Q I find it uncomfortable when employees bring personal problems into the workplace; I am unsure how to approach and resolve them. As we are a fast-moving operation, I do not always have the time to offer support. How can I deal with such situations?
A Generally, it is an expectation of most workplaces that when you come to work you ‘wipe your feet at the door’ and leave your personal problems outside. But for most employees it is not always so simple. As an employer, it is important to take responsibility for your employees and implement changes that can help make a big difference to the atmosphere and efficiency of the team, as well as supporting the individual.
Failure to address problems could cause a decrease in productivity and increase absence rates. It is important to separate the employee’s personal problem from the effect it is having on the work environment and is unlikely to always be clear cut, with problems often overlapping both arenas.
From a performance management point of view you may have a problem to fix, as a result of an employee having a personal problem. Having a good relationship with your team is essential; if it is not there, employees may feel too afraid or ashamed to admit they have personal issues.
The manager must always act as the company’s representative, helping in a trustworthy and non-judgemental way. It is not the manager’s role to be a counsellor, but to act as a mentor.
The starting point to resolution is to listen to the problem and find out what their needs are. Offering advice or solutions at this stage may not be what they need. Kindly tell them their situation is affecting their work, and offer to help resolve this. Find out how employees believe they can resolve this. With these ideas, you can discuss what can be done.
Evaluate the situation, what is different about their behaviour and how it is affecting them at work. If you know what the problem is, do your research and gather information. Develop a plan, how flexible can the organisation be, but also what you need from your employees. Act quickly and face the problem, call a meeting and discuss what you have noticed so far and what you have done to prepare. Acknowledge that it is the behaviour that is causing the problem not the person.
Make no assumptions and remember that employees have feelings, even if they do not respond the way you had hoped. You may need to keep revisiting the problem with your employee, tweaking the plan and acknowledge what has and has not worked.
David Price is managing director of Health Assured
