How to Break Tough Nut as a HR Manager
Everybody tries to avoid working with a person who creates problems rather than solving them. Every organisation has one such difficult nut. Therefore, dealing with such problematic employees decreases productivity and increases frustrations.
How can an HR Manager ensure a permanent solution to this problem?
Let us take a closer look at the problem and freeze five sure shot ways to ensure that you as a manager can crack this difficult nut and in turn effectively optimize his skills.
Evaluate well: You have to be clear about your subordinate’s capabilities and the tasks assigned to him. The quality of the work, expected of him; whether he works within the deadlines given. All of this needs to be checked upon to channelize his work.
Leveraging: The problem-people of the organization can be trying at times, but when you manage to give them the required leverage & importance, they can actually be useful to the team dynamics. However, they should never be given any leadership role.
Spot and Discuss: Somewhere along the way, you will hear these things: 'Sorry, I can’t come to office today; I’m sick once again!', 'I would have helped you with this project if I did not have pending work.' The employee who always seems to disappear whenever there is work to be done. An honest and frank discussion with such people is the only way to tackle their attitude.
Limit Team Interaction: An arrogant person is unlikely to change, though there is a twisted solution for this. If a narcissist is exceptionally talented, you can look at giving him work that he will be able to do alone with limited team interaction.
Solo Analysis: When you realize that the employee thinks himself to be the know-it-all of the company. you need to find out how his intelligence impacts the team both positively and negatively. Let Einstein do his analysis and let him realize his weakness and strength.
With difficult, loud people, ask, why is he or she so difficult? Maybe my thought is that this person is insecure, so I change my behaviour, things change for the better, and the other person takes the credit.
But there’s the beginning of a relationship.
Four Ts of Crucial Connections
To work on difficult relationships, Schooling recommends the four Ts.
Targeted. Start with a targeted request, says Schooling. “I don’t know this and I want to know it.” It’s a simple request.
Tentative. You are connected, and now you want more. You are comfortable e-mailing, and a relationship is starting to build.
Transactional. You work well together to get the day-to-day work done.
Trusted. This is the hardest to achieve, but it is the most beneficial. You are a mentor, a partner. This is the kind of relationship we need.
Having to maintain an internal vigilance is the price that entrepreneurs & managers have to pay for a nut-free workplace. When they apply the above measures, 'employee nuisance' seems to get mitigated.
Shriya Kumari [MBA HR]
AirCrews Aviation Pvt. Ltd.