Periodically, we ask three HR managers how they’d handle a difficult situation at work. Today’s problem: An employee is a top-notch producer, but her attitude drives others to leave. 

The scene:

“Well, we’re unhappy about losing you,” said HR manager Dana Wiley as she closed out the exit interview with Jeremy, a once-promising employee who quit after only three months. “But good luck.”

Right after they shook hands and Jeremy walked out, Dana got on the phone with Jeremy’s manager, Phil Ramirez.

“You know why Jeremy’s leaving, right?” Dana said after they got through some small talk.

“He told me he felt he had a better chance to advance with the other company,” Phil replied. “Did he tell you something else?”

Continual bad-mouthing
“He sure did,” Dana said. “Jeremy said he’s leaving because Jenna Nevin told him this was a bad company to work for,” Stu continued. “In fact, he says she talked that way nearly every day.”

“I should have known,” Phil sighed. “She’s been bad-mouthing the company for a long time now, ever since we changed the compensation structure. I’ve talked to her about the problem, but nothing’s changed.”

“Why do you put up with it?” Dana asked.

“Despite her attitude, Jenna’s still one of our top producers,” Phil noted. “And in a lot of months, she’s the top producer.”

“I understand,” Dana said. “But what about the consequences of having her come into contact with other employees, especially new ones. That can be toxic.”

“You’re right, Dana,” Phil agreed. “So, what should we do about it?”

If you were Dana, what would you recommend to Phil?

Dianne Duncan, HR director, Franklin, VA
What Dianne would do:
This employee has to understand the overall negative effect she’s having on the the company. To get that point across, I’d meet with her to let her know what’s happening as a result of her complaints, and that it has to stop.
Reason:
It’s possible that she’s already aware of the effects of what she’s said, but before doing anything else, that would have to be made clear. Once that’s done, you can consider discipline for further incidents.

Don Haverkamp, HR director, Portland, OR
What Don would do:
Our approach is that behavior and attitude are parts of a person’s overall performance. With that in mind, I’d treat this as a performance problem and use whatever system we have to improve that part of the person’s performance. If it calls for progressive discipline and even eventual termination, then that’s the course we’d take.
Reason:
You can’t excuse a bad attitude just because someone’s numbers are good. In fact, I’d predict that if her attitude went uncorrected, her numbers eventually would go down.

Tom Petersen, HR director, Eagle River, AK
What Tom would do:
First, I’d try to find out exactly what she was saying and whether there was any truth to it. For instance, did she say the company cheated her or lied to her? If so, and there were no grounds for serious charges like that, I’d recommend discipline and possible termination. I wouldn’t be so tough if all she was saying was she should get more money, or something like that. Certainly, I’d address it with her and tell her she’s risking discipline.
Reason:
If she’s going to say terrible things that have no basis in truth, you have to deal with the situation decisively.

Tags: attitude, Discipline, HR