“You are a department manager in a mid-sized company that provides technology support services. You have ten employees who are required to maintain a high level of technical expertise and deliver excellent customer service. One of your employees, who has been with the company for two years, is performing at a substandard level and you have received numerous complaints from customers and coworkers. In addition, this employee has displayed confrontational behavior which has created a hostile environment. You must now meet with this employee and deliver an ultimatum regarding the need for immediate improvement or dismissal.”
1. Explain how you
would approach this employee.
The method of approach is probably one of the most important
factors with handling the situation. One
thing I wouldn’t want to happen is for the troubled employee to feel like
he/she is being targeted. This is going
to be difficult due to the fact that the employee performance has been subpar
according to the company standards. In
approaching the employee, I would take the appropriate actions:
a. Schedule a time and place to meet with the
employee – to prevent the employee from feeling like he/she is being put on the
spot, preparation is key and a big step to preparing is finding the right
place, away from everyone else, and as subtle as possible.
b. Organize the pertinent information – because the
employee has received various complaints from others along with the fact that
he/she has become confrontational, its important to get all the facts prior to
meeting with him/her. I wouldn’t want to
approach the employee just by rumor.
c. Establish the right atmosphere – because the
goal of this meeting is to deliver an ultimatum regarding the need for
immediate improvement or dismissal, I want to make sure that I meet with the
employee in a setting that doesn’t make him/her already feel terminated.
d. Conduct the session – being a good manager, I
would have an ear to my department and know my people. I feel that is what makes a good leader. I would open the session by asking about how
he/she was doing, and how his/her family (if any) is. These questions may identify the problem
immediately.
2. Anticipate the
employee’s response.
This is where having an appropriate counseling approach is
vital during the meeting. Even if I
introduce the session in a calm, positive manner, the employee may still have
feelings of betrayal, anger, shock, disbelief, ect. If he/she is already exhibiting
confrontational behavior, the type of approach I may use will be direct. The following are examples of counseling
approach the Air Force teaches in leadership training.
a.
Non-Directive – this method encourages two-way communication and can be used
when the employee is cooperative. As stated
earlier, I would open the session by asking how everything was going which
would allow him/her to communicate back to me.
With this method, the response for what’s triggering the behavior may
come out in a stress-free setting. It
could be a family issue, or it could be frustration that in 2 years, he/she has
not progressed the way expected.
b.
Directive – This approach is the “I talk, you listen” approach. This means that the ultimatum is leaning
heavy on the outcome of dismissal. It
also means that the employee is uncooperative with me and may even be confrontational. He/she may have responded with “get off my
back” or “everyone’s out to get me” or “after 2 years of hard work, this is the
thanks I get.”
3. Analyze which
conflict resolution techniques you would use.
I think it’s important that a leader empowers his/her
subordinates. Many times, people are
frustrated with their jobs because they don’t see their role in the bigger
picture. They don’t feel important to
the organization. One of the things I
would do with the employee after finding out what the issue is would be to
remind him/her their value with the company; ask him/her if they know the
company mission plan and explain how they fit in it. Additionally, I would see if the problem
actually lies with other employees and also have a company meeting to discuss
any issues; kind of like a “clear the air” session to let everybody say what
they feel. I’ve learned that often,
people don’t really need anything except for the opportunity to vent to upper
leadership.