Periodically, we ask three HR managers how they’d handle a real-life problem at work. Today’s problem: Personality clashes among an important group are getting in the way of results.

The scene
HR manager Sandy Chase joined Robert Cepeda to have lunch at the picnic bench next to the building.

“So, how’s our committee doing at figuring out how to update our employee benefits?” Sandy began the conversation.

Robert, the head of the benefits committee, pulled a sandwich from a brown bag and sighed, “Not so good, Sandy.”

“Seems like we put together a good group representing every department,” Sandy noted. “What’s the problem?”

No agreement - no progress
“We have some major personality problems,” Robert replied.

“It seems like half the people in the group hate the other half. We’re having a tough enough time agreeing on how to arrange the seating at meetings,” he half-joked.

“So I don’t see how we’re ever going to agree on a recommendation for a benefits package.”

“Do we need to replace some of the committee members?” Sandy suggested.

“I’m not sure where I’d begin with that,” Robert explained. “It would be hard to point the finger at anyone - they all have issues with one another.”

“This really is a problem,” Sandy said. “We’re counting on the committee to make some recommendations that will have long-term effects on benefits here.”

“I agree,” Robert nodded. “The question now is what to do about it, before things get worse.”

If you were Sandy, what would you do or say about the problem with the committee?

Cynthia Brown, HR director, Summerville, SC
What Cynthia would do: I’d confront the problem head-on and tell people that they have to put aside their personal feelings because we’re counting on them to get the job done.
Reason: My experience is that you get better results when you’re open and state the problem plainly. If you try some sort of back-door approach, people get suspicious and tend to resist your suggestions and ideas.

Gary Lane, company president, Cutler, ME
What Gary would do: One problem seems to be that Robert has responsibility but lacks authority. That’s always a recipe for trouble, so I’d give him some authority to reward or penalize people based on how they perform with the committee.
Reason: You have a situation where no one is in charge and people are allowed to let personal feelings get in the way of progress. Change that situation and you’ll change the way they interact.

Sue Scricco, HR director, Shrewsbury, MA
What Sue would do: You could try to meet with people separately and explain the problem to them, without placing blame on anyone. The conversation could go something like: “We’re counting on you to cooperate with everyone, even though we know that’s sometimes difficult. We’re not interested in who’s causing the problem. We’re only interested in getting results.”
Reason: If you meet individually, you have a chance to avoid the finger-pointing that sometimes goes on when people disagree in a group. It’s easier to persuade people individually, too, as long as they don’t feel threatened.

Tags: benefits, benefits package, committee, HR