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HR professionals share their stories about handling problem people at work. Members may download one copy of our sample forms and templates for your personal use within your organization. Neither members nor non-members may reproduce such samples in any other way e. In every group, there seems to be at least one person who saps morale, slows productivity and stirs up anger in other team members because of his or her bad attitude, refusal to play by the rules or just plain disturbing behavior.

To give you some practical tips on what to do, we asked HR professionals to share their stories about difficult employees and what they learned from dealing with problem people over the years. While her colleagues carried a heavy workload, she spent a lot of time engaging in personal matters during work hours.

She found clever ways of deflecting her responsibilities and having those around her address them. For example, if a customer called, instead of taking care of his or her concern immediately, she asked the person to call back when she knew others would be around to follow up.

After taking time to get to know her better, I learned that she was actually quite miserable in her current role. I helped her to establish career goals and develop a plan for achieving them. Her behavior toward others improved after she transitioned into a different position. The employee ultimately became a go-to person in her department.

Coach employees to develop a plan that will help them reach their goals. Finally, provide abundant feedback and celebrate their achievements. This will create a win-win situation for both the employees and the organization.

Is it a person who is a little unorthodox in his approach to work but stays inside the lines enough to avoid disciplinary issues? Or the worker whose manager never helped set her up for success or who put her in a no-win situation?

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We can all identify specific behaviors that cause us to label employees. Why would individuals choose to act out in the place where they make their livelihood?

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But most of us have probably been in a situation where we daydreamed about telling our boss off or walking out the door and never coming back. But such cases are few and far between. Other times, the employee is just a pain, and you need to help him be happy—somewhere else. At a company, I had an employee in her first professional position after graduate school who had a bad attitude. She complained frequently about putting in long hours, and no one liked working with her.

When she came to talk to me about feeling overwhelmed in her job, I listened and recommended some resources, including the employee assistance program, to help her cope with the demands of her role. She seemed relieved. Then we got to the real issue behind her long work hours. In the course of our conversation, it became clear that work was all she had going on in her life. We talked about how she could become a part of the community.

She reconnected with her sorority via the local alumnae chapter and took on a leadership position. Things really changed for her. She ended up leaving our company on good terms, and she said that having activities outside of work gave her confidence to move forward in her career. Lessons learned: Engaging with the employee helped me get to the real issue fast.

The old adage of not putting all of your eggs in one basket is good for everyone to remember. We need to balance our work life with outside interests that engage us in different ways. I responded by presenting facts. I provided evidence that tracked my recruiting efforts and success rates as well as how I had praised hiring managers and HR professionals involved in each hire. I showed this director my calendar, which clearly spelled out where I was going and what was being discussed at each location.

I also shared examples of my work, including a training session with HR managers to help them explain the importance of recruiting to the operations managers. Finally, I conducted a survey of HR managers, who indicated support for my new position. Lessons learned: Be as transparent as possible and constantly seek feedback, especially with new initiatives and roles. I could have become defensive, but I saw that this director was reacting out of fear. I have since been promoted to a director role, and I continue to explore novel ways to develop current HR managers so they can advance in their careers.

Years ago, I had a micromanaging supervisor who found fault with everything her direct reports, including me, did. She had an analytical mind and drilled everything down to the very core, but she never shared all of the information that was needed to complete a task correctly. I dealt with this behavior by taking notes on each conversation, asking questions and listening for an action item. I tried to stay ahead of the action items by providing daily follow-up on my progress. Lessons learned: I learned to communicate more clearly and to be more detail-oriented in tackling ased tasks.

At a company, we hired someone as a program aide who seemed to be more interested in climbing her way up to become CEO than doing actual work. Of course, the error in our hiring decision revealed itself all too abruptly when she argued with me, in front of our customers, about completing a small task that I had asked her to do while I handled other business. She felt her time would be best utilized accompanying me on one of my asments. When I insisted that she stay behind to greet our customers, she abandoned her station—and our customers—to go to headquarters to complain. I was baffled as well.

Needless to say, she was released. Lessons learned: This experience reinforced for me the importance of conducting proper background screening, reference checks and behavioral-based interviews. We had a male employee who was the subject of a workplace harassment complaint.

A co-worker reported that he threatened her when she refused his requests for a date. After learning that she had a boyfriend, the male worker allegedly punched, kicked and pushed over a soda machine. We decided to terminate his employment, but we were concerned that he might react violently. I partnered with the security team to investigate the allegations and develop workplace safety measures for the female worker.

I met with the male employee in a neutral, private location to deliver our findings. Once we decided to fire him, I coached the business leader on how to conduct the meeting. In another situation, a high-level female executive within the organization was so upset when someone arrived late to a meeting that she literally charged at him and pushed him out of the office.

We were all shocked into silence, and then the meeting d as if nothing had happened. Later, I privately addressed the behavior with the leader. However, to my regret, we never discussed the incident as a group. Lessons learned: Be prepared. Act quickly and responsibly to lead the team back on track. The ly violent man left in peace, while the diminutive woman resorted to using bodily force. Intimidation can take many forms—wielding physical strength or positions of power. Part of being ready means learning to expect the unexpected. I once took over the position of an HR colleague who was reing.

But I soon discovered that she could be difficult in her own right. She took a judgmental approach in dealing with the staff and often shook her finger at them when she got angry. So I decided early on that I would reserve my emotions for situations that I felt could only be improved by displaying them. I soon got to test my theory when a worker who was an alleged gang member flashed a knife at a fellow employee while on the job. When I terminated his employment, the last thing I wanted to do was to give him a reason to direct his anger toward me or my car.

I needed for him to be upset with himself and to learn from his actions. Most employers, including our company, have zero-tolerance policies against any sort of violence or threats in the workplace. Unfortunately, the necessary result of your actions today is going to be the termination of your employment. This document explains the situation to you.

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Your ature is not an agreement, but just an acknowledgment that we had this conversation. He then left peacefully. If the behavior warrants formal corrective action, then I always treat the employee with respect and honesty. It works. The range of difficulty varies. They may have created an uncomfortable atmosphere in their department. The best thing you can do is listen. Set up a time to speak with the associate. When did it begin? How did it get to this point? Speak to the other parties involved. Lessons learned: Never take anything at face value.

You may think that the associate is being difficult, but in reality there is a legitimate reason for her frustration. If you can work through the issue, you may be able to turn the situation around. Be patient and treat the associate with sensitivity. Usually, people are being difficult as a cry for help. Try to get them to respond reasonably rather than emotionally. You may be trying to access this site from a secured browser on the server. Please enable scripts and reload this.

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