“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 a similar situation, my own boss leaves a note in the paycheck envelope requiring a meeting. I would follow suit with my own employee, notifying him in some manner that we need to speak. Approaching him on the floor in front of coworkers can only lead to disaster. It is important that the employee be allowed to save face in front of his peers. He has, in the past, obviously been a good employee or he would not have been with the company for the two years he has been. In a situation like this, I would invite this employee to my office and assure his comfort before mentioning the problems. Diplomacy in conveying bad news, even to a subordinate, is a must (Lannon, 2008, p. 344).
In this case, it is probably best to build the case first, coming to the main point at the end of the discussion (Lannon, 2008, p. 344). I would explain to the employee the necessities of working together as a team and what that does for our company, as opposed to everyone acting in the manner he has (describing his manner without blaming him personally). I would further explain the consequences for substandard work and offer solutions to a hypothetical employee who might be having troubles at home or with family that may cause such substandard work.
In this case, it is probably best to build the case first, coming to the main point at the end of the discussion (Lannon, 2008, p. 344). I would explain to the employee the necessities of working together as a team and what that does for our company, as opposed to everyone acting in the manner he has (describing his manner without blaming him personally). I would further explain the consequences for substandard work and offer solutions to a hypothetical employee who might be having troubles at home or with family that may cause such substandard work.
After pleading my case, I would convey to the employee the complaints of customers and coworkers. I would use “they” statements so as not to sound accusatory: “Customers feel neglected when…”, “Coworkers become upset when…” If I have observed the behavior myself, I can insert my own feelings using an “I” statement (Cahn & Abigail, 2007, p. 112). In this way, I can hope that this employee can begin to understand the havoc he is wreaking and precisely how this behavior is detrimental to the company.
My ultimatum would involve a two week, or ten working day, probationary period during which the employee must show improved behavior and work ethic. I will explain that this probationary period is necessary to determine if he is still a good fit for our company, or if another place might be better for him. I am, in effect, delivering his options: change or termination. If he is a good employee and has been having a rough time at home, I will explain the need that he come to me, as his employer, and explain the issues he has. I will attempt to help, but I cannot overlook his inappropriate behavior. I have an open-door policy and my subordinates are welcome to come to me with any problem, personal or otherwise. If he chooses not to come to me and to continue to perform substandard work and behave inappropriately toward the other employees, it will be necessary for him to find another place of employment. He has given my company two good years, and I appreciate it, but I must consider the good of the company.
Lannon, J. M. (2008). Technical Communication (11th ed.) Ashford Custom. New York: Pearson
Cahn, D.D. & Abigail, R.A. (2007) Managing conflict through communication. Boston: Pearson.