Well here is another required blog posting for my COM480 Communications Studies Capstone class. Nothing really to do with indie film producing and I may either create another blog expressly for these assignments or delete these posts after the class is over. I'm leaning towards the latter since there are only a few more weeks left in this particular course, however, it may be interesting to create a blog that consists of a compilation of all of my university schoolwork from the past few years.
Anyway, here is the latest assignment/scenario with my answer following;
Delivering Bad News Tactfully and Effectively
“You are a department manager in a mid-sized company that provides technology support services. You have ten employees who are required to maintain a high level of technical expertise and deliver excellent customer service. One of your employees, who has been with the company for two years, is performing at a substandard level and you have received numerous complaints from customers and coworkers. In addition, this employee has displayed confrontational behavior which has created a hostile environment. You must now meet with this employee and deliver an ultimatum regarding the need for immediate improvement or dismissal."
The scenario gives the impression that due to the complaints mentioned that there may have been previous attempts that resulted in this current situation. With that being the case, I would schedule a meeting with the employee to discuss the matter and given the employee’s confrontational history, would also request that someone from the human resources office also be present as an impartial witness as well as to assist and represent the employee’s interests regarding the fairness of the proceeding. However, were the situation not dictating that an ultimatum be delivered then I would have first met with the employee privately to discuss any underlying personal issues that may be affecting his/her performance and if there was anything the organization could do to provide assistance. In this meeting I would combine both escalation and conflict reduction tactics (Shockley-Zalaback, 2009) by informing the employee that whatever their issue, it is adversely affecting organizational progress and that first and foremost we are here to help but also stress that the current situation will not stand and will be resolved one way or the other. I would also take steps to let the employee know that he/she is a valued member of the team and to further explain exactly what both the team and employee have to gain and lose should the employee continue on the current course.
By placing a large part of the responsibility of how next to proceed on the employee places them and us in a less adversarial position that otherwise could have further served to escalate the conflict. It has been my experience that in many cases such as this, employees who feel threatened or cornered may feel that they have to “fight back” or defend themselves by channeling these feelings into actions such as wrongful termination litigation, which can result in lost time, productivity, and cost.
Attempting to actively collaborate with the employee can not only serve to possibly help the employee with whatever possible issues they may have that is causing them to behave this way, but also be put into their record that they sign as agreement to work together to resolve and improve the issues. Should things not work out and the employee should choose to pursue some sort of wrongful termination proceedings then the signed agreement could be entered as evidence that the organization did all they could to work with the employee and that termination was the last course of action before other alternatives were tried.
The ideal end result of the meeting should be that both the employee and organization come to a mutually beneficial agreement that assists the employee with whatever personal problems that may be causing the problems, reiterating the value of the employee’s place on the team, as well as collaborating with the employee to set professional goals and direction as to how the employee envisions their future with the organization.
Reference:
Shockley-Zalaback, P. (2009). Fundamentals of organizational communication. Boston: Pearson.