Case Study: “You are a department manager in a mid-sized company that provides technology support services. You have ten employees who are required to maintain a high level of technical expertise and deliver excellent customer service. One of your employees, who has been with the company for two years, is performing at a substandard level and you have received numerous complaints from customers and coworkers. In addition, this employee has displayed confrontational behavior which has created a hostile environment. You must now meet with this employee and deliver an ultimatum regarding the need for immediate improvement or dismissal.”
The following is my personal explanation of how I would approach this employee, anticipate the employee’s response, and discuss which conflict resolution techniques you would use.
Assuming that enough research has been done to get a background on the issue (all sides of the story that are valid and obtainable), I would approach the employee described in this case study by scheduling a time to speak with him or her privately. I would make the appointment discreet so not to cause a stir or buzz amongst the other staff. I would sit down with the employee and first ask the employee how he or she feels about working for the company. I might ask if there have been any issues that may have been bothering the employee so that he or she does not feel attacked or confronted and therefore will hopefully not feel the need to get defensive. No matter how I start, I would make it a point to acknowledge a positive quality pertaining to the employee or give reason for valuing him or her as an employee in an attempt to show that my attempt to discuss the issue is with good intention. My purpose in making this effort is for two main reasons, in anticipation of a negative or aggressive response from the employee and to separate the issue at hand with the people involved. I think taking a positive first approach to conflict opens the door to resolution and peaceful communication.
Next, I would ask the employee about specific incidents and describe the results of those scenarios while providing alternative approaches to the conflicts and emphasizing effective and non-effective communication approaches. Often times, people simply don’t understand that how they react in certain situations, although emotionally pact for valid reason, are not productive or appropriate within the setting the conflict takes place. With this, I would describe the situation at hand by summarizing the facts of the situation and offering constructive feedback with regard to the complaints received, and convey my purpose which is to see the employee succeed. I would position the issue as an opportunity for growth for the employee, for the staff and for the company.
In light of the complaints and the employee’s performance level, I would then offer the following ultimatum (although, hopefully at this point it is a collaborative decision for the good of all parties involved rather than an ultimatum). The employee has the opportunity to agree to participate in the following steps to rectify the situation and remain an employee at the company:
· Complete additional training to improve technical expertise and customer service skills.
· Complete a coaching seminar on appropriate professional communication and conduct in order to learn effective communication alternatives to his or her current confrontational approach.
· If warranted, cooperate with a professional in the mediation process with the co-worker or co-workers involved in the recent disputes.
· Agree to follow up one month later to revisit the decision and measure the results of the arrangements that followed that decision to see if further action is required.
If the employee chooses to not complete the following steps or completes these steps and complaints and hostility continue to grow, and in the event that cooperation with secondary alternative solutions is not achieved, the only choice will be to then terminate employment.
