“You are a
department manager in a mid-sized company that provides technology support
services. You have ten employees who are required to maintain a high
level of technical expertise and deliver excellent customer service. One
of your employees, who have been with the company for two years, is performing
at a substandard level and you have received numerous complaints from customers
and coworkers. In addition, this employee has displayed confrontational
behavior, which has created a hostile environment. You must now meet with
this employee and deliver an ultimatum regarding the need for immediate
improvement or dismissal.”
When
I first approach the employee will be in a place that may feel non-threatening
to the employee. A conference room behind closed doors. I would first discuss
the importance of the mission of our business and the services to our
customers. Then I would explain the role of team players within a team. After I set the stage I would systematically
cover where their job performance is, the complaints from customers and
coworkers, and then their behavior with coworkers.
I
then would advise them what the standard was for their job performance and work
behavior. I would ask them why have been performing substandard and behaving
the way they have. I will attempt to cover any issues they have and perhaps
give recommendations to correct them. The employee will be given reasonable goals
to help them change their performance and behavior with gauged evaluations
perhaps every 30 days. They will be advised what will or could happen if they
fail to make any change. I will then provide them a written copy of a letter of
counseling and request that they sign one copy. At the end I will let them know
that they are a need part of the team and that I have high expectations for
change for the better with my help.
The
employee at first will feel threatened and backed into a corner. They may even
feel resentful. After I ask if there are any reason for their actions and offer
recommendations to correct them or solutions for their problems, the employee
may see the light and a little less in trouble. The employee may feel better
when I tell them that they are needed and that I want to help them improve.
If
the employee become hostile and fails to listen during the meeting I will
document the situation and recommend that they take the rest of the off to
think about what path they wish to follow, one that will take them to being a
highly productive member of the team and one their coworkers will respect. The
other path will be one that will be unacceptable and not needed in our business
or workplace and that they will pay consequences. If the employee continues to
be uncooperative and hostile towards me then I will take what ever action is
acceptable by Human Resources, to correct the behavior, for example sending
them home on leave for the rest for the day to think about their choices.
I
have no problem with conflict; I’m not the kind of guy to back down from the
good fight. I prefer though not to let
it get to the fight. I preach the use of active listening. In active listening,
with the minimum of two people involved in the conflict, one person starts as
the listener. The listener lets the other person talk about their concerns.
Then the listener only repeats back walk the other person said to ensure that
their message was received correctly. The person talking will begin to feel
like their concerns are important and that the other person has actually heard
what they said. Then the listener may have to listen to several concerns before
they can talk back. First they will address the issues with possible solutions
or recommendations. After a while the roles are switched. This is a give and
take method with all parties involved taking turns and all will have their issues
addressed and understood.