Tactful Conflict Management

A conflict communication case study to consider:

“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.”

          In the case of dealing with an employee that is not only performing at a substandard level, but who is behaving in a hostile manner as well, it is important to exercise authority in a way that is both tactful and respectful. 

            In this particular situation, I would begin by analyzing whether the lackluster performance was a consistent issue, or if it was markedly different than the consistent performance.  If it were a new issue, I would ask the employee if there were any changed circumstances that may be affecting his or her work performance.  While it would not be an excuse for poor performance, it may become clear that there are ways management could assist the employee in order to help improve their work performance during a difficult time.  If it appeared that the issue was a consistent one, I would let the employee know that their work presence is appreciated, yet there are certain standards which employees in his or her position are required to maintain, and recent review indicates that these standards are not being met.  It is important to first clarify the purpose of the meeting, as well as to understand all aspects of the problem, including those from the other side (Hooper, 2011, creativecoaching.com). 

            It is natural to assume that the employee would at this point ask which areas appeared to be substandard.  I would reply that over the past two years, performance has been consistently poor.  I would then discuss the complaints made by both customers and coworkers, making sure to provide adequate detail and examples.  I would then allow the employee a chance to discuss their position on his or her performance.  An important part of conflict resolution is allowing both parties to have adequate time to state their positions.  This is a method of collaboration, as both sides are able to work towards a better understanding of the issue, while maintaining openness in their relationship (Culbertson, 2010, snu.edu).

            Hopefully, this would lead to a discussion of ways in which the employee could better their performance.  On the downside, the employee could disagree with the statements made and could proceed in an argumentative way.  In this case, I would then lead into the discussion of the appearance of confrontation in the employee’s actions, and the hostile environment that has arisen as an aftereffect.  I would firmly state that this type of behavior is not only unnecessary, but is also not welcomed at the company.  I would then give the employee a chance to explain his or her behavior, as well as his or her reasons for becoming confrontational with coworkers.  I would explain that mediation is available to work through any problems with coworkers, therefore confronting another employee in a way that makes him or her uncomfortable is unacceptable.

            After all points have been made and both parties have been given ample opportunity to discuss any additional problems, I would inform the employee that he or she will be given a probationary period of three months, an adequate timeframe in which to make a marked improvement in both performance and behavior.  I would set clear guidelines for both in a way that is easily understood and agreed upon by both parties.  I would let the employee know that failure to meet these guidelines by the end of the probationary period will result in immediate termination.  I would then have the employee, as well as myself and an HR witness, sign a document outlining the discussion, points of improvement, and the statement of possible termination.  In dealing with any situation of professional nature, especially in which certain guidelines are expected to be followed, it is important to document discussions such as these which could possibly affect the future of employment.  It is irresponsible to leave any room for negotiation or any loophole which could then be taken upon in a litigious matter if the employee is in fact terminated. 

References

Culbertson, Howard (2010). Conflict Management Strategies and Styles. http://home.snu.edu/~HCULBERT/conflict.htm. Accessed January 24th, 2011.

Hooper, Helen (2011). Handling Conflict in the Workplace.             http://creativecoaching.com.au/articles/CCS_Handling_Conflict.pdf. Accessed January 24th, 2011.