Managing a problem team member out of the workplace

We’ve all experienced problem team members.  They just don’t fit in with other staff.  They constantly snipe at management and colleagues.  And they are painfully unproductive.

What do you do?  Make life so difficult for them they resign or manage the process and minimise fall-out?

Employers need to effectively manage the process to ensure that it doesn't create trauma within the organisation.

Very few staff try to be dysfunctional team members.  Negativity and lack of productivity could stem from a variety of causes.

Firstly, does the employee have a clear understanding of their role and the expectations of their performance?  Lack of role clarity causes confusion, anxiety and less than optimal performance.  A clear and well explained job description is the pre-emptive strike against problem staff.

A professional process of induction can also eliminate sparks before a bush fire develops.  Staff are more likely to fit into the groove and become cohesive team members if they receive a comprehensive induction when they commence with an employer. 

Policies and procedures, a sense of feeling welcome and valued and the organisational culture are all conveyed at induction. 

So what if you’ve done everything by the book and you still end up with a bad egg?

This is when astute management is required.  Problem team members need to be dealt with swiftly.  If they are left to their own devices, they will quickly infect those around them.

An individual management plan becomes the road map for employee and manager to navigate the relationship out of the rough and back onto the highway. Through non-confrontational consultation, the manager should explore possible causes for problem behaviour.

Does the team member have specific training needs?  Are personal issues impacting on the employee’s ability to perform productively?  Is the behaviour a symptom of bullying or harassment from other team members?

The individual management plan becomes the pact that will ultimately determine the employee’s future.  It must be clearly documented and reviewed within an agreed timeframe.

If the employee fails to respond appropriately, the individual management plan becomes the historical document detailing non-performance or misconduct.  It is the manager’s insurance policy when all that remains is the termination meeting or exit interview.

Through careful management, problem team members can often be set back on track with renewed vigour.  Or alternatively terminated with due process and transparency.  Either way, effective management prevails.