Workers’ bad behavior requires more than a discussion
Q: I have two pairs of employees who can’t seem to get along. The first pair talk so much trash about their coworkers that people from other departments have told me about their comments. The second pair just try to keep their distance and never make nasty remarks.
I am concerned about the two troublemakers and plan to call them in and repeat what I have been told. They will, no doubt, want to know who complained, but because I received this information in confidence, I don’t think I should reveal my sources.
I’m sure they will make excuses for their behavior, and I expect the drama to continue. However, I just want to let them know that I’m in the loop on the office grapevine. Does this sound like a good plan?
A: Well, you do have a couple of things right. Talking with the agitators is definitely a priority. Their public trash talk is not only escalating the conflict but also hurting the reputation of your group.
Keeping sources confidential is also a wise move. When employees are told about complaints, they often indignantly demand to know who made them. But because you are not obligated to divulge that information, this diversion can easily be set aside.
For example: “I understand your wanting to know who spoke to me. That’s just human nature. However, I owe that person the same confidentiality that I would give to you. So we need to focus on the issue, not the person who mentioned it.”
However, your plan does have one glaringly obvious deficiency — that is, you are making absolutely no effort to actually solve the problem. Instead of passively repeating hearsay and accepting that “the drama will continue,” you need to act like a manager and require some changes in behavior.
Start by informing the two troublemakers that their snarky remarks must stop immediately. Then give all four squabblers the nonnegotiable goal of resolving their disagreements and ending this juvenile bickering. While they don’t have to like each other, they do need to act like mature adults. After all, this is a business, not a playground.
Q: To get my new business off to a good start, I want to hire the best possible staff. When screening applicants, I plan to use multiple interviewers, conduct thorough background checks and have candidates take personality assessments.
Because I believe past actions usually predict what people will do in the future, I’m focusing my questions on applicants’ previous experience. I will also be looking for positive attitudes. Does this sound like the right approach?
A: Yes, for the most part. Background checks can prevent serious problems, and multiple interviewers will provide a variety of perspectives. Past behavior is indeed the best predictor of future behavior, and anyone with obviously negative traits should be screened out.
My only caution has to do with personality assessments. The internet has unfortunately made it all too easy to find invalid tests and inexperienced providers, and bad assessments can do a great deal of damage. So, if you decide to do testing, be sure to use a qualified professional.