Delivering Bad News Tactfully and Effectively

It is always a good idea to meet with employees who are not getting the job done or have an attitude problem. The company or organization has already invested time and money into this employee, so it is in best interests to share some of your knowledge in an attempt to increase the investment (Doh, 2003). Take time to coach the employee even if it is just for one minute. Coaching sessions do not have to be very long, they need not exceed ten minutes and should only state the problem and an action plan towards a solution. Some employees may not be aware of what they are doing wrong or how to fix it. If an employee has an issue early on, then it should be addressed quickly and effectively (Ivancevich, Konopaske, Matteson, 2007).

I only suggest one to two coaching sessions to explain to them the problem in hopes they change. I would make it clear they are on the edge. I defiantly do not want to surprise them when I let them go. I would also give them a written explanation of the issues as well. This will make the confrontation when firing them a bit easier and help avoid potential legal issues, as I will have a written record of the problem and the employee will not be surprised. I think for unethical behavior, I would skip this step and just fire the person immediately. If an employee shows absolutely no desire to improve after a couple of coaching session…terminate immediately. There is no need to give them any more warning “shots”.

When someone shows resistance to improvement, then that is not the type of employee to keep around. It does not matter how skilled that person is, if they are not willing to improve then having them will stunt the company’s growth. Because this employee may be bringing down office morale, I would give one brief warning and not much more, because it is really not a fire able offense. But that negativity must be nipped in the bud immediately. Negativity spreads like wildfire. More simply put, as soon as employees are bringing down office morale and harming production, it is time for them to go (Stogdill, 1989). It would be unwise to fire a person without providing at least some direction. Nevertheless, it is even more unwise to spend too much time and energy trying to turn the marginal employee into a star. You owe it to yourself to at least put some amount of effort into helping them, but you are also not a babysitter. If an employee has been told what should change and you do not see improvements from that employee with a week or two, it is time for that person to go.

 

My formal letter of warning would go as such:

Dear Mr. Annoying:
Re: Written Warning

In accordance with AP 2-2 of the collective agreement, this letter serves as a written warning for instances of a verbal altercations that occurred between you and several co-workers as well as several clients. After receiving various complaints, I called you into my office to discuss these allegations and ask for your input. I asked you if you had any explanation for your behavior, and you stated that you had been having some personal difficulties at home, but you did not elaborate.

I have decided to give you a written warning for your misconduct. At this time, I expressed that you are expected to treat co-workers and customers with respect. You forewarned that repeated incidents of such behavior would lead to further discipline or dismissal. You have failed to follow my direction to not be confrontational, and I have no choice but to impose this written warning against you. This letter will be entered into your personnel file for one year from today’s date, in accordance with Policy AP 2-2.

Once again, I must take this opportunity to remind you that any future repetition of disrespect or swearing towards co-workers will lead to further discipline, up to and including dismissal. Also,
if there are any personal concerns you wish to talk to me about, please feel free to contact me. In addition, our insurance carrier, provides coverage for professional and confidential counselling, which you may decide to take advantage of.

Sincerely,

Shamika Esquibel

Division Manager

References

 

Doh, J. P. (2003). "Can leadership be taught? Perspectives from management educators". Academy of Management Learning and Education

Ivancevich, J., Konopaske, R., Matteson, M. (2007). Organizational Behavior and Management. New York: McGraw-Hill Irwin.

Stogdill, R. M. (1989). Stogdill's Handbook of Leadership: A Survey of Theory and Research. Bass, B. (ed.) New York: Free Press.