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Managing Difficult Employment Relationships

Managing Difficult Employment Relationships. When is it difficult?. Not taking responsibility Pushing managers to “the edge” Clashing with other employees Problems at home Disabilities not adequately catered for. Keep calm and remember the mantra. Confidence Consistency Consultation.

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Managing Difficult Employment Relationships

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  1. Managing Difficult Employment Relationships

  2. When is it difficult? • Not taking responsibility • Pushing managers to “the edge” • Clashing with other employees • Problems at home • Disabilities not adequately catered for

  3. Keep calm and remember the mantra • Confidence • Consistency • Consultation

  4. Confidence • Know the facts • Know your procedures • Think about what is reasonable • Take advice from one trusted source • Ensure support from superiors • Be confident, not intransigent

  5. Consistency • Between employees • Between incidents • Avoid hypocrisy • Performance management system • Code of Conduct

  6. Consultation • Employment law loves consultation • Difficult conversations must be had • SPIN approach • Organisation wide communications to set standards

  7. Managing your employers • Open and candid discussion in advance • A system that individuals cannot derail • Routine supervision system and agreed code of conduct

  8. Moving things on • Consider business reasons – what does the business need? • Wider communication messages and Code of Conduct • Individual meetings where required • Consider performance and disciplinary procedures

  9. Plan B • Mediation and coaching • Protected conversations and termination agreements

  10. Scenario 1 A long time employee is a consistent poor performer but the issues haven’t been addressed. A new line manager is trying to tackle. Informal methods have not worked. Formal route raised with management committee. Members start getting involved with accusations of bullying by line manager.

  11. Scenario 2 Employee has repeated absence for sickness but always in a few days here and there. Back to work meetings not effective. Reasons given are flu, cold, stomach upset etc.

  12. Scenario 3 We have been asked to look at the costs of staff. We need to review staff at every level. We expect to identify a few who are overpaid for what they do. How do we go about this, what do we tell staff, and how do we avoid panic?

  13. Alison Humphry www.resolutionemployment.co.uk

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