or. DON’T YOU JUST LOVE THIS JOB???. Karen B. . Gokay. , Esq.. Director of Human Resources & Public Relations. Berks County Intermediate Unit. --------------------------------------------------------------------------. ID: 180259
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DEALING WITH DIFFICULT PEOPLE
orDON’T YOU JUST LOVE THIS JOB???
Karen B. Gokay, Esq.Director of Human Resources & Public RelationsBerks County Intermediate Unit--------------------------------------------------------------------------Presentation for:2010 PASBO CONFERENCEMarch 11, 2010
Supervisory Traits/ResponsibilitiesIdentifying the Traits of Some “Problem Employees”Identifying Supervisory Strategies to Deal with these Employee TypesTips for De-escalating Conflict
QUALITIES OF A
PerceptiveGood ListenerEncouragerDo not motivate by guilt or forceAssertiveConstructive; truthful; frankDecisiveMaking those difficult decisions without alienating others
Some “General Tricks” to
Successful Personnel Management
Recognize your role/responsibility/authorityRecognize the styles/roles of othersDetermine how to effectively utilize the talents at hand Adhere to supervisory guidelines, policies & proceduresHold individuals accountableHandle problems/issues when they ariseRender decisions utilizing your discretion as appropriateKeep Administration informed
Effective Employee Relations
Honest Two-Way Communication
A Culture of Honesty, Fairness & TrustSensitivity to Employee IssuesClearly Articulated ExpectationsConsistency in Policy AdministrationRegular and Constructive FeedbackSupport/Encouragement
What is Your Responsibility?
Putting an end to the behavior that is disruptive so that the tasks and goals of the department can be accomplished.
Why?Poor Employee RelationsA Perception They are Not AppreciatedInsecurityPositive Reinforcement NeededDesire More AttentionPersonal Issues Unrelated to WorkNature of Their Personality
Lots of complaintsImagines problemsAppears innocentProvides no solutions; just problemsGets worse if ignored
ListenDon’t agree or disagreeInvestigateAsk specific questionsInsist on factsLimit discussion to job-related complaintsTake appropriate action
Wants to move up in the organizationUndermines supervisor; attempts to make him/her look foolishExtremely passive-aggressiveFriendly to your face; consistently stabs you in the back, though
Inform him/her that you know what is going onDo not allow idle time; keep him/her busyEstablish necessary limits regarding behaviorTake appropriate action
Bullies others to achieve resultsEmbarrasses co-workersThrows temper tantrumsAttempts to make supervisor feel inadequate
Utilize self-control in all interactionsEstablish a set time to deal with employeeConsider having witnesses availableAnticipate challenges to your authorityDeal upfront with accusationsTake appropriate action
Professional meddler“Knows Everything” (Not really, though)Likes to “drop in” to gossip
Meet with him/her privately and explain the negative impact of the gossip on the teamDo not allow idle time; keep him/her busyFocus on the problem created by the gossip; not the nature of the gossipTake appropriate action
Avoids, or desires to avoid, mistakes at any costLoses hope when things go wrong; can become negative & overwhelmedMay push deadlines to the limit or miss the sameCan become short-tempered with “less than perfect” employees
Employ patience; not contemptAcknowledge the desire for perfection but remind employee that perfection is often “in the eyes of the beholder”Maintain expectations regarding deadlinesDo not allow “negativity” to prevail
Wants a supervisory positionFeels his/her way is the best way to accomplish an objectiveOften “instructs” others as to how things should be doneCannot be objective
Remind employee YOU are the supervisorImpress upon him/her that there is not just one way to do somethingExplain behavior is counterproductive and bordering on unacceptable harassmentTake appropriate action
THE JEALOUS EMPLOYEE
Possesses an “entitlement” mentalityReacts with spite when others are promoted or receive raisesComplains of unfair treatment
THE JEALOUS EMPLOYEE
Do not enter into a discussion about othersExplain that everyone is evaluated or assessed according to their own effortsAvoid being dragged into an argumentProvide employee with suggestions for professional development, if applicableTake appropriate action, if necessary
WITH PROBLEM EMPLOYEES
Maintain eye contactWatch the tone of your voiceTime discussion appropriatelyBehind closed doors“After the dust has settled”Discuss impact of concern On the organization, co-workers, career
TIPS FOR DE-ESCALATING CONFLICT
Speak slowlyMake direct eye contactBe conscious of body languageSearch for the “win-win”Take a break, if needed
TIPS FOR DE-ESCALATING CONFLICT
Avoid starting sentences with the pronoun “You”
Repeat messages and clarify oftenWatch your languageAcknowledge the position and needs of the person involvedAsk open-ended questionsBreathe!!!!
Taking on a supervisory role requires one to deal effectively with people
It is a small percentage of employees who will create the biggest headachesDon’t forget to acknowledge the “problem-free” employeesRecognize that you will make mistakes; learn from themQuestions??
Karen B. Gokay, Esq.
Director of Human Resources & Public Relations610.email@example.com
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