Dealing with Problem Behaviour in the Workplace

Written by Megan Tough

I personally struggle withrepparttar term “managing people”, because I firmly believe that people cannot be managed – only processes and systems can. How many times have you heard it said – “Why won’t my employees just do as they are asked?”

Despite all our best efforts at “managing”, we have very little control over other people’s actions, includingrepparttar 119504 people that work with or for us. We can inspire, motivate, guide or threaten them, butrepparttar 119505 choice to act in a certain way is up torepparttar 119506 individual.

Today’s workplaces are complex environments – it is a rare occasion when all employees get on together and work enthusiastically and constructively to achieverepparttar 119507 goals ofrepparttar 119508 business. Problem behavior onrepparttar 119509 part of employees can erupt for a variety of reasons. Here are ten tips for dealing with it.

1.Recognize that problem behavior usually has a history It usually develops over time and seldom from a single incident. As a manager, it is your responsibility to be alert torepparttar 119510 early warning signs and deal withrepparttar 119511 underlying causes beforerepparttar 119512 situation reaches a crisis.

2.Ask yourself: "Am I partly or wholly responsible?" Ifrepparttar 119513 problem is in your team, then you are at least partly responsible for it. Perhaps you were blind torepparttar 119514 signsrepparttar 119515 individual was undoubtedly leaving you, or you chose to ignore them and hope they would go away. Perhaps you hadn’t been managing that individual’s performance on a regular basis, and so missed an opportunity to discoverrepparttar 119516 problem earlier. Whateverrepparttar 119517 reason, responsibility lies with you in some part.

You would be surprised how frequently it isrepparttar 119518 manager who has created, or at least contributed to problems of employee behavior. Having an abrasive style, being unwilling to listen, and being inattentive torepparttar 119519 nuances of employee behavior are all factors that contribute torepparttar 119520 manager's need to thoroughly examine what is going on.

3.Don't focus only onrepparttar 119521 overt behavior When confronted by an angry or upset employee, it's easy to attackrepparttar 119522 person and target their behaviour rather than examinerepparttar 119523 factors that underlierepparttar 119524 behavior. Often, this takes patience, careful probing, and a willingness to forgo judgment until you really understandrepparttar 119525 situation.

4.Be attentive torepparttar 119526 "awkward silence" and to what is not said When an employee is obviously reluctant to communicate, it's almost a sure sign that more lurks beneathrepparttar 119527 surface. Often, employees will hold back because they feel unsafe. They may testrepparttar 119528 waters by airing a less severe or kindred issue in order to see what kind of a response they get. In order to getrepparttar 119529 full story and encourage forthrightness,repparttar 119530 manager has to read betweenrepparttar 119531 lines and offerrepparttar 119532 concern and support necessary to getrepparttar 119533 employee to open up.

5.Clarify before your confront Chances are, when an issue first surfaces, you will be given only a fragmentary and partial picture ofrepparttar 119534 problem. You may have to dig deep to surface important facts, and talk to others who may be involved. One safe assumption is that each person will tend to presentrepparttar 119535 case from his or her viewpoint, which may or may not berepparttar 119536 way it really is. Discretion and careful fact-finding are often required to get a true picture.

What do Employees Really Want?

Written by Megan Tough

A major problem for business owners and employers today is gettingrepparttar best employees and then keeping them. Sounds easy, but any employer will tell you that these activities take uprepparttar 119503 most time and haverepparttar 119504 biggest impact on business results. So how do you go about retainingrepparttar 119505 good people once you’ve found them?

Understanding what your employees want from a workplace sounds like a logical place to start. After all, if you know what your employees are after, you simply need to provide it and all will be well. This is a great theory, but research shows that employers are not that successful at identifying what their employees actually want. In fact there is a significant disconnect betweenrepparttar 119506 things that employees say are important to them, and how highly employers rank those same things.

This survey first came out in 1946 in Foreman Facts, fromrepparttar 119507 Labor Relations Institute of NY and was produced again by Lawrence Lindahl in Personnel magazine, in 1949. This study has since been replicated with similar results by Ken Kovach (1980); Valerie Wilson, Achievers International (1988); Bob Nelson, Blanchard Training & Development (1991); and Sheryl & Don Grimme, GHR Training Solutions (1997-2001).

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