Employee with bad attitude!

[deni86]

How do small businesses manage employees? How do you handle an employee with a bad attitude?

 

[Jim2k]

That depends if you think you can change their attitude. Some we have had success with by sitting down and discussing the situation and putting plans in place to address it. Others we have just had to let go. If they have been with you less than 2 years then don't forget you can get rid quite easily.

 

[Newchodge]

How do small businesses manage employees? How do you handle an employee with a bad attitude?

Why do you recruit an employee with a bad attitude?

If it was not apparent when you recruited, what has changed?

 

[simon field]

How do small businesses manage employees? How do you handle an employee with a bad attitude?

If they’ve been employed less than two years, you get them to ‘jog on’.

 

[Benjamin Brain]

Hey @deni86!

This was something I always used to struggle with - UNTIL I put a process in place. Then having these conversations became much easier because I'd know what to say, what my desired outcome was - and most importantly, if the employee ended up leaving the business, I knew I'd given them every opportunity to make better choices.

Plus, once I had this framework in place, I was often surprised by how oblivious people were to how they were coming across - literally, no idea. And there's nothing worse (for me anyway) than firing someone who had no idea it was coming and doesn't think they deserved it.

As a couple of posters have suggested above, the best thing to do in my experience is arrange to have a sit down with the employee in question. Do it quickly though so it doesn't linger, otherwise you'll just end up putting it off and things will get worse.

Here's the framework I started to use which worked really well:

1. Start off with a couple of positives.
2. Tell them what you're not happy with.
3. Give them some concrete examples
4. Tell them the change you want to see moving forwards
5. Ask THEM to come back to you tomorrow with a "plan" around how they're going to change their behaviour
6. Tell them that you have faith in them and want them to be a part of the business, but it's now up to them.
7. Set a date for a couple of weeks time to review.

If you get it right, what you'll find is that people either step up to the plate (and you never know what's going on in people's personal lives - sometimes it just takes a nudge to snap people out of it) or they'll decide for themselves that they're not right for the business and choose to leave of their own accord.

Either way, you've given them ample opportunity to make a good choice for themselves and take their destiny into their own hands. How they handle that is up to them.

A couple of extra pointers - I'd advise sticking to facts and empirical evidence because those can't be argued with. There's always another side to the story when you use assumptions and opinions.

And regardless of how you personally feel, take any emotion out of the conversation. Stick to the process and watch it work.

I'd highly recommend reading "The New One Minute Manager" by Ken Blanchard. It's a small read (probably less than an hour) but I found this really useful in not just managing poor performance/attitude but nipping it in the bud before it gets to the point of having to have a sit down conversation.

Apologies for such a long winded post, ( I didn't realise it would take this long!) I just wanted to share what had worked for me in the past.

 

[deni86]

Hey @deni86!

This was something I always used to struggle with - UNTIL I put a process in place. Then having these conversations became much easier because I'd know what to say, what my desired outcome was - and most importantly, if the employee ended up leaving the business, I knew I'd given them every opportunity to make better choices.

Plus, once I had this framework in place, I was often surprised by how oblivious people were to how they were coming across - literally, no idea. And there's nothing worse (for me anyway) than firing someone who had no idea it was coming and doesn't think they deserved it.

As a couple of posters have suggested above, the best thing to do in my experience is arrange to have a sit down with the employee in question. Do it quickly though so it doesn't linger, otherwise you'll just end up putting it off and things will get worse.

Here's the framework I started to use which worked really well:

1. Start off with a couple of positives.
2. Tell them what you're not happy with.
3. Give them some concrete examples
4. Tell them the change you want to see moving forwards
5. Ask THEM to come back to you tomorrow with a "plan" around how they're going to change their behaviour
6. Tell them that you have faith in them and want them to be a part of the business, but it's now up to them.
7. Set a date for a couple of weeks time to review.

If you get it right, what you'll find is that people either step up to the plate (and you never know what's going on in people's personal lives - sometimes it just takes a nudge to snap people out of it) or they'll decide for themselves that they're not right for the business and choose to leave of their own accord.

Either way, you've given them ample opportunity to make a good choice for themselves and take their destiny into their own hands. How they handle that is up to them.

A couple of extra pointers - I'd advise sticking to facts and empirical evidence because those can't be argued with. There's always another side to the story when you use assumptions and opinions.

And regardless of how you personally feel, take any emotion out of the conversation. Stick to the process and watch it work.

I'd highly recommend reading "The New One Minute Manager" by Ken Blanchard. It's a small read (probably less than an hour) but I found this really useful in not just managing poor performance/attitude but nipping it in the bud before it gets to the point of having to have a sit down conversation.

Apologies for such a long winded post, ( I didn't realise it would take this long!) I just wanted to share what had worked for me in the past.

Thank you so much mate for making efforts for writing such a beautiful post. This is really really helpful! I would definitely read Mr. Ken Blanchard.

 

[deni86]

If they’ve been employed less than two years, you get them to ‘jog on’.

I have hired him two years before and he was really hard working and I was quite happy with him. But he is getting rude and dishonest for the last six months. I am already paying him so well so it can never be a cause. Every time I asked him something he is doing the opposite of that. And the thing is I have tried to speak to him but he doesn't want to!

 

[simon field]

I have hired him two years before and he was really hard working and I was quite happy with him. But he is getting rude and dishonest for the last six months. I am already paying him so well so it can never be a cause. Every time I asked him something he is doing the opposite of that. And the thing is I have tried to speak to him but he doesn't want to!

Try a pay cut!

 

[fisicx]

I have hired him two years before and he was really hard working and I was quite happy with him. But he is getting rude and dishonest for the last six months. I am already paying him so well so it can never be a cause. Every time I asked him something he is doing the opposite of that. And the thing is I have tried to speak to him but he doesn't want to!

What's his job? Are you the owner? Looks like you need some HR training

 

[Mark T Jones]

This does have the look of a management issue (on limited information)

Mid term, it would undoubtedly help you to get trained in this area.

In the immediate term, seek the help of an HR professional.

 

[Bob Morgan]

I remember a old boss of mine dealing with a disruptive member of staff. Fortunately, he was not one of my platoon!

BOSS: How long have you been with us now, Alan?
ALAN: Oh, about 18 Months, Boss
BOSS: Yes, and I think that is quite long enough!

'Alan' could not believe what had happened!

BOSS: Still here, Alan?

 

[fisicx]

BOSS: Hands up everyone who's going to be here next year?

BOSS: Put your hand down Alan.

 

[simon field]

Reference:

I am pleased to say that this employee USED TO work for us.

 

[Mark T Jones]

Reference:

I am pleased to say that this employee USED TO work for us.

Apparently the favoured 'no comment' reference in the Royal Navy went

'Performed their duties to their own satisfaction'

 

[JEREMY HAWKE]

I have a very bad attitude myself this put one at an advantage if faced with this situation

 

[Thomas_Stewart]

In this situation, First of all I try to get in touch with the employee and try to understand the reason for such a bad attitude. Since often we cannot know everything that happens in a person’s life. After that, say what are you dissatisfied with in his work and give a couple of tips on how to improve the situation. And determine the time for correction, so that a employee has a motivation to change.

 

[Newchodge]

As they have protection against unfair dismissal, you need to try and sort this rather than getting rid of them.

Step 1: Assess when things started going wrong, if possible.
Step 2: Pull together any documentary evidence to show the problems.
Step 3: Invite them to a meeting and follow @Benjamin Brain's excellent advice.

Give them a chance and encourage them to tell you about any problems you may be unaware of.

If they don't want to speak to you (they cannot refuse to meet with their employer for an informal chat, but they can fail to participate meaningfully in the meeting) Spell out to them what you expect, ewith clear timeframes, if possible. Set a review meeting for 2 to 4 weeks (exact date specified at the close of first meeting). Hold the meeting on that date whatever else you need to do.

If there has been no or insufficient improvement tell them that you are making it formal and issuing a verbal warning about their behaviour, what improvements you expect and the date when you will review. Explain that. if improvement is not shown and maintained it will move to the next stage of your disciplinary procedure. (You do have one, don't you?). Confirm all this in writing.

Repeat until you are happy with them or they are dismissed. Document every meeting.

 

[Benjamin Brain]

Thank you so much mate for making efforts for writing such a beautiful post. This is really really helpful! I would definitely read Mr. Ken Blanchard.

You're welcome @deni86, @Newchodge made some excellent additions to my original post too.

One of the things I've learned when it comes to poor performance - be it results, attitude or behaviour is that the first person you have to question, as a leader of the business, is yourself.

It's always a good time to ask yourself, have you made it crystal clear what's expected from your team in regards to all of the above. If not, they can't be expected to adhere to what they don't actually know.

So often in business, people are left to their own assumptions and when you ask them what they "think" is expected and compare it to what you "actually" expect of them - the answers are worlds apart.

You get what you tolerate. Make sure everyone's clear on what's expected and then put yourself a system and a framework in place for dealing with poor performance (and great performance too!) as soon as you become aware of it and don't tolerate anything less!

 

[Bob Morgan]

REFERENCE: "He sets himself an exceedingly low standard, that he fails to achieve!"