5 Simple Steps for Dealing with Problem Employees

By Nathan Gawlik
Nathan Gawlik's experience includes being a General Manager of a Hampton Inn and other front line roles such as a Banquet Captain, Front Desk Agent, Housekeeper, Catering Event Manager, and Director of Sales.

There can be a myriad of reasons that might call for an employee to be written up, but oftentimes it can be far from clear when and if a write up is warranted. There is a desire for managers to want to act when a dispute arises. We want to support our staff and take each opportunity to lead, but sometimes doing this can create dependence. It's knowing when to lead and when to manage. I would argue that the act of managing denotes control while the act of leading is to provide direction and guidance.

Let's say there is a disagreement between two associates that leaves one or both of the associates offended. Maybe these two associates have a history of drama. Some people are just like oil and water - they don't mix. Drama among associates is a huge time suck. In these cases, does the staff member need to bring that concern to Human Resources or a manager? Not necessarily.

I'm happy to help any associate get through their day-to-day activities, but doing these activities for them doesn't promote growth. Therefore, I explain to all associates that when there is a disagreement, do the following:

1)

time and space

2)

Don't say anything

3)

Say something to that person

4)

Say something to me

5)

Document it

Always encourage associates to speak to one another. Don't be the telephone between two associates. I used to say that all staff members are filters. As a manager I don't need to know every little detail about their shift; instead, they filter out the details I might need to be aware of or they approach me when they have questions and concerns.

Shutting people down and telling them to get back to work doesn't encourage communication or resolution. In fact, it can breed resentment for you as the manager. I've always been of the opinion that I want to know as much as possible about my business. Everyone talks about their boss and about other co-workers. Whether you are aware of the things being said in dark corners of the property or not is up to how you handle these situations.

Directing an employee to provide you documentation allows you to save time, prioritize, and keep the communication door open. Then you can start to look for negative patterns of behavior and oust the troublemaker.

Clarity Counseling

I have seen this method work first hand. My smallest department took the vast majority of my time. Turnover was very high, with most associates only staying a few months, which made for stressful situations, given the department was really only three part-time staff members.

While few stayed, there was one constant in the department that had been there since the beginning. Barb began in the breakfast department over five years ago when the property opened. Since that time, well over 20 people had started and subsequently quit.

Barb was charming and light on her feet at 73 years young. She had very light almost white blond hair she wore up with a flower, rosie red cheeks, and bright red lipstick. She was creative and caring in everything she did. Barb made jokes with all the guests and frequently went above and beyond by providing coffee service while going table to table sharing her infectious smile. Such service was seldom seen at a Hampton Inn buffet. She would frequently receive tips that would rival the housekeepers for her congenial personality. Barb was the perfect breakfast attendant by all measures.

All measures except one: she was the worst personality type to work with. Barb wasn't given any authority over the department but she ran the kitchen like it was her own. She had very high standards and it showed in her impeccable cleanliness and superior guest interactions, but her co-workers felt belittled, disrespected, and incompetent.

This put me in a difficult situation. Barb was irreplaceable - a true gem and a delight to be around. She lit up a room but didn't allow for other personalities to shine through. Her greatest strength was her greatest weakness. Barb was also extremely time consuming. She was very high energy and would approach me almost daily to share something. Employees that needed extra attention like her were affectionately called "special flowers." They always need to be in the light.

But I digress - Barb would micromanage the other associates. So much so that she would dictate all stickers had to be peeled off the fruit before it could go out! Yes, the sticks on apples, bananas and oranges had to be removed by hand before she would allow them to be seen by guests. Her attention to detail was admirable but her delivery was often aggressive and overbearing.

The conflicts were so small and petty that it quite frankly didn't warrant my time but the more I let it go without direction the worse it got. It turned into this tit for tat mentality over every decision. I initially said that they needed to document everything after each complaint just so I could keep track of their squabbles but I also found that sometimes the staff just came to me to vent.

I had an open door policy and it wasn't uncommon to find a staff member confiding in me about one thing or another. Setting a ton of documentation allowed me to make a clear distinction between the things staff just wanted to get off their chest and things they felt needed management's firm hand. Plus, this documentation had the added benefit of not being misrepresented by my own interpretation and allowed that staff member to fully think about the situation as it transpired, in turn gaining them some clarity.

SOP

Things that were documented were then provided a clear decision on whenever possible. I provided these decisions in the department Standard Operating Procedure (SOP) that I would update periodically with other hotel leadership. Afterwhich point I would ask the staff to initial on the sheet indicating that they had read the new standard.

In turn, I was giving the staff the opportunity to make the right decision. They could choose whether or not to adhere to the guidelines. If they chose to go against management's clear direction, it could lead to disciplinary action. I like to call this giving the employee enough rope to hang themselves. The choice is theirs.

We also came up with a department mission statement together as a team. This helped get buy-in from the disenfranchised members and provide direction.

The mission statement for the breakfast department read as follows:

To provide a delicious meal prepared with care and attention with special emphasis on serving our guests, ensuring all areas are clean and tidy at all times, with items fully stocked.

Among this same document I had to spell out some pretty simple things many of us would think to be second nature, but the situation was dire:

The department environment is critical to our overall success. Associates should contribute to the department in a warm and pleasant manner. Associates should not yell, scream, make obscene gestures, demean other associates or otherwise contribute in a way that may be perceived as derogatory or divisive in nature. Back talk, conversing behind peoples backs, or in any way propagating an US vs. THEM mentality may result in IMMEDIATE termination. Comments about protected classes, including but not limited to race, religion, creed, age, and/or gender may also be subject to restriction if deemed inappropriate for the workplace.
If employees cannot speak professionally about other employees that aren't present, then refraining from mentioning them is expected. In this regard, employees are left with little choice other than policing their own conversations as it is impossible for management to be within earshot at all times. Associates are directed to make their opinion known to the other associate if they feel the conversation has turned unprofessional. IF the offending associate does not heed the warning to change the topic, it should be brought to the manager immediately.

What's In The Stew

Managing entry level staff is no easy task. For younger employees that haven't worked in a fast-paced environment before, it can be challenging and tempers can flair. I would have to pull off my socks to count on my fingers and toes the number of times I have said the following:

If you have a concern with someone be sure to address your concerns with that person. If you don't get the response you want let me know if you would like me to step in. We are all adults and shouldn't be talking bad about others behind their back. Make sure what you are adding to the environment is professional and pleasant. Adapt to your co-workers habits and be accommodating. Acknowledge and celebrate diversity among your peers.

Working among a customer service team can be a lot like a stew. Each individual employee brings their own unique experiences and challenges and a bad customer interaction can rub off on all of us as it permeates the entire department. It is everyone's responsibility to be accountable for their own actions and to ensure what they are adding to the stew is positive and productive.

For a guest-facing department, they need to remain happy. If they aren't happy, customers aren't happy. This is why many managers resort to motivational pep talks to impart some positive energy into these employees. It can truly save money to start the morning with an energizing game.

Conclusion

Trying to control every aspect of your business is impossible. This couldn't be more true than with your staff. Generally, as long as all the staff are going in the same direction and we have mutual respect for each other, we are in calm waters. But if you are harsh on a judgement or incorrectly discipline associates, it can feel like you are trying to go up stream in a raging river. This can be difficult for a manager, but they have more tools to be successful. Employees that go against company culture and breed drama tend to wash out all on their own.

Have a succession plan when you start to see these "special flowers." Allowing the problem employee to self destruct buys you time to find a replacement. If you write them up right away, they could choose to walk out right then and there.

Seek understanding and only take specific direction on things you know to be true and accurate. Juggling so many priorities as you run a business means that you might not know the best course of action for a specific task or department because you don't work in it everyday - that's okay.

Saying, "I don't know what's best here," doesn't mean you're a poor manager; it means you're humble. Stating, "let's decide as a team", means you're a leader that can facilitate discussions that lead to actionable results. Best of all, the solutions weren't force fed to the employees. Everyone collaborated and bought into the solution.

When 'special flowers' become too much, instruct the associate to use the filter method:

Give it Time and Space
Don't Say Anything
Say Something to the Person
Say Something to Management
Document It