It is expected that every single employee of a said company to “deliver excellent customer service.” When an employee in question is not new, but has been with the company for two years, that employee should know what is expected of him or her. When numerous complaints come in from customers and are substantiated by coworkers, that means that employee expectations have not been met.
How should an employee that is not meeting the company's expectations be approached? The first step is for the department manager to step back and check his or her attitude. That manager would need be extra careful not to let any negative emotions determine his or her behavior. Rather than allowing himself (or herself) to become emotional, he or she must remain rational and have all the facts. Included in this approach would be research of company policies, standards listed in the employee manual, and expectations cited in this employee’s contract. Of critical importance would be all notations included in the employee’s file, with performance reviews confirming that the problems are chronic and that the employee has been warned in the past at least one time.
Secondly, it would be good to have any intended approach written down. This could include all complaints that were made about the employee (anonymously of course). Thirdly, the manager could ask the employee a few questions, for the purpose of making sure there are no misunderstandings and to give the employee an opportunity to explain the reasons for the behaviors. This approach would also provide the manager with an impression of the employee’s attitude—whether the employee would now “own up” to the problems and request a chance to improve, or become defensive and continue the “confrontational behavior.”
Next, the manager could explain all of the options that exist for the employee in question. It would be essential for him or her to be extremely clear about the expectations for improvement in the immediate future, to identify the time allowed, and what the implications for possible dismissal are if improvement does not occur. The manager should then ask if the employee has any questions and then require the employee to sign a prepared statement indicating an understanding of the issues, along with the acceptance of the company's agreement for improvement or dismissal.
What kind of response might be anticipated? There might be a defensive and argumentative response, resulting in possible confrontation. At this point the manager would need to take advantage of what he or she knows and has learned about psychology and dealing with various conflict resolution techniques. It is critically important, however, that the manager not become influenced by any expectations he or she may have, but to give the employee a fair chance to demonstrate a desire to comply and improve.
Which conflict resolution techniques could be employed? The conflict resolution style of collaboration rather than competition or compromise would probably be the best one to use in this type of situation. This technique involves keeping people and problems separate, listening carefully, and setting out the facts—especially since this situation is in the workplace. Another possible technique would be to explore any and all possible options together. (Even if the employee is dismissed, there can sometimes be an amicable separation.) Finally, the manager would want to offer to get help for the employee, especially if there is an anger-management need on the employee’s part.
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