How to Have a Conversation About an Employee's Attitude
You can attribute an employee's bad attitude to a number of reasons, and not all of them have to be related to the employee's personality. The frustration associated with work demands and competing personal obligations can cause employees to exhibit poor behavior in the workplace. However, if you believe an employee's attitude in the workplace is detrimental to the productivity and morale of other employees, you should address the employee's behavior with haste. Resolving workplace attitude problems before they worsen is in the best interest of the company and the employee.
-
1.
Observe the employee's behavior over the course of one to two weeks and at different times throughout the workday. Don't base your judgment on just one or two instances in which the employee may have been frustrated or simply having a bad day. Obtain information from the employee's supervisor if you don't have direct daily contact with the employee. Ask the supervisor for concrete examples that illustrate a poor attitude. Insist on objectivity throughout the conversation about the employee's attitude and accept only clear evidence instead of subjective comments from the employee's supervisor.
-
2.
Schedule a time to meet with the employee near the end of the workweek. Having the conversation on the last day of the workweek can give the employee time for introspection over the next two days. Be forthright in your communication with the employee. Provide examples of instances in which you've personally observed the employee's attitude at work, including her demeanor during interactions with co-workers, supervisors and managers. In addition, note any times the employee has demonstrated a poor attitude during her interaction with customers or clients.
-
3.
Ask questions about what precipitated the employee's behavior. If the employee's attitude is due to frustration concerning job demands, lack of requisite skills or being assigned work that doesn't match his skill set, offer to provide training or orientation so the employee can be successful. Consider assigning the employee to another department or position if he doesn't have the necessary qualifications to perform well in his current job. It's not unusual for employees to exhibit poor attitudes when they believe their employer has assigned job duties and responsibilities that are outside the employee's expertise. If an employee believes he has been set up to fail, he's likely to exhibit an overall poor attitude.
-
4.
Explain the consequences of having poor behavior in the work environment. Describe the effect one employee's attitude can have on the entire workforce, such as a drop in employee morale and the inability to work together with co-workers in a team environment. Discuss the possibility of disciplinary action for exhibiting behavior or attitudes that conflict with the company's philosophy and business principles.
-
5.
Give the employee recommendations for improving her attitude about work. Reassure the employee that you'll do your part to resolve any issues that are preventing her from accomplishing her job duties. Draft an agreement with the employee -- similar to a performance improvement plan -- that focuses on improving workplace behavior that stems from having a poor attitude. Schedule a follow-up date to evaluate the employee's progress. Upon reviewing the employee's progress, congratulate her on achieving the desired outcome and require that she sustain her results by remaining a fully engaged employee.
References
Resources
Tips
- During your conversation with one employee, determine whether that employee's attitude is indicative of how others feel about the work environment. If you believe poor attitudes are widespread, consider developing an employee survey to determine the reasons employees appear to be dissatisfied.
Warnings
- When you're discussing workplace behavior with an employee and sense that the employee's problems come from outside influences, such as family troubles or matters that aren't job-related, don't pry. Tell the employee that if non-work factors are affecting attitude, performance or behavior, that the employee assistance program may help resolve those issues.
Writer Bio
Ruth Mayhew has been writing since the mid-1980s, and she has been an HR subject matter expert since 1995. Her work appears in "The Multi-Generational Workforce in the Health Care Industry," and she has been cited in numerous publications, including journals and textbooks that focus on human resources management practices. She holds a Master of Arts in sociology from the University of Missouri-Kansas City. Ruth resides in the nation's capital, Washington, D.C.