Dear all,
I'm HR manager from Serbia. My english may confuse you cause it's not so good.
I have a problem in my firm and I would like u to help me. I've found that ne of my employees in Sales department is very agressive when talking with client. They hired him when I was not here. We are also afraid to lose a good clients because of him. He also have very big family problem, big problem with his sick child. The last solution is to fire him. But I just wanted to ask u for your opinion, what would you do in that case?
Kind regards from Serbia
From Serbia, Belgrade
I'm HR manager from Serbia. My english may confuse you cause it's not so good.
I have a problem in my firm and I would like u to help me. I've found that ne of my employees in Sales department is very agressive when talking with client. They hired him when I was not here. We are also afraid to lose a good clients because of him. He also have very big family problem, big problem with his sick child. The last solution is to fire him. But I just wanted to ask u for your opinion, what would you do in that case?
Kind regards from Serbia
From Serbia, Belgrade
Hi! I think he needs some proper trainings and also some counseling sessions. If, possible try this. Manoj
From India, Calcutta
1From India, Calcutta
Hi,
I think you need to dicuss with him, try to bring out the reasons for being aggressive with clients.
It could be personal problem(sick child), but you have to make him understand that everybody will have personal problem in their life, its all about how you have to balance personal and professional life.
They can't bring personal problem to office, it will be risky for him(he may loose interest in job, poor performance, termination etc) that will be too much for him.
Sometimes when you discuss and give suggestions it works, otherwise let you send him for counselling.
Thanks
Pallavi.
From India, Mumbai
I think you need to dicuss with him, try to bring out the reasons for being aggressive with clients.
It could be personal problem(sick child), but you have to make him understand that everybody will have personal problem in their life, its all about how you have to balance personal and professional life.
They can't bring personal problem to office, it will be risky for him(he may loose interest in job, poor performance, termination etc) that will be too much for him.
Sometimes when you discuss and give suggestions it works, otherwise let you send him for counselling.
Thanks
Pallavi.
From India, Mumbai
Dear friend
i think u r in criticle position.
Please call him and advise him properly and give small warning or
advisory note. So that others can realise the situation.
Also tell about the importance of the client.
Regards
alphonse :lol: :lol: :lol:
GTE
From India, Madras
i think u r in criticle position.
Please call him and advise him properly and give small warning or
advisory note. So that others can realise the situation.
Also tell about the importance of the client.
Regards
alphonse :lol: :lol: :lol:
GTE
From India, Madras
Hello,
First thing first! Your English is quite good. As a matter of fact, we do come across very bad English herein my country too! There was no problem in understanding what you wished to convey!
Always remember that it is "making & maintaining" a relationship (including at work) that is more difficult than "breaking". Our efforts should be to first reconstruct Human Resource (and each one is a resource!)
HR intervention could be in the form, as most my coleagues have said, of counseling, training, light punishment etc with all of which I agree fully.
But I want to draw your attention to something more fundamental, perhaps!
1) Are there legally stipulated procedures that you must follow in your country to fire an employee at this level?
2) He may be rude and aggressive, but what is his performance?
3) How good or bad are his peer level relationships?
4) How long has been employed with your company?
5) What do his superiors feel about his aggressiveness?
6) Does your company have a supportive culture?
In any case, I suggest that you ask his superiors to do a special appraisal and if possible also do a 360 degrees appraisal. Then depeding upon the appraisals, identify his weak/objectionable areas and his strengths. Decide what training inputs are indicated. Then call him for a discussion, discuss his appraisals dispassionately (objectively) with him. Suggest the training inputs under consideration by the company for him for next six or twelve months. State the areas that you would like to see measurable and definite improvement in (even if without the contemplated inputs) and finally ask for his cooperation in the process to enhance his utility to the organization and indicate that if all this fails, the company may have to take "hard" decisions at the end of the period or even earlier if necessary!
All this will shake him up a bit, but it will have good effect on him for sure. In case it does not bring about desired changes, then either he wil leave or you will not feel bad/guilty in firing him!!!
This is sound HR practice. Consider and revert.
Regards
samvedan
October 6, 2007
From India, Pune
First thing first! Your English is quite good. As a matter of fact, we do come across very bad English herein my country too! There was no problem in understanding what you wished to convey!
Always remember that it is "making & maintaining" a relationship (including at work) that is more difficult than "breaking". Our efforts should be to first reconstruct Human Resource (and each one is a resource!)
HR intervention could be in the form, as most my coleagues have said, of counseling, training, light punishment etc with all of which I agree fully.
But I want to draw your attention to something more fundamental, perhaps!
1) Are there legally stipulated procedures that you must follow in your country to fire an employee at this level?
2) He may be rude and aggressive, but what is his performance?
3) How good or bad are his peer level relationships?
4) How long has been employed with your company?
5) What do his superiors feel about his aggressiveness?
6) Does your company have a supportive culture?
In any case, I suggest that you ask his superiors to do a special appraisal and if possible also do a 360 degrees appraisal. Then depeding upon the appraisals, identify his weak/objectionable areas and his strengths. Decide what training inputs are indicated. Then call him for a discussion, discuss his appraisals dispassionately (objectively) with him. Suggest the training inputs under consideration by the company for him for next six or twelve months. State the areas that you would like to see measurable and definite improvement in (even if without the contemplated inputs) and finally ask for his cooperation in the process to enhance his utility to the organization and indicate that if all this fails, the company may have to take "hard" decisions at the end of the period or even earlier if necessary!
All this will shake him up a bit, but it will have good effect on him for sure. In case it does not bring about desired changes, then either he wil leave or you will not feel bad/guilty in firing him!!!
This is sound HR practice. Consider and revert.
Regards
samvedan
October 6, 2007
From India, Pune
Hello Dear,
Your Problem with this employee is not unique. We sometimes find that an employee does not fit into a role for various reasons.
These could be as follows: : Recommended Action
Competency: Not having Capability Training for the competence
Attitude : No proper attitude for the job : Coaching & Counselling
Not understanding Role Requirement : Briefing on Role Expectations
Not Motivated enough : Finding the underlying grievance & addressing it
Impact of Personal Problems on Job: Finding out & helping him address it.
Action Plan:
The First Action, in this case has to be calling the person by Superior & Explaining to him in specific terms about his Performance & Behavior on the job, which is impacting the organization heavily.
In the process Try to assess, as to why he is doing this. What could be the underlying cause. If he understand his behviour & assures to correct it immediately, please provide him with all the necessary help in terms of Regular feedback, Counseling etc. so that he remains on track in his performance. He could also be sent for behavioral Training Program.
If all this has been done, Inspite of the best efforts, the person is not likely to change his Behavior then, He could be shifted out of the job & given an alternate job where his strengths could be utilized better.
& New Person could be hired to mange the sales portfolio.
However, he must be taken into confidence before, you decide anything against him. The fisrt effort should always be to make sure, he fits into the job, second one fits into another job suiting his strenths, & finally & the last action should be to release him with adequate Notice Period & Due compensation for him to look out for alternative action.
Please Note that Whatever, you do to him, It is a message for other employees as well. If you send out a strong negative message to one employee, all other employees are also likely to be impacted by the negative signal for employees, however, If you be positive & try to help him in every possible way, you are going this message to all your employees, Therefore, Be very careful in deciding which is the best option for your organization.
Regards,
Sateesh Chandra
From India, Bangalore
Your Problem with this employee is not unique. We sometimes find that an employee does not fit into a role for various reasons.
These could be as follows: : Recommended Action
Competency: Not having Capability Training for the competence
Attitude : No proper attitude for the job : Coaching & Counselling
Not understanding Role Requirement : Briefing on Role Expectations
Not Motivated enough : Finding the underlying grievance & addressing it
Impact of Personal Problems on Job: Finding out & helping him address it.
Action Plan:
The First Action, in this case has to be calling the person by Superior & Explaining to him in specific terms about his Performance & Behavior on the job, which is impacting the organization heavily.
In the process Try to assess, as to why he is doing this. What could be the underlying cause. If he understand his behviour & assures to correct it immediately, please provide him with all the necessary help in terms of Regular feedback, Counseling etc. so that he remains on track in his performance. He could also be sent for behavioral Training Program.
If all this has been done, Inspite of the best efforts, the person is not likely to change his Behavior then, He could be shifted out of the job & given an alternate job where his strengths could be utilized better.
& New Person could be hired to mange the sales portfolio.
However, he must be taken into confidence before, you decide anything against him. The fisrt effort should always be to make sure, he fits into the job, second one fits into another job suiting his strenths, & finally & the last action should be to release him with adequate Notice Period & Due compensation for him to look out for alternative action.
Please Note that Whatever, you do to him, It is a message for other employees as well. If you send out a strong negative message to one employee, all other employees are also likely to be impacted by the negative signal for employees, however, If you be positive & try to help him in every possible way, you are going this message to all your employees, Therefore, Be very careful in deciding which is the best option for your organization.
Regards,
Sateesh Chandra
From India, Bangalore
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.
Employee Appraisal Form new.doc