WorkLife, citing the example of an employee who might not be aware that her gum chewing is audible and distracting to employees in adjoining cubes. "Managers that provide honest, objective input are often appreciated."
Managers are also called in to mediate situations that have seemingly little to do with the work at hand—such as a manager who was approached by employees irritated that one employee always left the restroom a mess. He called VITAL WorkLife for suggestions on how to approach the employee.
"There are topics that can seem too sensitive or embarrassing to handle, but can be easily resolved," says Bertram. "We recommended that at the next staff meeting, the manager put a short, matter-of-fact discussion about hygiene expectations on the agenda—without singling out any single employee. If the problem had persisted, the manager might have had to confront the employee directly, but that one conversation took care of the problem."
The best way to avoid difficult situations arising is by making your expectations loud and clear from the very beginning:
As a manager, communicating your expectations and taking action when those expectations are not met are core management skills.
A single incident of most of the behaviors listed below does not rise to the level of a "performance issue," but when you observe an employee doing them on a regular basis, it's time to address the issue. Here are the most common workplace behaviors that impact employee productivity:
Work Behavior Problems
Absenteeism
Relationships With Others
There are often underlying causes for performance issues—such as depression, family issues or chemical dependency—that managers can't be expected to diagnose or fix. For example, an employee having difficulty concentrating, taking long lunches, seeming moody, edgy and irritable, and asking for advances on salary might have a gambling problem, might be going through a divorce, suffering from an illness or caring for an elderly parent.
As a manager, nobody expects you to act as psychiatrist or counselor. It's not your job to figure out why the employee is exhibiting the behavior, but it's your job to ensure the behavior doesn't continue and that work expectations are met. Many times, the most effective and compassionate way to deal with a troubled employee is to refer them to your EAP. In addition, you can always call and ask to speak with a counselor about how to handle tough situations.
"You don't have to handle tough workplace issues on your own," notes Bertram. "The value of having an EAP is that you can refer employees to us for a wide variety of support and counseling services—or call us, yourself, for advice and coaching."
Anytime you're uncertain about how to handle a problem or situation, please call VITAL WorkLife for a free, confidential consultation. We're here to help you sort through your options and—whenever appropriate—develop a plan for approaching the employee and creating an objective, behavior-based performance referral.
"Managers who've taken advantage of our EAP services tell us it's helpful to have a sounding board," says Bertram. "Many times, a single call will give them the information or perspectives they need to address the situation on their own. For more complex issues, we'll likely recommend they refer the employee to us."
Once you become aware of warning signs that signal a potential problem—or have decided to refer the employee for EAP services—it's important to create a written record of your performance concerns, using the following guidelines:
Your EAP counselor can provide sample Performance Improvement Plans and EAP referral letters. Forms for making Performance-Based Referrals, Chemical Assessment Referrals and Reasonable Suspicion Observation Forms can be downloaded in PDF format from www.vitalworklife.com. Simply log in and click the "Performance-Based Referrals" link located under Manager Resources on the main page of the member portal after you've logged in.
"It's much easier to confront an employee when you're using objective data," says Bertram. "You can make it clear that you are concerned about their performance, provide an action plan that outlines specific changes and expected time frames—and make sure the employee knows that free, confidential help in achieving those goals is available through the EAP. The EAP is a great way for an employer to accommodate an employee in determining if personal issues are creating barriers for performance success."
Ultimately, the employee alone must decide whether or not to seek out help from the EAP—but specific changes in behavior will be expected regardless of that decision.
While having objective data makes the conversation easier, many managers will still be reluctant to confront the problem because they worry the person receiving the feedback will be defensive or create an awkward situation. It's a common fear, but one that coaching can help.
"If you're not comfortable dealing with conflict, you're not alone," notes Bertram. "One of the most frequently requested EAP services we provide to managers is helping them to improve their conflict resolution and conflict management skills."
Confidential counseling, coaching and support are free to you as part of your EAP . Call anytime you have questions or want information about how to be more effective on the job or in your personal life.
This free, unlimited telephone consultation—available 24/7—is not just for you but also for every member of your family, as well as your employees and their families. Your benefit also includes free face-to-face counseling with master's- and doctorate-level professionals. All you have to do is ask.