1. 4/00/31511251 © 2000 Business & Legal Reports, Inc. BLR’s Human Resources Training Presentations Dealing with Challenging Employees

2. 4/00/31511251 © 2000 Business & Legal Reports, Inc. Goals Understand how important it is to manage yourself. Find out what is at the root of many performance problems. See what kinds of problems negative employees can create in your work environment. Learn how to effectively deal with difficult employees.

3. 4/00/31511251 © 2000 Business & Legal Reports, Inc. Keys to Self-control Managing yourself Doing assessments Making apologies Taking action

4. 4/00/31511251 © 2000 Business & Legal Reports, Inc. Common Problems Attitude Attendance

5. 4/00/31511251 © 2000 Business & Legal Reports, Inc. The Special Problem of Anger Everyone gets angry occasionally No room in workplace for frequent outbursts Your responsibility to provide a safe environment

6. 4/00/31511251 © 2000 Business & Legal Reports, Inc. Performance Problems: Expectations, Skills, Conflict Unclear/unfair expectations Inadequate skills Workplace conflict

7. 4/00/31511251 © 2000 Business & Legal Reports, Inc. Performance Problems: Health, Family, Child Care Health problems Personal or family issues Child care problems

8. 4/00/31511251 © 2000 Business & Legal Reports, Inc. Creating a Positive Work Environment Day one Early warnings Praise often Maybe it’s you

9. 4/00/31511251 © 2000 Business & Legal Reports, Inc. Productivity and Morale Don’t: Put a negative spin on everything Erode plans and actions Create hostile work relationships Make others look worse

10. 4/00/31511251 © 2000 Business & Legal Reports, Inc. Don’t Ignore Problem Employees Learn control techniques Ask open-ended questions Don’t get personal Tell the employee what is expected

11. 4/00/31511251 © 2000 Business & Legal Reports, Inc. Responding to Difficult Employees Explain your concerns Offer suggestions Avoid criticizing

12. 4/00/31511251 © 2000 Business & Legal Reports, Inc. Consider the Employee’s Side Good reasons for questions Be fair

13. 4/00/31511251 © 2000 Business & Legal Reports, Inc. Look Before You Leap Investigate Evaluate

14. 4/00/31511251 © 2000 Business & Legal Reports, Inc. Follow Up Positive feedback Continuing problems Introduce changes

15. 4/00/31511251 © 2000 Business & Legal Reports, Inc. Summary The first step in dealing with a difficult employee is managing yourself and keeping your own emotions in check. Performance problems maybe the result of vague expectations, medical issues, personal problems, or job dissatisfaction.

16. 4/00/31511251 © 2000 Business & Legal Reports, Inc. Summary (cont.) Common signs of performance problems are absenteeism or tardiness and a decrease in productivity and cooperation. Employees who are negative, spread rumors, or are otherwise difficult create productivity and morale problems. Taking control of the situation means asking questions.

17. 4/00/31511251 © 2000 Business & Legal Reports, Inc. Quiz 1. What is the number-one problem affecting an employee’s success or failure? 2.According to studies by the Small Business Administration, how many employees remain with a company beyond the first 90 days? 3.What might you suggest an employee do who is having problems getting to work because he is caring for an elderly parent?

18. 4/00/31511251 © 2000 Business & Legal Reports, Inc. Quiz (cont.) 4.Name signs of performance problems. 5.How does an employee undermine authority by putting a negative spin on management changes or decisions? 6.How do you “take control” of a situation with a difficult employee? 7.You should avoid personal criticism when dealing with a difficult employee.True or False

19. 4/00/31511251 © 2000 Business & Legal Reports, Inc. Quiz (cont.) 8.Employees should not question instructions or procedures issued from management. True or False 9.Name the four steps to keep in mind when dealing with difficult employees. 10.Before taking any action against a difficult employee, what should you consider?

20. 4/00/31511251 © 2000 Business & Legal Reports, Inc. Quiz Answers 1.Attitude. 2.50 percent. 3.Take an approved leave of absence, or refer him to the employee assistance program. 4.Tardiness, absenteeism, lack of interest, decrease in productivity. 5.By ignoring or putting down management decision and rules, or by gossiping about colleagues’ mistakes and failures.

21. 4/00/31511251 © 2000 Business & Legal Reports, Inc. Quiz Answers (cont.) 6.Learning to read others; asking open-ended questions. 7.True. 8.False. 9.Remain in control. Assess the situation. Apologize if necessary. Decide what can be done. 10.Investigate. A fair hearing. Follow procedures. Determine if policy is unfair. Evaluate how to improve policy.