Critical Analysis of the Article “How do you Deal with Difficult Employees?”
Article Title: How do you Deal with Difficult Employees?
Source: HR Magazine
- It is at times challenging to deal with people
- The management must learn the strengths of particular employees to assist them to become useful to the department (Meinert 1)
- Success is guaranteed when the management focuses on the right balance between the strength of the employee and the job to be performed
- The management needs to coach employees and to develop plan that will help attain their goal
- The administration should not take any criticism personally. Instead, they can design an approach to deal with the team members to attain the goals of the company
- Before the manager can recruit an employee, it is important that they provide adequate background
- In examining difficult employees, it is necessary to define the term.
- Defining the term results to evaluation of the main cause of the actions.
- Early communication is necessary in the case of an analytical and reclusive administrator. This is because the expectation of the HR role may vary from company to another (Meinert 1).
- Abundant feedback should be offered in addition to celebrating the achievements of the employees.
- Assessment of the organization’s culture is essential since it may be the major contribution to the attitude of the employee.
- As an administrator, it is necessary to be prepared for the worst scenarios by reinforcing the expectations of the company on the conduct of employees while at work.
Why I Agree or Disagree
I totally agree with the guidelines offered in the article on managing complicated employees in the company. Indeed, it is true that some people are just too complicated to work within a team (Murray 1). This is irrespective of the presence of cogent managers in such organizations. It is similarly true that these people can be motivated to become the best employees. As a sagacious person, I would adhere to the directives that advise me as the manager. Rather than being a judge of the employees, it is necessary for the manager to be transparent, and consistently seek feedback from the staff on new initiatives and roles. I believe that following the guidelines provided in the article will differentiate managers in relation to the skills acquired. The article, however, fails to provide recommendations to managers how they can remain salient and respectful to the staff, and hide emotions at times. Javitch (1) describes a salient illustration of managing such employees. He categorically states that ignoring a problematic employee would jeopardize the success of the company.
Javitch, David. “5 Steps to Deal with Difficult Employees.” The Entrepreneur. 2009 June. www.entrepreneur.com/article/201950. Accessed on February 23rd, 2017
Meinert, Dori. “How do you Deal with Difficult Employees?” Society for Human Resource
Management (SHRM). 2017 January. www.shrm.org/hr-today/news/hr-magazine/0217/Pages/how-do-you-deal-with-difficult-people.aspx. Accessed on February 23rd, 2017
Murray, Joanne. “Difficult Employees: A Bad Apple in the Bunch.” The Monster. 2017. hiring.monster.com/hr/hr-best-practices/workforce-management/employee-performance-management/managing-problem-employees.aspx. Accessed on February 23rd, 2017