How to Manage People

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ples of natural justice and are as follows:
�% The employee should be informed of the nature of the
complaint.
�% The employee should be given the chance to explain.
�% The employee should be given the opportunity to improve,
except in particularly gross cases of incapability or miscon-
duct.
�% The employee should be warned of the consequences in the
shape of dismissal if specified improvements do not take
place.
�% The employer s decision to dismiss should be based on
sufficient evidence.
�% The employer should take any mitigating circumstances
into account.
�% The offence or misbehaviour should merit the penalty of
dismissal rather than some lesser penalty.
Your organization may have a statutory disciplinary procedure.
You need to know what that procedure is and the part you are
expected to play in implementing it. Whether or not there is a
formal procedure, if you believe that disciplinary action is
Handling people problems �% 141
necessary you need you take the following steps when planning
and conducting a disciplinary interview:
1. Get all the facts in advance, including statements from
people involved.
2. Invite the employee to the meeting in writing, explaining
why it is being held and that they have the right to have
someone present at the meeting on their behalf.
3. Ensure that the employee has reasonable notice (ideally at
least two days).
4. Plan how you will conduct the meeting.
5. Line up another member of management to attend the
meeting with you to take notes (they can be important if
there is an appeal) and generally provide support.
6. Start the interview by stating the complaint to the
employee and referring to the evidence.
7. Give the employee plenty of time to respond and state
their case.
8. Take a break as required to consider the points raised and
to relieve any pressure taking place in the meeting.
9. Consider what action is appropriate, if any. Actions
should be staged, starting with a recorded written
warning, followed, if the problem continues, by a first
written warning, then a final written warning and lastly, if
the earlier stages have been exhausted, disciplinary action,
which would be dismissal in serious cases.
10. Deliver the decision, explaining why it has been taken and
confirm it in writing.
If all the stages in the disciplinary procedure have been com-
pleted and the employee has to be dismissed, or where imme-
diate dismissal can be justified on the grounds of gross
misconduct, you may have to carry out the unpleasant duty of
dismissing the employee. Again, you should have a colleague or
someone from HR with you when you do this. You should:
�% if possible, meet when the office is quiet, preferably on a
Friday;
142 �% How to manage people
�% keep the meeting formal and organized;
�% write down what you are going to say in advance, giving
the reason and getting your facts, dates and figures right;
�% be polite but firm read out what you have written down
and make it clear that it is not open for discussion;
�% ensure that the employee clears his or her desk and has no
opportunity to take away confidential material or use their
computer;
�% see the employee off the premises some companies use
security guards as escorts but this is rather heavy handed,
although it might be useful to have someone on call in case
of difficulties.
Handling negative behaviour
You may well come across negative behaviour from time to
time on the part of one of the members of your team. This may
take the form of lack of interest in the work, unwillingness to
cooperate with you or other members of the team, unreason-
ably complaining about the work or working conditions, grum-
bling at being asked to carry out a perfectly reasonable task,
objecting strongly to being asked to do something extra (or
even refusing to do it) it s not in my job description , or, in
extreme cases, insolence. People exhibiting negative behaviour
may be quietly resentful rather than openly disruptive. They
mutter away in the background at meetings and lack enthu-
siasm.
As a manager you can tolerate a certain amount of negative
behaviour as long as the individual works reasonably well and
does not upset other team members. You have simply to say to
yourself It takes all sorts... and put up with it, although you
might quietly say during a review meeting You re doing a good
job but... . If, however, you do take this line you have to be
specific. You must cite actual instances. It is no good making
generalized accusations which will either be openly refuted or
internalized by the receiver, making him or her even more
resentful.
Handling people problems �% 143
If the negative behaviour means that the individual s contri-
bution is not acceptable and is disruptive then you must take
action. Negative people can be quiet but they are usually angry
about something; their negative behaviour is an easy way of
expressing their anger. To deal with the problem it is necessary
to find out what has made the person angry.
Causes of negative behaviour
There are many possible causes of negative behaviour, which
could include one or more of the following:
�% a real or imagined slight from you or a colleague;
�% a feeling of being put upon;
�% a belief that the contribution made by the person is neither
appreciated nor rewarded properly in terms of pay or
promotion;
�% resentment at what was perceived to be unfair criticism;
�% anger directed at the company or you because what was
considered to be a reasonable request was turned down, eg
for leave or a transfer, or because of an unfair accusation.
Dealing with the problem
It is because there can be such a variety of real or imagined
causes of negative behaviour that dealing with it becomes one
of the most difficult tasks you have to undertake. If the action
taken is crude or insensitive the negative behaviour will only be
intensified. This might end up in your having to invoke the
disciplinary procedure, which should be your last resort.
In one sense, it is easier to deal with an actual example of
negative behaviour. This can be handled on the spot. If the
problem is one of general attitude rather than specific actions it
is more difficult to cope with. Hard evidence may not be suffi-
ciently available. When individuals are accused of being, for
example, generally unenthusiastic or uncooperative, they can
simply go into denial, and accuse you of being prejudiced.
Their negative behaviour may be reinforced.
144 �% How to manage people
If you have to deal with this sort of problem it is best to do it [ Pobierz całość w formacie PDF ]

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