Many lawsuits result from relatively small, manageable disputes that weren’t dealt with directly, often because HR simply didn’t know what to do or feared making it worse. Kathy Perkins, one of the presenters of our webinar, "How to Resolve Workplace Conflict," offers these proactive strategies for dealing with disruptive conflict.
With some employees, it isn’t a matter of ability, it’s a matter of attitude. And while you can’t control someone’s horrible personality, you can decide how you’re going to respond. Use these scripts and strategies to confront problem employees and effectively manage employee discipline so you can bring motivating back to the forefront of your workday.
The first rule of people management is not to let one bad apple spoil your whole bunch. Difficult people can put a strain on the productive members of your team.
Make the most of your human capital. Browse our articles on the good, the bad and the ugly of People Management…
Some employees refuse to accept their employer’s solution to their discrimination complaints. They demand more action. Sometimes those employees begin working against their supervisors, perhaps assuming that any disciplinary action would constitute retaliation. Do you have to cave to their demands?
Many lawsuits result from relatively small, manageable disputes that weren’t dealt with directly, often because HR simply didn’t know what to do or feared making it worse. Here are my favorite strategies for dealing with disruptive conflict, based on the book Resolving Conflicts at Work by Kenneth Cloke and Joan Goldsmith.
When sued, employers must preserve all evidence in their possession that may concern the lawsuit and its underlying claims. That means that as soon as you receive an EEOC complaint, you should issue a litigation hold directing the retention of all electronic communications, such as e-mails. Don’t let employees make their own decisions about which e-mails they should keep.
Vouchers for compact fluorescent light bulbs and rooftop solar panels have taken their place next to health insurance and flextime as popular employee benefits. Young job-seekers want to work for socially responsible, environmentally friendly companies. That’s one reason more companies have begun offering “green” employee benefits.
The idea behind alternative dispute resolution is that cases will take less time and cost less money to litigate. But that may not always be true. Often, employees who have signed arbitration agreements and promised to use an alternative dispute-resolution process end up suing in federal court to try to get the agreement thrown out. Courts often oblige.