One of the challenges encountered by every manager is dealing with employees’ personal problems.
While the manager makes sure that the subordinate is capable of performing the assigned tasks, he must also avoid getting involved in any arguments or conflicts related to the personal life of the subordinates.
A manager can still manage to handle a troubled subordinate with sympathy and encouragement while making sure that the objectives and the company’s best interest will still be the focus.
Martin M. Broadwell, trainer and educator from Georgia suggest some approaches to managers on how to maintain balance in handling a scenario that will cause embarrassment to the employee or violate working relationship.
The first step the manager has to do is to specify the differences between the company working standards and the subordinate’s actual performance. Then ask what action should be initiated to improve performance.
This is the moment wherein the manager gives opportunity to the subordinate to disclose the problem, may it be personal or work related. The subordinate should feel the manager’s sincerity to listen without imposing.
As such, any employee who feels the sincerity of his manager’s concern and willingness to help may be encouraged to reveal the problem.
The next step is to determine the kind of problem the subordinate disclosed. If the problem is personal, it is best to refer the subordinate to experienced individuals who is an expert in handling the identified problem.
If the problem is about poor performance, a receptive manager can bring back the employee into performing based on standard through support and guidance.
A normal human being avoids conflicts as much as possible. However, in every organization, tensions between employees may result to positive benefits. As such, conflicts can be used in creating new or improve existing policies and procedures in handling employees.
Before taking any action, the executive must examine the motives of the conflicts between the concerned subordinates. Then, the decision must be made whether it is a healthy conflict or could cause damage to the company.
A healthy conflict happens when two employees, having the best interest of the company in their heart, have contradicting ideas on how a job should be done. Both of them feel that it will easier and become more productive if the other person would cooperate. The good intentions of both parties will lead to a healthy resolution from the manager who acts and decides objectively.
The other conflicts that may arise in the office are as follows:
- Destructive conflict- arises on the personalities of the people involved.
- Positive conflict-usually the result of stimulated communication and ends up with solution.
- Negative conflict-leads to an exchange of insults concealed but without facts.
It will be easy for a manager which course of action must be taken once the kind of conflict is clearly identified. If it is personality problem, it should be treated in the same manner as any other infraction of policy guidelines. When the conflict seems to be leading to a larger issue, the manager should start meeting with the persons involved to be able to disclose more information.
In the meeting, the manager must set some behavioral rules to avoid further clash between the concerned personnel. All issues must be honestly open for discussion. The meeting will serve as a brainstorming session and with the help of the subordinates, alternative solutions will be achieved.
Whenever conflicts arises, the manager must retain objectivity and a most valuable role – that of a mediator.
Any business entity would resolve to hiring qualified people with good background and experience. Some entities process the hiring by giving series of tests, through evaluations and ratings. For some, they prefer promoting people from within the organization than hiring new ones.
Whether an employee is picked by intuition or by formal assessment, there are some people who get selected for favored treatment. Promoting an employee however, can cause conflicts and maybe difficult to handle.
Considering the said issues, any subordinate can still be given the opportunity to grow and be promoted as a continuing office practice. The upgrading system from within the organization also creates a highly-spirited working environment because of strong competition among employees.
But there is the need to minimize the risk of special treatment for favored candidate for promotion and this can be done through the following suggestions.
- Selection of employees to be promoted must be done fairly, bearing in mind of the company’s requirements and qualifications in the selection process.
- Be honest and frank when there is someone given special treatment and ensure that the candidate is willing to accept the job and the responsibilities attached to it.
- Do not forget that there are other capable high-performing subordinates that can be tapped for upgrading or promotion.
- Favoritism can only be acceptable when the favored candidate has the qualities everyone in the organization will recognize as desirable and deserving promotable status as a clear cause for advancement.
Selecting favored employees for promotion entails a lot of well thought decision to avoid risking ones credibility in judgment.
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