Managing Staff Need Not Be A Pain In the Neck (even if they can be!!) Adrian Poole – Partner, Head of Medical & Care Direct Dial: 01935 846802 Email: adrian.poole@porterdodson.co.uk www.porterdodson.co.uk

The 4 Universal Truths: Difficult staff… We all have them We will continue to have them We don’t have to employ them Dealing with then need not be difficult

Some Context… People are individuals, meaning: Some are strange Others less so But all are different

Some Context… Added to this equality and diversity demands we are a broad church.

Implications The people we employ have: lives outside work their own stressors/ motivators/priorities different cultural values different ethical values different political opinions different genders, ages and states of health different life experiences

To put it another way….

3 Key Concepts to Success Embrace your staff – ‘Vive la différence!’ Communicate better Learn when and how to say ‘no’! Invest time (but it is a good investment!) Dismissal should be the option of last resort – why?

Embrace your Staff Acknowledge their differences See what diversity adds to your business Use those differences to strengthen the collective whole

How? Robust recruitment/career progression processes Gap analyse your business Probationary periods Meaningful/two-way communication processes (about all aspects of their lives, aspirations etc.) Don’t ignore issues of performance/sickness/behaviour/attitude

Communicate Better (to beat the lawyers!) Issues left unaddressed WILL SNOWBALL 95% of legal issues/potential claims resolvable through better communication Know how to have difficult conversations Know your own processes!!!!

Communicate Better – How?

Strategies Be prepared – take time to mentally prepare Choose the right time and location to have the conversation Be clear about the issue and communicate this from the outset; what exactly is the behaviour that is causing the problem? What is the impact of the behaviour on others? Know your objective; what do you expect to achieve? Once you know this, plan how you want to close the conversation Adopt a mind-set of inquiry – be receptive to what the other person has to say before putting forward your thoughts

Strategies Continued … Manage your and their emotions – depersonalise the issue where possible; be empathetic Know when to stop talking and allow them to blow off steam Put a positive note on the conversation Be consistent. Ask questions aimed at making them see how the issue may effect others Be clear as to the expected outcome

Do NOT: Argue Lose your temper Understate the issue React to thwarting ploys Rehearse Allow your body language to betray your true emotion

Useful Phrases The opener: “Were you aware…” When giving critical information: “It’s difficult to…” Reassurance: “We all want this to work” The objective enquiry: “Where is the problem here from your standpoint?” The pacifier: “So how can we resolve this issue?” Distinguish excuses: “That’s different from…” Sealing the deal: “So are we agreed that…” And a phrase NOT to use: “With respect…”

The Nuclear Option…. Saying ‘No’! If all else fails you can dismiss. In the majority of cases dismissal need not be difficult but…

Questions? @porter_dodson