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Making Potential Happen

Learn to identify and manage various difficult and disruptive employee behaviors to improve workplace harmony and productivity. Gain insights on tackling gossiping, incivility, bullying, insubordination, and arrogance.

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Making Potential Happen

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  1. Making Potential Happen

  2. MANAGING DIFFICULT EMPLOYEES & DISRUPTIVE BEHAVIORS! Thursday, September 6, 2018 Noon – 1:30PM Beth Williams, Team HR Director Janet Duncan, HR Director

  3. Overview • IDENTIFY common types of difficult and disruptive employee behaviors. • DISCUSS the potential impact to the organization if the behavior is not corrected. • OFFER TIPS to constructively manage the performance of individuals exhibiting these behaviors in the workplace.

  4. Problem Employee Behaviors 1. Gossiping 2. Displaying general incivility / insolence 3. Bullying 4. Exhibiting insubordination 5. Arrogance

  5. 1. Gossiping This Photo by Unknown Author is licensed under CC BY-SA

  6. 2. Displaying general incivility / insolence • 55% of respondents said their morale suffered. • 45% expressed a desire to quit. • 38% felt anger toward co-workers or the employer. • 36% noticed a reduction in the quality of their work. • 33% discouraged others from working at the company. • 32% experienced a negative effect on their personal time. • 26% felt less creative. • 23% called in sick. 2016 survey conducted by Weber Shandwick, Civility in America VII: The State of Civility

  7. 3. Bullying • 70% of perpetrators are men, and 60% of targets are women. • 65% of bullied targets leave their jobs. • 61% of U.S. workers know about abusive conduct at work. • 61% of bullies are the boss, and the majority (63%) operate alone. • 40% of bullied targets experience adverse health effects. • 19% of U.S. workers are bullied, and another 19% witness it. 2017 survey by the Workplace Bullying Institute

  8. 4. Insubordination How do you define insubordination?

  9. 5. Arrogance UNACCEPTABLE ACCEPTABLE Acting entitled Belittling others Being hierarchical Being inconsiderate Being condescending Be the team captain Build up, don’t tear down Be inclusive Be gracious Be patient

  10. Metrics & Legal Issues • Turnover • Employee engagement • Commitment to the organization • Job satisfaction • Productivity levels • Work quality • Estimated number of lost work hours • Legal action

  11. Roles & Enabling Factors CEO, Managers & HR • You could be enabling a problem employee if … • Model good behaviors

  12. Strategies for Dealing with Difficult Employees and Disruptive Behaviors • Train • Take notice and listen • Provide Honest Feedback • Document & follow disciplinary policies • Follow-up with the employee • Communication

  13. 1. Train

  14. 2. Take notice and listen!

  15. 3. Provide honest feedback

  16. 4. Document & follow disciplinary policies

  17. 5. Follow-up with the employee

  18. 6. Communication

  19. Wrap-Up Managers have an ethical and sometimes legal obligation to investigate complaints or other evidence of bad behavior and to prevent its reoccurrence by taking prompt, appropriate remedial action. If the employer ignores the problem, it runs the risk of condoning unprofessional behavior and becomes vulnerable to potential legal liability.

  20. Thank you! Beth Williams, Team HR Director Janet Duncan, HR Director

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