Transcript The Angry Employee - Case Western Reserve University

Human Resource
Administrator
Meeting
November 1, 2011
Case Western Reserve University
Department of Human Resources
Agenda
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Welcome
Managing Employees with Emotional Issues
Benefits Update
Employment Update
Legal Update
Updates and Questions
The Emotional Employee:
When Change
Comes to the Workplace
Presented by:
Swan Khanna-Salehi
EASE@Work Clinical Manager
Change isn’t necessarily bad,
but it is scary.
Change is Change by Any Name
Whatever the reason for change in the workplace
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the economy
poor decision-making
budget cuts
mergers
out-sourcing
downsizing
reorganization
etc…
Simply complaining, ranting or making accusations only goes so
far. At some point, employees need to move off the problem
and consider solutions and positive responses to change. As a
manager, you can help them through change.
Phases of Change Acceptance
Another way to look at it…
Let’s talk about the phases of change
acceptance…
Stage 1 - Loss
• Feel the need for safety.
• Whether we think the change is good or bad,
there is still a sense of loss for what was.
• Denial may be strong because we don’t want to
acknowledge that things are changing or the
effect it will have on our lives/work.
Let’s talk about the phases of change
acceptance…
Stage 2 – Doubt/Anger/Resentment
• Feel skeptical – How do we know things will
work out?
• May experience anger – this is a reaction to the
uncertainty of the situation.
• Trust issues may emerge – we don’t trust “the
messenger,” distrust leaders/coworkers…feeling of vertigo in not knowing who
or what information to trust.
Let’s talk about the phases of change
acceptance…
Stage 3 – Discomfort/Resistance
• Resistance can take different forms in an attempt to
sabotage the change.
• Some resistances include: negative attitude, irritability,
slow downs in work, absenteeism, sloppy performance,
blatant opposition.
• Distinguish between denial and resistance: Denial may
produce a lack of awareness or confusion, while
resistance occurs after making a negative judgment of
the change.
Let’s talk about the phases of change
acceptance…
Transition/Danger Zone
At this point, we either chose to move forward and
begin adapting to and accepting change, or we
fall back to our feelings in stage 1 and repeat the
cycle.
If we move forward…
Let’s talk about the phases of change
acceptance…
Stage 4 – Adaptation/Discovery
• We begin to realize our choices related to the
change.
• The change begins to be accepted, and in some
cases, welcomed.
• People learn methods to implement the change
effectively for themselves and others.
Let’s talk about the phases of change
acceptance…
Stage 5 - Involvement
• We begin to see the benefits of change.
• We actively participate in the change by making
contributions and suggestions, initiating work
independently, and come to see the change as
“the way it is.”
• Things become more stable.
Common causes of
supervisor/employee conflict:
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Poor communication
Disrespect/undermining authority
Betrayal of trust
Excessive negative feedback from manager
Unreasonable demands made by managers
General harassment – sexual, bullying
Failure of a manager to take disciplinary action
when needed
• Micromanaged environment with little
opportunity for decision making
Communication is Key…
…to helping employees cope with change in
the workplace.
Pay Attention to Body Language
*Use the 10-foot rule to assess non-verbals.
Seek to Understand
• Determine if the issue IS or IS NOT work
related.
Extreme behavior may warrant a referral or FFD
assessment.
• Acknowledge how the person is feeling.
• Show empathy.
(But be sure to maintain boundaries.)
Management can help employees
navigate workplace change by:
• Communicating often and honestly.
Keep your staff well-informed about what is happening and how that will affect them.
Don’t hide vital information or create a “spin” different from the reality. If you’re going
through tough times, let your employees know it and discuss the strategies in place to
stay afloat.
• Encourage creativity in meeting new challenges.
Organizations need to be innovative and creative to meet challenges, manage
through the current situation and be ready for future growth. Share ideas for
addressing changes and challenges.
• Treat everyone with respect.
The effects of trying economic times are not limited to the workplace. Employees may
be under stress from situations outside the workplace. Making sure everyone is
treated fairly and inquiring about the well-being of your staff will let employees know
that you care and that they are not working for a “machine.”
Summary of Supervisory Guidelines
Focus on behavior
• Observe
• Document
Confront and Support the Employee
• Don’t diagnose
• Use documentation
Follow Through
• Monitor and document
• Be consistent
Remember - Change is a Process:
We need to keep up and move through it
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Adjust your expectations
Look at the “big picture”
Identify what is in your control and what is not
Check your attitude
Review your options
Establish a support system
Prioritize
Stay flexible
Strive to maintain balance and perspective, but
give yourself a break if you feel overwhelmed
Remember – Problems can be
personal
• Acknowledge what the employee is going
through
• Allow the employee to grieve
• Maintain boundaries
• Be prepared for ups and downs
The Impact of the Holidays
Emotions often escalate due to:
• Family dynamics
• Financial pressures
• Over committing
• Recent or past losses of loved ones
• Heightened binging or self-medicating
Take Care of Yourself
• Get adequate sleep
• Eat nutritious
meals/limit caffeine
• Exercise regularly
• Take time out to relax
and “play”
• Discover the
restorative effects/the
beauty of nature
Case Studies
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Samantha, who used to be very compatible has been
at increasing odds with co-workers. You just observed
her break down in tears in front of another co-worker.
You’ve also heard a few employees chatter that she
recently got evicted. What should you do?
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Your employee begins her shift at 7:00 a.m. She
doesn’t show. You call your employee's cell at 8:00,
and she answers the phone sleepily and seems
confused by your call. What do you do? How would
you "manage" in this situation?
USE YOUR RESOURCES
With Ease@Work, you can benefit from:
• Consultation
• Assessment and Referral
• Case Monitoring
Your EAP Resource
If you would like to consult
with an expert in employee behaviors
and management of difficult situations...
Call EASE@Work…we can help!
216.241.3273 or 800.521.3273
Or go to www.easeatwork.com/EASEy
with your organization’s user name: CWRU
and password: EASE
QUESTIONS?
Benefits Update
Jamie Ryan
Senior Director of Benefits
Employment Update
Karma Topor
Director of Employment
Legal Update!
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Are Employers required to provide a workplace environment free of
irritants, such as perfumes or other scents/irritants?
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Buckles v. First Data, Inc.
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Is a current drug user covered under ADA?
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I have an employee that is a poor performer and they are on
prescription medication. What should I do?
UPDATES
&
QUESTIONS?
Summary
•If you have any questions, please contact Employee Relations:
• Carolyn Gerich
– Senior Employee Relations Specialist
368-2458
• Shirley Mosley
– Employee Relations Specialist (dual role with ODL)
368-8502
• Lori Seabon
– Employee Relations Specialist
368-4503
• Kathy Willson
– Employee Relations Specialist
368-0195
• Deborah Polter
– Employee Relations Department Assistant
368-2268