by Mary Beth Barry
Most of us have put off having a difficult conversation with an employee who has broken the rules, had poor conduct, or is not meeting performance expectations. The reasons why we do this vary. We could think the issue will go away on its own, that the issue doesn’t seem serious enough, maybe we don’t want to hurt someone’s feelings or impact their livelihood, or perhaps we don’t know how to address it. While some of this could be valid, in most cases, this rationale is not beneficial for the employer or their employee.
Often times leaders want to overlook employee violations because, as Catholic leaders, we know that God wants us to love, forgive and value the dignity of our employees. If a leader has known an employee for many years, attends Church with them, or knows them and their family personally, these conversations can be even more difficult.
While there is seldom a quick-and-easy answer for dealing with poor behavior, consider how continuing to allow unacceptable behavior in the workplace could negatively impact the mission of your organization.
Behavior that is not consistent with your mission, values, or expectations can result in:
- Diminished employee morale.
- The purpose and goal of your organization being overlooked.
- Your customers and clients having a negative image of your organization.
- Damaged relationships with colleagues, making it harder for them to collaborate effectively.
- Inconsistencies in applying discipline, which could result in unintended discrimination.
- An increase in an organization’s potential legal liability.
- Reduced productivity or customer service for that employee and their team members.
- Reduced profitability.
How (as leaders) do we reconcile our duty to God to love our neighbor with our commitment to upholding the mission and values of our organization?
As Catholic employers, we are communities responding to the call of Christ; communities called to make the living Christ present in the world today. Therefore, our mission, values, and purpose represent this commitment. In turn, an organization’s mission relies heavily on its employees’ choices and behaviors. If an entity is to meet that calling, it cannot undermine its mission by allowing behavior that contradicts that mission and its purpose to continue.
By appropriately addressing bad behavior, an employer can create a positive work environment that fosters dignity, respect, growth, and success for both the employees and the company.
Leaders must remember that to fulfill their commitment to living out their Christ-centered mission, they must hire and retain employees who support their mission. Fundamentally, leaders approach disciplinary action with fairness, consistency, and respect for the employee’s dignity while also ensuring that the organization’s mission and values are upheld. When employees feel valued and respected, they are more likely to behave in a positive manner which strengthens the purpose of your organization and supports your mission and identity.
Although it may initially be uncomfortable to discuss your concerns with an employee, having a direct and truthful conversation usually leads to an employee either improving their behavior or leaving on their own. This direct conversation may include you guiding an employee to work somewhere that better aligns with their skills/attitude/desires or guiding them to work somewhere that doesn’t require them to be someone they aren’t or don’t want to be. This may not be pleasant and easy; however, it may be the most caring thing you can do for that employee.
Let me give you an example of how things can work out, even if not how you want them to.
Consider this example from when I worked at a hospital. A director came to me with a concern about a nurse manager. This manager had been promoted from being a nurse about a year before. She had worked for the organization for over ten years and had proven to be a gifted and skillful nurse. She was promoted to a manager position after a thorough interview process and was excited to take on a higher-level position managing people. However, it turned out that she did not have the necessary skills/personality to manage employees. Even after sending her to management classes, letting her shadow another manager for weeks, and having thoughtful but difficult conversations, she still felt completely uncomfortable in the manager role. She could not successfully fulfill duties like delegating work, handling employee issues, or writing and conducting performance reviews. In the end, she decided that she preferred to go back to being a nurse. Although this didn’t work out the way we planned, with the woman becoming a successful manager, it worked out being a better fit for her and the company. Additionally, we improved our internal promotional process as a result.
What if there are no other available positions, and the employee chooses not to leave or improve their behavior?
Consider that if a problem is left to fester, it could result in much bigger issues. Consult HR and an attorney where necessary and then consider that the only next step could be terminating an employee’s employment. While this may not feel kind, keeping an employee in a job that they aren’t good at, that they loathe, or one that has a mission that they do not support is not loving. It is actually stressful, sad, and unpleasant for the employee, not to mention the people who have to work with and deal with that employee.
Below are some important concepts to remember when dealing with poor performance or behavior:
- Try and address an issue as quickly as possible.
Begin conversations (and applicable disciplinary protocols) once you are made aware.
This helps ensure that an issue is not forgotten and does not spiral into a more significant issue. - Remind employees that we do not expect them to be perfect. We expect our employees to “fall down,” and we want to help them experience God’s mercy and support them in getting up.
- Would this employee be qualified and a better fit for another open position in your organization?
- It is rarely too late to deal with an issue.
Find ways to incorporate discussions in performance reviews now. - Define expectations based on your mission, culture, and values.
This helps connect work to a larger purpose. - Clearly set (or reset) and define expectations for an employee.
This holds all employees accountable for their job responsibilities. - Explain your role in supporting an employee in improving/correcting behavior.
Will you monitor their performance/behavior more regularly, and how?
What additional training can you provide?
Set regular “meetings” to provide feedback. - Accept feedback from employees concerning obstacles they may be facing.
Listen actively and do not be defensive if they offer criticism. - Make sure expectations and relevant policies are clearly communicated to all employees in writing and are consistently and fairly enforced.
Reference mission statements, handbooks, orientation materials, and job descriptions. - Identify shortcomings while providing an opportunity for improvement and success.
- Set achievable expectations that are measurable.
- Regularly and accurately document employee performance.
- Document all conversations, including verbal warnings.
Include details such as dates and examples of how performance has progressed (whether it has improved, stayed the same, or deteriorated). - Set the tone for good work behavior in the workplace.
If you are not willing or able to address a concern or issue, how can you expect employees to initiate their concerns or give feedback. - Consider how it feels to be on the receiving end of a difficult conversation.
Depending on how the conversation went, it could have inspired and challenged you or you could have ended up feeling discouraged and defeated. - Don’t forget to consult an attorney, when necessary, based on your protocols.
Remember, an effective discipline program is beneficial to both the employer and the employee. It helps employees correct any shortcomings with the goal of becoming a valuable, contributing member of your team. And as a result, it can help protect an employer if a termination or other adverse employment decision becomes necessary.
The next time you are facing a tough employee decision or want to dialogue about employee performance or behavior concerns, please give me a call. After many years as an HR professional, I find that being able to talk through a difficult situation or employee relations issue can be extremely helpful, and it’s one of the things I love most about my role. Remember, CBA is here to support you. Please reach out to us or email marybeth@catholicbenefitsassociation.org