Dealing with employee issues in the work place…

As a department manager, conflict resolution is part of the job; and dealing with the conflict resolution in a professional and impartial manner is important to resolving an issue.  When an issue does arise, it is important to handle it quickly and efficiently.  However, prior to meeting with an employee, preparation on my part is of key importance to handling the situation at hand.

Currently, I have an employee of two years who is performing at a substandard level.  I have received numerous complaints from coworkers and customers in regards to this employee.  Unfortunately, this employee has also displayed confrontational behavior which has created a hostile work environment.  Therefore, as department manager it would be my responsibility to listen to the customers and coworkers concerns and address these issues with the employee named.

Prior to meeting with the employee I would prepare myself by using the imagined interaction technique, where I would think about what I might say and how the other would respond.  However, because no one can ever know how another will respond, I would “think about the interaction in an “if-then” kind of way:  If he says “x,” I will tell him “y”” (Cahn, Abigail, 2007).  This way, I would have more control of the situation.  I would also review all documentations of complaints to ensure that I have all information needed for the meeting in order to bring the employee up to standards.

First, I would offer the employee an opportunity to speak as to why he thinks he is in my office. Then, I would inform him of the concerns that have been presented to me and allow him to speak on the issues.   It is important for me at this point to listen carefully to his words.  Perhaps he is unaware of his poor performance, or there may be a valid reason behind the problem such as feeling too much pressure, or he may be dealing with a personal issue that may require some time off.   By allowing the employee to speak in regards to the issues, this information will come out.  I would follow up by praising him for what he does well, but let him know that no matter the situation, we must come up with a solution to the problem.  I would offer him the feeling that we are a team working together to come up with a mutually effective resolution.

At this point, we would work together to come up with clear goals of what is expected of him on a daily basis.  In addition, I would offer the explanation that if he feels he is unable to meet a goal to go to management and try to work it out.  I would provide him with a timeline in order for him to meet these goals, with the clear notation that if they are not meant sufficiently there may be additional consequences, or termination. This way there is no confusion as to what is expected of him.   

All information gathered in the meeting will be documented, typed and signed by both myself and the employee.  Then the document will be placed in the employees file for future reference.

It is never easy to deal with conflict, but it is important to realize that conflict is natural and dealing with it in a positive and constructive manner allows the employee the realization that their best interests is your main concern.

Cahn, D. D. & Abigail, R. A. (2007). Managing conflict through communication (3^rd ed.).   

     Boston:  Allyn and Bacon.