Category: Human Resources

For most employers, dealing with difficult employees is almost inevitable. Since employees are human, they can occasionally demonstrate inappropriate or undesirable behavior, which must be addressed sooner or later. The stakes are simply too high to ignore these behaviors or pretend they don’t exist.

Why? Think about the repercussions of having one or more difficult employees in your workforce.

A problem employee can cause serious damage to your brand.

When a customer walks away unhappy with their treatment, “this makes them associate poor service and bad quality with the brand,” notes Great People Inside. A “damaged reputation takes years to bounce back from and in some extreme cases, it is irreversible.”

A difficult employee can negatively impact morale in the workplace.

An individual with a poor work ethic, a negative outlook; someone who is a chronic complainer. These employees can sap the initiative of others around them. “This toxicity can impact your entire team,” according to AllBusiness, “and if this difficult employee recruits like-minded employees, the poison can spread and infect your business.” This, in turn, can lead to “performance issues, service concerns, product defects, and potential legal action” if and when wrongdoing occurs. In a worst-case scenario, this problem employee triggers an exodus of valued workers from an organization.

A difficult employee disrupts workflow and productivity.

Any employee who causes a disruption or otherwise impedes the flow of work can also inflict significant harm on the organization. Such employees demand “special treatment” from managers or HR. This results in a loss of time and resources. The longer the disruption goes on, the greater the potential damage to both the business and its brand.

Take action to fix the problem

One or more difficult employees in the workplace represents a potentially serious threat to the company’s well-being. That’s why it’s important to take action, including the following:

1. Don’t let the situation fester.

Sometimes owners or managers know a problem exists with a particular employee, but either ignore it or just pretend it doesn’t exist. This might be the worst strategy to employ under the circumstances. Bad behavior rarely goes away on its own. If it’s allowed to fester, it’s almost certain to spread to other employees as well.

2. Address behaviors, not personality.

When it becomes clear that something’s wrong, have a private conversation with the employee and objectively review the situation. The focus should be on specific examples of undesirable behavior, not an indictment of the individual themselves. Sometimes a problem employee isn’t conscious of their actions negatively affecting others. Describe what he or she is doing wrong in a professional way. Don’t criticize their character. This is more likely to generate revised and improved behavior.

3. Be sensitive about the timing of your actions.

Finding the best moment to talk with the problem employee is important. As Talent Gear notes, an employee who is “currently highly emotional, vulnerable or otherwise unlikely to be able to hear and understand your concerns” probably won’t be moved by your intervention. In the same respect, “if you are too angry to have a calm discussion or to show any patience,” it’s best not to have the conversation at that time.

4. Provide focused coaching.

Look for ways to provide ongoing, structured coaching. Suggest more acceptable modes of behavior and allow time for the employee to adopt these suggestions. Also, be sure to document all encounters with the employee. It’s crucial to establish a history of your interactions, the offer to coach and repair any damage done thus far and other actions you or the employee take. Not only does this “paper trail” help to keep everyone on the same page, it may prove essential if and when any legal action occurs as a result of the difficult employee’s behavior.

5. Make the decision to terminate employment.

When all is said and done, there may be times when the best course of action is letting the problem employee go. It’s never ideal to have to terminate an individual’s employment, but putting it off only makes matters worse. As business owner Gene Marks notes on Small Biz Ahead, “in the instances where I did let someone go … I looked back months later and kicked myself that I hadn’t made the move a long time before I did.” Delays “not only caused more problems in the office, but also I wasn’t showing my existing employees the respect they deserve.”

Small business owners encounter many challenges, but having a difficult employee in their ranks is one challenge they must address directly and overcome. The health and well-being of the business depends on it.

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Nationally, many business firms have difficulty finding skilled employees to fill open slots and replace those nearing retirement. This is doubly true for construction firms. During the Great Recession, the construction industry plummeted. Many builders, general contractors, as well as subcontracting firms closed. Employees sought out other industries, or moved away. The struggle to find construction employees worsens as the economy expands. Those who leave the construction industry aren’t returning because new opportunities continuously arise in their ‘new’ professions. This limits many construction firms’ growth. However, some firms pursue creative or nontraditional approaches with hiring and retaining talent and have shown strong success.

1. Use Craigslist…with a different twist.

Courtney Keene is director of operations for My Roofing Pal. It’s an online marketplace connecting people with the best local, residential and commercial home improvement contractors. She helps firms find employees efficiently by using Craigslist. “Everyone thinks Craigslist is a thing of the past, but the truth is many job-seekers still search Craigslist daily.” To avoid wading through generic submissions, they “set up an automatic response that linked to a form the applicant needed to fill out listing their experience and qualifications.”

They only review completed forms, thus drastically reducing the time spent reviewing applicants. Unqualified and barely-interested applicants rarely take the time to complete additional steps. Essentially, they self-select out. This methodology had two benefits. First, according to Keene, it was “a great way to avoid the flood of unqualified applications from general job sites”. Second, she continues, “they were able to find a suitable employee in just over two weeks.”

2. Cultivate ties to your local trade school or program.

Sometimes, it’s necessary to pursue the less experienced candidates and provide them with experience and training. That’s what several construction firms have done. Over the last three decades, many urban and suburban school systems shut down their high school vocational programs and high schools. Fortunately, public and private post-secondary vocational and technical schools rose to fill the void. General construction trade schools typically provide training in carpentry, masonry and general trades. Specialized schools target electricians, plumbers and HVAC technicians.

You can target graduates or near graduates of the construction trade programs and first or second years in specialized trades. They probably have little hands-on experience, so you’ll likely need to provide apprentice opportunities to prepare them for the job. The good news? Most schools teach students to read blueprints and manage projects – skills that most general laborers don’t have.

3. Look to your local hardware store.

Another source that construction company owners and managers should consider more frequently are their local hardware stores. “We ask local construction supply stores like ACE Hardware or Lowe’s if we can hang our help wanted posters in their windows, or anywhere in the store,” says Jeff McLean, co-owner of McLean Company in Danvers, Massachusetts. He continues, “Construction professionals are constantly going to these stores to pick up materials for their current jobs, and many of them are only on the job for a contracted period.”

In other words, many firms hire construction workers as sub-contractors, or to complete a particular project. Since McLean’s company wants full-time employees, ads appeal to those seeking full-time work and job security. McLean further states, “This strategy is completely free, and provides us with highly qualified employees.”

If you’ve desperately tried to find construction employees to staff your projects, consider implementing one or more of these ideas. Although some involve investing a large amount of time, money or both, the expected return-on-investment is well worth it.

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Employee leadership is considered one of the most promising aspects of human resources and training within organizations. After all, leaders have to come from somewhere!

There are obvious benefits to building up leaders from within:

• They have a deeper understanding of the company’s mission than a new hire from “outside.”
• They will work hard to justify the company’s faith in promoting them to leadership positions.
• Workforce morale overall rises when employees see “one of their own” moving ahead. (It could happen to them, too.)
• The organization itself benefits from promoting a motivated, talented, and experienced employee.

Given these favorable outcomes, what can you do to recognize, encourage, and reward employee leadership?

Learn to identify potential leaders.

Part of the leadership cultivation process is keeping an eye out for the most promising candidates within the organization. Generally speaking, such individuals won’t be hard to miss. They display genuine enthusiasm for their job responsibilities, frequently go above and beyond, and are more than willing to assist co-workers with important tasks.

But it’s important to watch for other key signs. At company meetings, for example, see which employees contribute the most and come up with the most striking, out-of-the-box ideas. Consider inviting these individuals to sit in on a higher-level meeting. Encourage them to take part, contributing ideas and insights based on their professional experience.

Ask the right questions.

Savvy business owners also take time to identify a potential leader’s ambitions and needs. They ask probing, foward-looking questions like:

• Are there other positions in the organization you’d like to explore?
• What skills do you possess that you feel aren’t being utilized by our company?
• Which current skill would you like to improve?
• Are there new skills you’d like to develop?

The answers you receive will prove to be a helpful guide as you oversee the individual’s progress towards leadership.

Look for alignment with your company’s vision.

Employees who “get” the organization’s vision and mission statement are often the most promising leadership candidates. It’s up to you and your executive team to ensure that everyone has the opportunity to understand this vision (and feels comfortable asking questions to gain a deeper understanding).

This alignment “gives [employees] ownership of what they create and helps them support organizational causes with more purpose,” notes Inc.

Offer training opportunities and mentorship.

Budding leaders often learn most when they have access to training and development opportunities (classes, webinars, conferences, etc.). Since the cost and time-commitment of formal training can be daunting, offer to foot the bill for work-related development opportunities and invite employees to take part.

Employees can benefit hugely from working with mentors, too. LMBC, a professional services solutions provider, suggests enlisting “older generation leaders” to act as mentors and role models to employees. This experience “will help future leaders learn the ropes more quickly and form good habits from leading others.”

Give potential leaders challenging assignments.

Ambitious employees often want to test themselves and build their portfolio of talents.  However, this is only possible if the organization enables them to tackle a challenging project or initiative–even if the end-result isn’t “perfect.”

One option is appointing them to manage a small group of fellow employees on a special project. In addition, you can invite them to appoint a team of their own to brainstorm solutions to nagging organizational and/or customer service issues.

The key, says Forbes, is letting the potential leader struggle, if necessary. No one is saying you must “force prospective leaders to swim or die,” and you or a manager should pitch in if things get too difficult. Most important, you should be sure to refrain from rushing “to their aid at the first sign of danger,” because it’s more desirable that they “make their own decisions and find their own solutions.”

Reward performance and initiative.

As you work to promote employee leadership, always remember to provide tangible rewards. For example, don’t hesitate to praise the employee in public or through company-wide communications. In addition, you should include performance objectives and achievements in the employee’s annual or semi-annual evaluations and congratulate them for their efforts. Offer personalized guidance or advice, when necessary, and always in an upbeat fashion.

With the right level of support and training, you can develop the next generation of leaders within your organization. Think of the time and resources you’ll save by not having to look beyond your company walls and not having to rely upon “outside” candidates to fill leadership positions.

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Are your employees stressed out at work to the point that they are feeling burned out?

Employee burnout is a common problem businesses face in the U.S. and around the globe — so much so that the World Health Organization recently addressed the issue during its World Health Assembly in Geneva, Switzerland.

The WHO concluded that “burnout” is an “occupational phenomenon” and “a syndrome conceptualized as resulting from chronic workplace stress that has not been successfully managed.”

The agency even updated its International Classification of Diseases, which is the global information standard for the identification of health trends and statistics, to include the following indicators of the syndrome:

• Feelings of energy depletion or exhaustion
• Increased mental distance from one’s job, or feelings of negativism or cynicism related to one’s job
• Reduced professional efficacy

And not managing workplace stress may have more risks than you think.

According to Mayo Clinic, ignored or unaddressed job burnout has significant consequences, including:

• Excessive stress
• Fatigue
• Insomnia
• Sadness, anger or irritability
• Alcohol or substance misuse
• Heart disease
• High blood pressure
• Type 2 diabetes
• Vulnerability to illnesses

Health problems such as these can potentially cause low job performance, disengagement, missed work or high employee turnover, to name a few.

However, the good news is that there are ways to combat employee burnout and mitigate associated risks. Here’s how.

Create a Flexible Work Environment

Lessen employee burnout at your business by providing a flexible work environment. You can do this by establishing communal work areas, multi-use furniture or unassigned desks. Unlike a traditional office space which often consists of private offices or high wall cubicles, this set up can help facilitate collaboration between employees who might otherwise have minimal interaction.

More importantly, a flexible work design increases employee comfort and productivity and improves employee well-being, according to TurningArt. Therefore, this effort may indeed reduce burnout. As an added benefit, a flexible work environment can help your business maximize spatial efficiency and reduce costs.

Flexibility in terms of employee schedules is also an integral piece in keeping your employees happy and less likely to burn out. By allowing flexible work hours, your employees will be able to adjust the time or place their work is completed. This arrangement can help accommodate their personal needs, such as to better manage a long commute or to allow parents to take their children to school.

Overall, flexible schedules can enable your employees improve their work-life balance and feel less stressed at work — factors that may help prevent burnout and improve employee retention. In fact, according to a 2018 Work Environment Survey, 73 percent of full-time office professionals say a flexible schedule is in their top two reasons to stay with a company.

Conduct Wellness Programs

Another way to prevent employee burnout is by offering wellness programs to promote healthy habits. And there are many wellness programs for small businesses that don’t require a lot of time and money.

For instance, stock your breakroom vending machine with granola bars and flavored seltzer water instead of high-fat and sugary items like candy bars or sodas. You can also regularly stock your breakroom with complimentary fresh fruit, for instance, apples, oranges and bananas, to give your employees a healthy treat and energy boost.

You can also wrestle burnout by implementing daily 15 minute nature walks to allow your employees to get some fresh air and exercise. To boost employee camaraderie, try initiating workplace walking or running clubs. For an added incentive, support leading participants with a monthly prize or a half-day off.

Offer Professional Development

Professional development can mean more to your employees than just job training and educational opportunities, it can help mitigate employee burnout. That’s because it provides the opportunity to connect with your employees in a more personalized way. For instance, instead of using a one-size-fits-all approach to employee growth, give your employees a development plan that is tailored-made for them.

A targeted approach to professional development based on each employee’s specific skill set and strengths will not only help them achieve their personal career goals, but will also make them feel more valued. Solidify this connection by asking your employees for regular feedback or ideas for business improvements and then take action on some of those ideas to show that they are appreciated.

When offering professional development, relay your business’s mission and how each member fits as an integral part of the team. This is also an opportunity to relay job expectations so your employees feel more comfortable at work. To avoid members being overworked or working exclusively on their own responsibilities, which can lead to burnout, offer social support by facilitating peer connections and encouraging mentorship.

Recognize Your Employees

Help create a positive work environment and reduce burnout by taking the time to recognize your employees for their solid performance. There are many easy, low cost ways to recognize your employees on a regular basis. For instance, a simple shout out in the monthly newsletter or email to relay an employee achievement can go a long way. You can also give a handwritten note expressing gratitude for their work.

Another idea is to offer high performing staff a day off or allow them to work from home for a day. This can help support work-life balance, so your employees return to work recharged and less likely to burnout. You can take it a step further by adding PTO or implementing quarterly bonus incentives. Recognize a group of employees by having a quarterly party or treating them to a meal at a fine restaurant. All of these ways can help your employees feel valued, less stressed and more motivated to succeed in their jobs.

Employee burnout poses risks to not only your employees, but also to your business. However, by providing the right opportunities and incentives, you can help your employees strike a balance between their personal lives and work and take the edge off burnout.

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