Hi All,
In our profession life every now and than we have to face people who are difficult to deal with , both within and outside the department.And being in an HR professional you cant say anything on the face of it.Than in that case what is the best way to deal with such kind of people.
Dear all
"Please share your valuable opinion ans Share Real Professional experience if any"
Regards
Srishti
From India, Bangalore
12In our profession life every now and than we have to face people who are difficult to deal with , both within and outside the department.And being in an HR professional you cant say anything on the face of it.Than in that case what is the best way to deal with such kind of people.
Dear all
"Please share your valuable opinion ans Share Real Professional experience if any"
Regards
Srishti
From India, Bangalore
Hi Srishti,
That is a wonderful question Shristi. I really wonder why your query has not got a suitable reply so far. Human Resource Management deals with people of all hues and tastes everyday. All are not alike. They will have different ideas, mindsets and some will be quarrelsome, some will be too submissive. We have to walk and work along with all these people. Nagging bosses, unmindful and careless subordinates, stressful deadlines and more or less the office politics, lobbyings - more or less it will resemble a mini legislative assembly. How the speaker resolves all issues and pacify everyone in an assembly situation? You must have seen this many times and what did you notice from that. The tactfulness with which the speaker answers, reconciles and pacifies every member of the house to run the house without any problem is what required by all HR professionals. They should assume that role of a speaker in organizations to tackle all kinds of people. In addition, it is the attitude and integrity that is more and more important to tackle any kind of person or any kind of problem which is the significant feature and by this you will win the respect and support of all people working in the organization. Last but not least, one should have command on his/her area of work so that no one else can poke his/her finger in others works or assignments and take undue advantage of any situation to gain upper hand either by hook or crook. When we have full knowledge of what we are doing and have command to convince about our stand to any one no one will dare to touch anything which belongs to you.
Moreover, one more thing that has to be developed is having good interpersonal skills and it doesn't mean that one has to be a chatterbox and keep gossiping all the time. Development of human relations and make everybody feel that they belong to one family has to be given more importance. To inculcate this kind of feeling among all, HR personnel should be able to know the pulse of the people - what are their aspirations, problems, troubles and tribulations and try to give some useful advice to them and if necessary guide them properly to come out of tricky situations. A feeling of oneness should be strengthened. None should be afraid of coming to HR department for grievance redressal or for any other assistance either personal one or an official one and at the same time none should take everything for granted and take HR for a ride. The latter thing can be avoided if the attitude and integrity are commendable among HR personnel.
A true HR professional should be like a friend, philosopher, guide and everything else. Then any difficult situation or a difficult person can be tackled easily and it was proved correct on several occasions in my case.
ATTITUDE IS THE KEY WORD TO SUCCESS
Regards,
PRADEEP
From India, Hyderabad
That is a wonderful question Shristi. I really wonder why your query has not got a suitable reply so far. Human Resource Management deals with people of all hues and tastes everyday. All are not alike. They will have different ideas, mindsets and some will be quarrelsome, some will be too submissive. We have to walk and work along with all these people. Nagging bosses, unmindful and careless subordinates, stressful deadlines and more or less the office politics, lobbyings - more or less it will resemble a mini legislative assembly. How the speaker resolves all issues and pacify everyone in an assembly situation? You must have seen this many times and what did you notice from that. The tactfulness with which the speaker answers, reconciles and pacifies every member of the house to run the house without any problem is what required by all HR professionals. They should assume that role of a speaker in organizations to tackle all kinds of people. In addition, it is the attitude and integrity that is more and more important to tackle any kind of person or any kind of problem which is the significant feature and by this you will win the respect and support of all people working in the organization. Last but not least, one should have command on his/her area of work so that no one else can poke his/her finger in others works or assignments and take undue advantage of any situation to gain upper hand either by hook or crook. When we have full knowledge of what we are doing and have command to convince about our stand to any one no one will dare to touch anything which belongs to you.
Moreover, one more thing that has to be developed is having good interpersonal skills and it doesn't mean that one has to be a chatterbox and keep gossiping all the time. Development of human relations and make everybody feel that they belong to one family has to be given more importance. To inculcate this kind of feeling among all, HR personnel should be able to know the pulse of the people - what are their aspirations, problems, troubles and tribulations and try to give some useful advice to them and if necessary guide them properly to come out of tricky situations. A feeling of oneness should be strengthened. None should be afraid of coming to HR department for grievance redressal or for any other assistance either personal one or an official one and at the same time none should take everything for granted and take HR for a ride. The latter thing can be avoided if the attitude and integrity are commendable among HR personnel.
A true HR professional should be like a friend, philosopher, guide and everything else. Then any difficult situation or a difficult person can be tackled easily and it was proved correct on several occasions in my case.
ATTITUDE IS THE KEY WORD TO SUCCESS
Regards,
PRADEEP
From India, Hyderabad
Dear Srishti,
Click on the link below:
http://fortunecity.com <link updated to site home>
Excerpts:
Managing Difficult Employees
Want to, How to, Opportunity to....
Can’t and Won’t
Dealing with Won't's Learned Strategies
Matchers and Mismatchers -- Sameness and Difference
The Three Boxes
Employee Joe -- The Difference Guy
Two Kinds of Difference
Matching and Mismatching: The Climb up the Corporate Ladder
Differences in Training
Talking to Mismatchers
A Final Word About Mismatchers
Taking Your Best Shot
The Final Solution to Won't
--------------------------------------------------------------------------------
Using the right tool for the right job:
the difference between “want to”, “how to”, and “opportunity to.”
According to psychologist and motivation expert David McClelland, there are three ingredients necessary for implementing any change, whether it is a new skill, tool, or pattern of behavior. They are
1. Want to,
2. How to, and
3. Chance to.
If any of these is missing, it won’t happen. Whatever it is – self directed work teams, TQM, a successful marriage, or a new start-up business – if any one of the three is missing or even weak, failure is imminent.
Lucky for us, this kind of failure isn’t permanent. Want to is always in flux. Any time we make a major change in our lives – like going from smoking two packs of cigarettes a day to being a non-smoker – want to is where the biggest shift occurs. Where there was little or no want to one day, the next day it’s there in a form so powerful it can break a chemical addiction, a twenty year pattern of behavior, and a personal demon. That powerful want to combined with sufficient how to and chance to produces a new pattern of behavior.
If the how to is missing or incomplete, you keep learning until you get enough. In our smoking example, all the want to in the world may not be sufficient if the how to is deficient. There are things a smoker needs to know how to do before they attempt to change their behavior. How do you resist the physical need? What can you do instead? How do you maintain relationships with friends who still smoke? They meet for coffee and cigarettes – where do you fit? They meet for the Friday night poker game – how do you sit in that smoke filled room? How do you handle withdrawal symptoms? What about patches and gum and pills? How to stop smoking is a complex learning. You have to know where to go for help.
You have to know your own limitations. You have to know your priorities. You have to know what you want.
Chance to or opportunity to requires something of the outside world. It depends on the pattern of behavior you’re trying to put in place exactly what the outside world must contribute. In our smoking example, chance to may amount to no more than a few consecutive days without a family emergency or a financial crisis. Or maybe the chance to comes in the form of a vacation – a change of place and events that encourages a change in behavior. Chance to (or lack thereof) in the working world is often much easier to spot.
Let’s look at how the responsibility for new patterns breaks down in the workplace:
Want to is the responsibility of the employee
Chance to is the responsibility of the employer
How to is the shared responsibility of both
The worst case scenario is the company which sponsors a global initiative to implement a new tool – like self directed work teams – they bring in highly qualified trainers to teach the how to; they bring in professional motivators to generate a groundswell of want to; but then fail to dispense responsibility and accountability throughout to adequately provide chance to. A TEAM, by definition must be able to make decisions which fall within their area of responsibility without fear of being over-ruled or overturned by the next supervisor up the ladder. Or the supervisor above that. Because the TEAM initiative was decided and dictated from the top, where power (responsibility and accountability) resides, the odds are not good that those decision makers will happily give up any of their power. Unless those at the top of the organization have already made the shift to L6, it is unlikely that L6 work teams will be a reality. They may look good on paper, or be a tempting “flavor of the month” management style, but TEAMS only work when L6 is the pervasive system at work. L5 may talk a good TEAM game, but when push comes to shove, they will take charge and make any and all decisions from the top without regard to TEAM recommendations. In that situation, all the want to and how to in the world won’t produce a new pattern or management structure.
The opportunity to has to be a part of the package at all the relevant levels of the organization, and in the make up of all the people who could or would contribute or interfere with the success of the change.
Want to is the responsibility of the employee a question of motivation
Chance to is the responsibility of the employer a question of executive level intervention
How to is the shared responsibility of both a question of training
top of page
--------------------------------------------------------------------------------
The difference between an employee who “can’t” and one who “won’t.”
What we generally think of when we talk about “difficult employees” are those people who for whatever reason are not in step with their co-workers or the company culture. There are two categories of these people:
Those who can’t
Those who won’t
In want to, how to, and chance to terms, can’ts are missing some how to, while won’ts are missing some want to.
When seen from this perspective, can’t is simple problem to fix. Even though a can’t may hide their inadequacies behind defensiveness or a failure to follow directives; a little coaching, a little training, a little hands-on experience under the watchful eye of a skilled partner – and can’t becomes can.
A true won’t, on the other hand, needs motivation. If attempts to motivate fail, a won’t may ultimately need to be somewhere else. To allow continued unacceptable behavior implies permission and permission to be unmotivated is exactly what business doesn’t need to be competitive and successful.
Most people are making the best choices they know how to make.
So what do we make of someone who won’t? If we take it as a basic truth about humans that people are usually making the best choices they know how to make, how do we treat those difficult employees and co-workers who consistently make bad choices about how to function in the workforce?
When choices are inappropriate, it means the employee may have insufficient resources to choose better. If you give them more resources, they’ll often make different choices.
Think about the American diet in the 1950’s. Fried foods on every table. Steak as the ultimate reward. Bacon fried up for breakfast and served with biscuits slathered in butter, and scrambled eggs every day. Gravy on everything. Cheese on everything. Butter on everything. Whole milk as the only choice – unless you wanted to upgrade to half and half or cream. The four basic food groups were meat, dairy, bread, and fruits and veggies – and any diet that had all four every day was considered balanced. If anyone had suggested the Mediterranean Pyramid in 1955, the unanimous cry of won’t would have been deafening.
But give us resources like the basic nutrition education we all get from school, from afternoon talk shows, and weekly news magazines; give us alternative food choices like low-fat yogurt, skim milk, boneless-skinless chicken, soy products, fresh vegetables and fruit – in and out of season, flown in from growers all over the world – lean cows, lemon in place of salad dressing and au juis instead of gravy; and voila! We start making better choices. Our won’t becomes will. And for no more reason than an increase in choice. More resources.
In the working world, an employee who won’t show respect for fellow workers may not have the people skills necessary. Or maybe there’s an illness that the company doesn’t know about. Or p-----------
-------------------------------------------------------------------------------------
Regards,
SC
From India, Thane
Click on the link below:
http://fortunecity.com <link updated to site home>
Excerpts:
Managing Difficult Employees
Want to, How to, Opportunity to....
Can’t and Won’t
Dealing with Won't's Learned Strategies
Matchers and Mismatchers -- Sameness and Difference
The Three Boxes
Employee Joe -- The Difference Guy
Two Kinds of Difference
Matching and Mismatching: The Climb up the Corporate Ladder
Differences in Training
Talking to Mismatchers
A Final Word About Mismatchers
Taking Your Best Shot
The Final Solution to Won't
--------------------------------------------------------------------------------
Using the right tool for the right job:
the difference between “want to”, “how to”, and “opportunity to.”
According to psychologist and motivation expert David McClelland, there are three ingredients necessary for implementing any change, whether it is a new skill, tool, or pattern of behavior. They are
1. Want to,
2. How to, and
3. Chance to.
If any of these is missing, it won’t happen. Whatever it is – self directed work teams, TQM, a successful marriage, or a new start-up business – if any one of the three is missing or even weak, failure is imminent.
Lucky for us, this kind of failure isn’t permanent. Want to is always in flux. Any time we make a major change in our lives – like going from smoking two packs of cigarettes a day to being a non-smoker – want to is where the biggest shift occurs. Where there was little or no want to one day, the next day it’s there in a form so powerful it can break a chemical addiction, a twenty year pattern of behavior, and a personal demon. That powerful want to combined with sufficient how to and chance to produces a new pattern of behavior.
If the how to is missing or incomplete, you keep learning until you get enough. In our smoking example, all the want to in the world may not be sufficient if the how to is deficient. There are things a smoker needs to know how to do before they attempt to change their behavior. How do you resist the physical need? What can you do instead? How do you maintain relationships with friends who still smoke? They meet for coffee and cigarettes – where do you fit? They meet for the Friday night poker game – how do you sit in that smoke filled room? How do you handle withdrawal symptoms? What about patches and gum and pills? How to stop smoking is a complex learning. You have to know where to go for help.
You have to know your own limitations. You have to know your priorities. You have to know what you want.
Chance to or opportunity to requires something of the outside world. It depends on the pattern of behavior you’re trying to put in place exactly what the outside world must contribute. In our smoking example, chance to may amount to no more than a few consecutive days without a family emergency or a financial crisis. Or maybe the chance to comes in the form of a vacation – a change of place and events that encourages a change in behavior. Chance to (or lack thereof) in the working world is often much easier to spot.
Let’s look at how the responsibility for new patterns breaks down in the workplace:
Want to is the responsibility of the employee
Chance to is the responsibility of the employer
How to is the shared responsibility of both
The worst case scenario is the company which sponsors a global initiative to implement a new tool – like self directed work teams – they bring in highly qualified trainers to teach the how to; they bring in professional motivators to generate a groundswell of want to; but then fail to dispense responsibility and accountability throughout to adequately provide chance to. A TEAM, by definition must be able to make decisions which fall within their area of responsibility without fear of being over-ruled or overturned by the next supervisor up the ladder. Or the supervisor above that. Because the TEAM initiative was decided and dictated from the top, where power (responsibility and accountability) resides, the odds are not good that those decision makers will happily give up any of their power. Unless those at the top of the organization have already made the shift to L6, it is unlikely that L6 work teams will be a reality. They may look good on paper, or be a tempting “flavor of the month” management style, but TEAMS only work when L6 is the pervasive system at work. L5 may talk a good TEAM game, but when push comes to shove, they will take charge and make any and all decisions from the top without regard to TEAM recommendations. In that situation, all the want to and how to in the world won’t produce a new pattern or management structure.
The opportunity to has to be a part of the package at all the relevant levels of the organization, and in the make up of all the people who could or would contribute or interfere with the success of the change.
Want to is the responsibility of the employee a question of motivation
Chance to is the responsibility of the employer a question of executive level intervention
How to is the shared responsibility of both a question of training
top of page
--------------------------------------------------------------------------------
The difference between an employee who “can’t” and one who “won’t.”
What we generally think of when we talk about “difficult employees” are those people who for whatever reason are not in step with their co-workers or the company culture. There are two categories of these people:
Those who can’t
Those who won’t
In want to, how to, and chance to terms, can’ts are missing some how to, while won’ts are missing some want to.
When seen from this perspective, can’t is simple problem to fix. Even though a can’t may hide their inadequacies behind defensiveness or a failure to follow directives; a little coaching, a little training, a little hands-on experience under the watchful eye of a skilled partner – and can’t becomes can.
A true won’t, on the other hand, needs motivation. If attempts to motivate fail, a won’t may ultimately need to be somewhere else. To allow continued unacceptable behavior implies permission and permission to be unmotivated is exactly what business doesn’t need to be competitive and successful.
Most people are making the best choices they know how to make.
So what do we make of someone who won’t? If we take it as a basic truth about humans that people are usually making the best choices they know how to make, how do we treat those difficult employees and co-workers who consistently make bad choices about how to function in the workforce?
When choices are inappropriate, it means the employee may have insufficient resources to choose better. If you give them more resources, they’ll often make different choices.
Think about the American diet in the 1950’s. Fried foods on every table. Steak as the ultimate reward. Bacon fried up for breakfast and served with biscuits slathered in butter, and scrambled eggs every day. Gravy on everything. Cheese on everything. Butter on everything. Whole milk as the only choice – unless you wanted to upgrade to half and half or cream. The four basic food groups were meat, dairy, bread, and fruits and veggies – and any diet that had all four every day was considered balanced. If anyone had suggested the Mediterranean Pyramid in 1955, the unanimous cry of won’t would have been deafening.
But give us resources like the basic nutrition education we all get from school, from afternoon talk shows, and weekly news magazines; give us alternative food choices like low-fat yogurt, skim milk, boneless-skinless chicken, soy products, fresh vegetables and fruit – in and out of season, flown in from growers all over the world – lean cows, lemon in place of salad dressing and au juis instead of gravy; and voila! We start making better choices. Our won’t becomes will. And for no more reason than an increase in choice. More resources.
In the working world, an employee who won’t show respect for fellow workers may not have the people skills necessary. Or maybe there’s an illness that the company doesn’t know about. Or p-----------
-------------------------------------------------------------------------------------
Regards,
SC
From India, Thane
Dear Mr.Pradeep,
I must appreciate you for giving such a beautiful explaination towards handling of people.I wish to ask you one question on HR.As I am doing my PGDBA in HR,not able to get clear idea as to how to go about it???Is it necessary for me to complete my education first and than start to look out for HR job.
Kindly advice
I must appreciate you for giving such a beautiful explaination towards handling of people.I wish to ask you one question on HR.As I am doing my PGDBA in HR,not able to get clear idea as to how to go about it???Is it necessary for me to complete my education first and than start to look out for HR job.
Kindly advice
Thank you Swastik. That is wonderful. I liked it very much. I want Srishti to react on this.
Thank you Simtha for your appreciation. Obviously you have to finish your education and then you can start searching for the job, if you do not have any other ideas.
Regards,
PRADEEP
From India, Hyderabad
Thank you Simtha for your appreciation. Obviously you have to finish your education and then you can start searching for the job, if you do not have any other ideas.
Regards,
PRADEEP
From India, Hyderabad
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals.
Why Improving Performance Management Systems Is So Difficult.doc
Tongue Twister-Difficu lt.zip
Easy & Difficult.ppt