Effective Discipline

            Though unfortunate, it is a workplace fact that there are employees who are difficult to work with and must be disciplined.  In this instance, the problem employee is a member of a ten-person team, all of whom are expected to be well-versed in the technology support services the company provides, while also providing outstanding customer service.  Not only has this person not been upholding this standard, customers and coworkers have lodged complaints against him.   Furthermore, he has the propensity to be confrontational thereby creating a hostile working environment for other team members.  Careful consideration must be given to the nature and degree of discipline; by examining the best approach to disciplining this employee, anticipating the employee’s response, and analyzing which conflict resolution techniques would be best used in this situation, the best course of action for dealing with difficult employees will be outlined.

              According to Sykes, managers cannot let bad behavior continue, so discipline must be delivered; “That doesn't mean punishing her, but helping her change her behavior” (2014).   This employee will likely be resistant to constructive coaching due to the fact that hostile behavior has already been displayed and complaints have been leveled.  However, a disciplinary conversation with this employee would be best approached from the standpoint that there might be a personal aspect to this person’s behavior that requires sensitivity. 
If this is the first time the problem is being addressed, it will be best to begin with the minimum discipline necessary (Sykes, 2014).  Additionally, all prior infractions and complaints would be documented and tracked for use in this disciplinary session and future ones, if needed.  Coaching and criticism would be delivered in a respectful, fair and consistent manner; if the employee becomes heated, the manager must not react on a personal level.  Logistically, this type of conversation would be best had in a private office or conference room.  However, if this is not the employee’s first offense and a stricter reprimand is required, a witness from upper management or human resources may be helpful in avoiding and explosive reactions.
A real life scenario may unfold as follows: set a meeting for a future date and time so there is ample preparation time for both parties, bring all pertinent documentation to said meeting, be respectful of the employees concerns but steer the conversation, advise the employee that their behavior is unacceptable and will not be tolerated, and since it is the first time the employee has been spoken to about these issues, a written warning will be given with the next step being termination.   According to Falcone, a written warning appropriate to this employees particular situation would read as follows: ‘‘if you ever again engage in behavior that could be construed as offensive, demeaning, hostile, or that in any way makes a coworker feel diminished or less of a person, you will be immediately discharged for cause.’’ (2008).  Clarity is imperative in order to avoid any misunderstanding regarding employee or management expectations.
            In preparation for disciplining this problem employee, it is best to attempt to anticipate how they may react to the bad news.  It is safe to assume that the employee may be fairly argumentative since complaints of hostility have already been reported regarding this individual.  Additionally, the employee will likely make many excuses and blame others for substandard technical skills and customer service.     
            Conflict resolution techniques will be helpful in defusing any attitude or anger the employee displays during the course of the meeting.  De-escalation tactics like maintaining eye contact, mirroring the other person’s body language and words, and speaking softly when confronted with yelling, will all assist in ensuring a productive disciplinary session.  When eye contact is maintained, it is less likely that the other party will feel that they can dominate, or take advantage of the situation.  By mirroring the employee’s body language, you are acknowledging and reinforcing that you are hearing and internalizing their concerns.  Repeating concerns back to them also ensures that there are no further miscommunications.  Lastly, when in the midst of a difficult conversation or heated argument, a useful tactic in defusing the situation is to speak softer than the person yelling; in this way, they are forced to lower their voice to hear you and respond if they wish to continue the conversation.  In this way, effective discipline may be delivered.         

Falcone, P. (2008). 101 Tough Conversations to Have with Employees : A Manager's Guide to Addressing Performance, Conduct, and Discipline Challenges. Saranac Lake, NY, USA: AMACOM Books. Retrieved from http://www.ebrary.com
Sykes, C. (2014, 09). HOW TO offer even-handed discipline for errant employees. Today's Garden Center, 11, 9. Retrieved from http://search.proquest.com/docview/1635290912?accountid=32521