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Boss Checking on His Employee

Problem Employees: A Guide for Managers

Company CultureStaffing & HRHiring & Firing

Managing difficult or poorly performing employees is probably a manager's least favorite task. Nevertheless, it is a necessary function and one that should be taken seriously. A problem employee can range anywhere from the not so serious, such as someone who is chronically late for work each day, to the more serious, such as a person engaged in harassment of a colleague.

Problem employees need to be managed carefully. Sometimes the issues are small and can be resolved quickly; in other instances, more serious intervention may be necessary. Consider the following strategies as you think about the best way to handle what are often quite typical issues in the workplace. And remember, you're not alone.

  • Don't allow the problem to fester. The longer you wait before confronting the employee, the greater the possibility for serious damage. Neglecting the issue can only make it worse. It's best to deal with the problem soon after it arises.
  • Customize the discipline. No two problem employees are alike, which means that the consequences for their behavior — whether it's being late to work, rude to colleagues, and/or poor performance — need to be catered to the specific issue.
  • Be clear. Often the problem employees are completely oblivious to their behavior. Indeed, when you do confront them they may be surprised. It is crucial that you not only have documentation that lays out the problem, but that you are also able to clearly and succinctly articulate the issues.
  • Talk about it. Talking might seem obvious, yet it's easy to neglect one of the easiest management tools around. Sometimes the problem may be rectified after a brief conversation. In other cases, however, you might need to discuss an issue over a longer period of time. Just as no two people are the same, no two problems are identical.
  • Write it down. Documenting disciplinary issues is essential. You've heard of the old "paper trail," and without it you may find it difficult to establish a history of problem behavior. Talk to your human resources department about the best way to maintain an employee's personnel file.
  • Assign a mentor. If the problem employee doesn't already have a mentor with whom he or she can discuss work-related issues, find one as soon as possible. A mentor can offer a safe refuge, a sounding board, and expert advice on how to be successful. Naturally, you'll need to be forthright with whomever you seek out. Don't spring any surprises on a colleague; let him or her know that you have concerns and explain why.
  • Consider additional training. Many times problems arise because people simply don't know how to do their jobs. Additional training can help. But before you dole out big bucks for a workshop make sure you know what needs correcting. Does the employee need to be more organized? Would a business writing course enhance this individual's communication skills? Perhaps a full day of computer training might minimize the problem. In any case, make sure the employee's skills are compatible with the assigned work.
  • Provide steady feedback. Paying attention to a problem and then attending to it is part of your job as a manager. It is essential for you to offer your employees feedback. Without proper feedback an employee is unlikely to know if he or she is making progress. But don't overdo it; too much might come across as micromanagement.
  • Be prepared. Even the most diplomatic managers will face obstacles if they are unprepared for the myriad personnel problems that typically arise in the workplace. You may be accused of being a cynic, but know your problems; it will save you time and aggravation when they do arise (and they will). Know the distinctions, too. Having a bad attitude is different — and perhaps not as easy to fix — from delivering sloppy work.

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