Employee morale, productivity, and customer service levels are highest when employees work together effectively and respect one another. However, this is not always true when employees exhibit inappropriate or disruptive behavior. Unconformity with professional and collegial expectations can have severe consequences for the organization and its employees. It can also increase an organization's legal liability.

This toolkit examines some of the most disruptive and difficult employee behavior types. It also identifies potential organizational risks if these behaviors are not addressed. Finally, it offers suggestions for managing employees who exhibit these behaviors constructively.

Types of Problem Employee Behavior

Employees can exhibit a variety of behaviors that could pose risks to other employees. These are some examples of common behaviors:

Gossiping

It can have both benign and vicious connotations. However, gossiping is when someone routinely discloses personal or sensational information about others. You might use it to speculate on the reason for a coworker's divorce, to repeat and embellish overheard conversations that were meant to remain private or to spread rumors about people or companies meant to be shocking or stirring.

Displaying General Incivility/Insolence

It includes using rude, inconsiderate speech and behaviors, as well as physical intimidation. This could involve making infuriating and demeaning remarks, using hostile tones, criticizing colleagues and staff in front of others, shouting, throwing objects, or slamming the doors when you are angry. These behaviors can be directed at any employee who is upset or agitated.

Bullying

Bullying can be characterized by uncivil behavior, but bullies may use other less apparent means to harm employees, such as social isolation and condescending or contemptuous communication, manipulation, and dissension. Bullying can be directed at specific people and is often characterized by abusive and infuriating behavior, unfair actions, or persistent, changing deadlines, poor performance ratings, and other such behaviors. Bullying can cause the victim to feel threatened or humiliated, humiliated, or vulnerable. Bullying refers to having power over another person, often a direct report but also anyone who appears weaker to the bully.

Exhibiting Insubordination

Insubordination is the deliberate refusal of an employee to follow an employer's reasonable and lawful orders. It can be a single incident that warrants termination or discipline or a series of smaller events that undermine the authority of a supervisor over time. The latter includes repeated warnings to reduce hostile comments in meetings and to reduce gossiping about employees that goes unheeded. Check out What is insubordination?

Business Case

Disruptive behaviors can have a wide range of effects on an organization. They can lead to lower productivity, performance, employee engagement, and company reputation. There will also be increases in turnover costs and the use of sick leave.

Toxic behaviors can also spread like viruses. Although one person may be the problem, others can become more disruptive and believe that the company has a high tolerance for their behavior.

A 2016 survey by Weber Shandwick, Civility in America VII, The State of Civility, found that 30% of managers had fired or threatened to fire someone because of incivility. Nearly 25% of employees also stated they quit their job because of an uncivil workplace. 87% of workers also indicated that workplace incivility can affect work performance.

• 55% of respondents stated that their morale was affected.
• 45% expressed a desire to quit.
• 38% expressed anger towards coworkers and the employer.
• 36% reported a decrease in quality.
• 33% of employees were discouraged from joining the company.
• 32% felt a negative impact on their personal time.
• 26% felt less creative.
• 23% called in sick

Today's workplaces are also prone to workplace bullying. The Workplace Bullying Institute conducted a survey in 2017 and found these facts:

• 19% of U.S. workers have been bullied, and 19% are witnesses.
• 61% of U.S. workers know about abusive behavior at work.
• 70% of perpetrators and 60% of victims are men.
• 61% of bullies report to bosses, and 63 percent operate on their own.
• 40% of bullied targets may experience adverse health effects.
• To stop bullying, 65% of the targets quit their jobs.

Bullying is a serious problem, with over 60% of offenders being in a higher position than their target. Check out Are you in a Bully-Prone Sector? The Bully and the Bottom Line.

Employers should be concerned about employee use of social media. Employees may bully and/or be rude to each other on social networking sites. Posts that depict an employer in a negative light can go viral and damage the employer's brand. Although employers may not be aware of such posts, they should act when they do. Learn what HR can do about cyberbullying at work and disruptive comments on Facebook that justify firing.

The Role of HR

Managers with difficult employees can benefit from the guidance and support of HR professionals. Managers should consider HR as a business partner. They need to be able to look at the issue and find the root cause. The manager must recognize there is a problem. Managers avoid interpersonal matters because they can be challenging to solve. Managers can get help from HR professionals to identify the issues and plan for solutions. Employers must ensure that workplace violence is prevented by resolving conflicts early in the process.

Enabling Factors

Sometimes, colleagues and managers are reluctant to speak up or complain about disruptive colleagues. Some coworkers fear reprisal or that the negative behavior will worsen if they speak out. Managers may be reluctant to have difficult conversations with employees. They are often not prepared to address these behaviors in ways that could bring about positive change. Managers who are understaffed often are reluctant to lose a staff member.

Managers and employees may lack the courage to take action. They justify their inaction by reasoning like:

• Perhaps the problem will resolve itself if you just let it be.
• Maybe I'll be promoted or relocated soon, and the next person will handle this.
• It would be traumatizing to confront the issue.
• We have come up with viable solutions.
• We have more pressing problems. 
• This would distract from the critical work.

The problem will continue to grow if it is not addressed or tolerated. A manager may accept or condone disruptive behavior, and the situation may then escalate.

If:

They claim they are trying to solve a "problem."

Employees claim that they are "playing favorites."

Employees say they don't understand the policies, as they aren't being enforced.

It is easy to ignore or minimize a well-known problem.

Managers are legally and ethically required to investigate any complaints or evidence of poor behavior. They also have to take prompt and appropriate corrective action to stop it from happening again. Employers who ignore the problem run the risk of accepting unprofessional behavior, leading to legal liability.

Strategies to Deal with Disruptive Employees and Difficult Behaviors

Many people managers are promoted without any training, which leaves them unprepared to manage disruptive behavior. Many difficult employees may not have the social skills necessary to communicate at a professional level with others and work well as part of a team.

Train

Employees can be taught how to manage their behavior and provide ongoing, preventive training. Managers should also be trained to respond to employees who do not meet those expectations. A good place to start is basic training in conflict resolution and people management. Many companies offer either in-house or external people management programs. Some of these include 360-degree assessments, which help determine where the manager's interpersonal skills need improvement. Your managers will feel more confident dealing with difficult employees if they have the support and tools to succeed.

It is possible to build trust between coworkers by encouraging meaningful teamwork. Employers may use workplace personality tests modules to help employees understand their differences and how they interact with other people. This realization that one's style and tendencies are valid can help to diffuse previously frustrating interactions.

Companies are including civility training in their workplaces. This can include components such as business etiquette and cultural sensitivity. Not only should training define civility and outline the employer’s expectations, but it should also teach civility. Participants will be able to describe and act out situations that could lead to incivility. This will allow them to practice maintaining composure and not acting out. Microsoft's Precision Questioning class helps participants question their ideas and have productive and efficient conversations. Two prevention programs offered by the Department of Labor for employers are "Leading for Respect” and "Respect in the Workplace." These programs deal with civility, workplace conduct, and other behaviors that promote inclusion in the workplace. The EEOC has launched new training to help employers create respectful workplaces.

Pay Attention

Employees are often dissatisfied with their managers' listening skills. Managers who can recognize unacceptable behavior and address it promptly will be able to help employees. Note specific behaviors that need to be addressed, such as when they were observed and with whom. It is important to take the time to gather information and fully understand the situation. Ask the employees you are concerned about. Managers often discover something that is preventing them from progressing and causing stress. This can be addressed and resolved. Being heard can help de-escalate negative behavior before it becomes out of control.

Give Honest Feedback

To manage disruptive or difficult employees, it is important to recognize the person and not just their behavior. Talk with the employee about unacceptable behaviors, but don't make personal attacks on the person. Subjective judgments such as "You're a troublemaker" and "You have anger problems" will only put the employee on defense and make it challenging to have productive conversations. Instead, you should focus on the behavior and say, "Your actions are effective here, but they are not here." So that the employee doesn't have too many guesses, give specific examples of the unacceptable behavior. You can give examples such as "You have raised your voice three times in meetings over the past two weeks to answer a legitimate, respectful question from a coworker" or "I've heard that you speak negatively about Joe and Sue to other employees" to illustrate the unacceptable behaviors. Talk with the employee about appropriate behavior and what to expect in the future. Do not assume that employees will instinctively know how to correct bad behavior or what to do if they are causing problems. Learn how to give feedback to people who cry, yell, or get defensive.

Follow and Document Disciplinary Policies

Employers often forget that behavioral expectations are part of job performance expectations. Managers may speak to employees about disruptive behavior, sometimes several times. However, they do not record the conversations. If they decide to fire an employee, they will not have a record of the discussions and expectations. Managers hope that the behavior will disappear. However, if it doesn't, the employer will have the documentation to support their decision to terminate or discipline the employee. Even if the other job goals have been met, disruptive employees who display toxic behavior are still considered guilty of an offense.

Employees need to be informed about the consequences of failing to improve their performance. Employees should be notified if they fail to show improvement. It is unfair for employees to use generalities or mumble words to avoid making difficult statements. They may be shocked to learn that the consequences can be harsher than they expected. Fair notice requires a direct but respectful conversation. However, ultimately, it is the employee's responsibility to rectify the problem.

Follow Up With Employee

Managers make the most common mistake of not having the right conversation with employees. Then, they close the file and consider it closed. Follow-up is the key to sustaining performance improvements. Employees should be held responsible for failing to correct unacceptable behavior and should be acknowledged for any improvement. Unacceptable performance is more damaging to the morale of employees than allowing it to go unresolved. It is possible to boost morale by working with employees and giving them the chance to improve. You may be interested in Insubordinate Employees, which may merit a second chance.

Communication

Many labor agreements and corporate codes of conduct require that managers and employees treat each other with respect and dignity. They also have to conduct themselves professionally. Most organizations also have policies against harassment and discrimination that prohibit actions that could lead to hostile, intimidating, or offensive work environments.

These conduct-related policies must not conflict with Section 7 rights under Section 7 of the National Labor Relations Act. This allows employees to engage in protected, coordinated activity regarding terms and conditions of employment. There has been much debate on the form of these policies by the National Labor Relations Board. Therefore, it is recommended that all conduct policies be reviewed and updated by a legal professional. The NLRB Ruling Allows Employer Handbook Policies More Flexibility

Organizations that communicate clearly and take the appropriate actions will help employees distinguish between acceptable and unacceptable behavior.

Metrics

There are many ways to measure the cost of bullying at work and disruptive behavior by employees. For example, an organization could analyze the effects of these disruptive behaviors using:

• Turnover
• Employee engagement
• Engagement in the organization
• Satisfaction at work
• Productivity levels
• Work quality
• The estimated number of lost hours of work
• Legal issues

Disruptive employees face legal risks when confronted about their behavior. Employees are protected from discrimination under federal and state employment laws. Additional legal concerns can be created by collective bargaining agreements and whistle-blower protections.

Employees who belong to protected classes may feel that they are being treated differently from employees who do not belong to the same class. It is important to keep all disciplinarian conversations focused on the actual problem of the employee. Employers cannot make employment decisions based upon an employee's membership in a protected group. However, basing decisions on performance can help to prevent any appearance of discrimination or harassment. Even if employees feel they are the victims of discrimination and harassment, focusing on performance allows the employer to keep the attention on the real employment issues, helps the employer comply with the law, and shows respect for the rights and interests of employees.

Although workplace bullying is unacceptable and unprofessional, it is not prohibited under federal law unless it is linked to a protected category such as race or sexuality. In recent years, several states have passed workplace anti-bullying laws. The Healthy Workplace Act of Tennessee, which prohibits workplace bullying based on a protected category, has been extended to private employers.