Team Management: Handling Problem Employees

Responding to the question of a "problem employee" is difficult because there are many factors it leaves out, most importantly the human factor. Not every problem employee is the same. As an effective leader, it is important to understand that, in these sorts of dealings, one would have to take different steps based on the problem employee's individual personality and skills. Since this information is unknown, this essay will provide a general guideline to properly handling a problem employee.

First, before taking any action, a manger should step back and look at the situation from all angles. If one acts on the purely emotional response, it could result in a hasty decision that could cause further setbacks (Darlington, 2010). Being too quick to punish or terminate the employee can cause the opposite effect which is not cost effective, and very likely there is a good reason this person was picked for the team in the first place. Reflecting on the employee as an individual can guide a manager to a wise choice.

To address the problem, a manager needs to figure out a way to make the employee want to do a better job. When a person is more concerned about his work, the level of immature behavior that has been causing complaints will drop. A good way to do this is by working with the employee to find a job within the team that he is good at so maybe his contributions will be on the level as those of some of the more productive team members. (Daly & Kleiner 1995) By finding that niche, the employee's confidence will grow and the behavior may disappear.

While helping the offensive employee find his place in the team is a great place to start, the offending behavior itself must be addressed. To do this, Lauren M Bernardi (2002) suggests bringing the issue out in the open, saying, "Tell the employee why you feel his or her attitude is a problem. Then listen carefully and try to ascertain the source of the problem and, if possible, work with the employee to identify a solution. You may also need to apply consequences, such as discipline, if the employee continues to infect the workplace."

To be certain that the employee understands the seriousness of the situation, a formal meeting to address the behavior is preferred over a simple note or email, both of which are informal and risk being lost in transit. During the meeting a manager should be honest about the concerns, but try to avoid coming across as accusatory or aggressive in tone of voice and manner. Most importantly, a manager needs to use good listening skills. (Bernardi 2002) If the root of the problem is something work related, a manager will never learn how to fix it if she does not listen to the problem in the first place.

Additionally, while a good manager should always be motivating her employees based on their individual needs even during times when there is no problem (Peterson 2007), an additional boost in morale may be in order. Encourage team members to feel safe bringing their concerns to you in private or voicing (without naming names) their complaints during meetings. This may limit the amount of angry complaint emails in the future.

Also, reward good behavior based on what motivational technique works best for the specific team member. If problem employees notice that contributors who do good work are appreciated, this may inspire them to do a good job as well.

By considering the situation wisely and thoroughly, finding every employee's proper place in the team, addressing problem behaviors head on without being accusatory, and maintaining a comfortable work environment though individualized motivational practices, a manager will be better able to lead her team to their goal.

Sources:

Darlington, H. (2010, August 21). Strategies for Dealing with Difficult Employees. Kitchen & Bath Design News, 28, 30. Retrieved October 18, 2010 from EBSCO database.

Daly, D., & Kleiner, B. H. (1995). How to Motivate Problem Employees. International Journal of Productivity and Performance Management, 44, 5-7. Retrieved October 18, 2010 from ProQuest database.

Bernardi, L. M. (2001, October 21). Managing Problem Employees. The Canadian Manager, 27, 12-14. Retrieved October 18, 2010 from ProQuest database.

Demars, D. (2000, September 21). Before You Hit SEND, Read This. OfficePro, 60, 32-34. Retrieved October 18, 2010 from EBSCO database.

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