“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 has 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.”
Suggested Response:
Managing a wide range of employees with a myriad of personalities can be challenging for even the savviest of managers. Adding performance issues as well customer complaints and unprofessional behavior with a tenured employee can be extremely difficult. When faced with such a problematic situation that affects several facets of the business, it is extremely important to face the problem directly and immediately. Using the six steps of confrontation, a manager can achieve better success in their feedback to employees. The six steps include: preparation, notify the employee a meeting must take place, discuss the problem, consider their point of view, resolve the problem and complete follow up (Abigail & Cahn, 2011).
If I was aware of an employee who was performing at a consistently substandard level, had received several complaints from customers and coworkers and who was creating a hostile work environment I would focus on rectifying the situation immediately. Often times it is easy to react on emotion and frustration, particularly when you know and employee is representing your company in such a poor manner. It is extremely important to make certain to gather all the specific facts and details of what has been occurring.
As the manager, I would review all of the existing concerns and double check the facts for absolute accuracy. In addition, I would review the employee’s performance history to gain a complete understanding of the entire work history, paying close attention to any documented conversations or past infractions. Making certain you are completely prepared prior to addressing an employee’s performance is a key element to ensuring the conversation is handled correctly and with the proper facts and tone. Additionally, if the charges are very serious, it may be necessary to consult a Human Resources representative in the event the employee’s actions could lead to a formalized performance plan or termination.
Once a clear understanding is reached for both the employee’s performance as well as the most recent problems, I would reach out to the employee to communicate that a conversation needs to take place. I would be very clear, succinct and factual about my concerns. Managers routinely make the mistake of trying to talk around the issue or minimize the concerns because providing feedback can be uncomfortable. It is imperative that you immediately set the tone of the meeting by explaining you are concerned about recent behavior and the items that are discussed need to be corrected immediately. Being direct, yet respectful, will ensure the employee is not confused by what it being discussed, nor should there be any misunderstanding about the steps that need to be taken going forward.
During this discussion, it is very important to ensure the employee is given an opportunity to explain their thoughts, concerns and behavior. Listening to their perspective as well as considering your viewpoints will ensure you have considered all angles before moving forward. Upon reviewing all the information presented, it is essential to reach some type of resolution to the problem. In this particular case, I would make certain the employee fully understands their performance expectations, including professional interaction with coworkers and customers, as well as what should be done going forward.
I would advise the employee their performance has been unacceptable and must be corrected immediately. If a lack of understanding is causing some of the problem, I would determine if additional training is needed. However, training concerns aside, I would very factually and succinctly explain my expectations of professional behavior and what would and would not be tolerated. I would explain the consequences that could occur if immediate improvement is not made. Finally I would ask if there were any questions or concerns. I would complete clear and concise documentation detailing the information discussed in the meeting. This could prove to be instrumental if termination results.
Based on the behavior of the employee, particularly with regard to customer interaction and the creation of a hostile work environment, I would be very clear and direct in my tone. I would be certain to ensure the employee that I want them to succeed in their performance. However, the employee’s success or failure hinges upon their desire to do better as well as the efforts put forth. I would set up several follow up meeting s in order to review the employee’s performance and to communicate the progress made. It is extremely important to follow up and follow through, particularly where performance issues are concerned.
No business will ever succeed if the employee base does not understand their expectations and are not held to those standards. Employees are at the heart of all successful businesses and their successes and failures are a direct representation of the business as a whole.
Reference:
Abigail, R., Cahn, D. (2011). Managing conflict through communication, (4th Edition). Boston, MA: Pearson Education, Inc.
Abigail, R., Cahn, D. (2011). Managing conflict through communication, (4th Edition). Boston, MA: Pearson Education, Inc.
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