The Dilemma
“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.”
Consider the Situation
In order to deliver bad news to an
employee, one must consider the response of that employee and plan accordingly.
There are situations where individuals have shown signs of aggression or
violence and it is important that these are not ignored especially when that
individual is about to receive news that will likely displease them.
Prepare Mentally
Regarding the situation listed above, as
a manager, I would approach this employee very cautiously. Their past behavior
has displayed an inclination toward confrontation which could easily escalate
when they receive the news that their performance is no longer going to be
accepted.
Additionally, I would consider the
possibility that there is more to the situation than I am aware of. This is an
employee of two years that has obviously not had a history of low-level work
since this is the first time that I am speaking to them. There may be some
personal situations that are causing them to respond in manners that are not
common and they may not even notice that they are doing it.
Question
In order to initiate conversation with
this employee, I would begin by asking questions about them. I would check on
how they were feeling and offer them an opportunity to discuss any matters that
might be impacting their work. When they responded, I would listen to them so
that I could understand why they are acting as they are in the workplace.
Following this, it would be important to relax and begin a response that
includes information from the employee’s last sentence to prove that I was
listening (Sittenfield, 1999).
Present Facts
After gaining an understanding of the
employee’s situation and providing them with the opportunity to speak about
their situation, I would discuss the reasons that I brought them in to speak
with me. I would tell them about the information that has been presented to me
by both our customers and our employees. I would then take the time to explain
the importance of great customer service as well as a safe and friendly work
environment.
Anticipate Response
Speaking to this employee will be,
in no doubt, a difficult task to accomplish. However, it is important to do so
in order to maintain a successful business. I would anticipate that the
employee would be appalled with their behavior and the way that it is affecting
their customers as well as co-workers. Being that this employee has been with
the company for two years and this is the first incidence of its nature, it is
unlikely that the employee will dismiss the conversation.
However, I would take precautions
and have security nearby in case this particular employee continued their
mannerisms that got them into this situation to begin with. Though I would be
prepared in this way, I would try my best to empathize with whatever feelings
arise as a result of this conversation. “Bad news comes with very strong
emotions—and you must always acknowledge those emotions” (Sittenfield, 1999).
Again, with history of aggression and hostility, one can never be too safe.
Reference
Sittenfeld,
C. (1999). Good Ways to Deliver Bad News.
Fast Company. Retrieved April 25, 2012 from, http://www.fastcompany.com/magazine/23/buckman.html