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An HR Guide For Managers To Handle Staff With Personal Problems
One of most difficult situations for a manager to deal with at work, is the staff member with a personal problem. You cannot ignore it and you have to address the situation especially if you have been asked for help or the problem is affecting the person's work or safety.
By: Peter Mitchell
One of most difficult situations for a manager to deal with at work, is the staff member with a personal problem. You cannot ignore it and you have to address the situation especially if you have been asked for help or the problem is affecting the person's work or safety.
By: Peter Mitchell
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This can be a stressful situation for the newly promoted manager if they don't have HR support.
There are some basic rules for the manager to remember. Firstly, make sure that your conversation with the person will not be interrupted. Turn off your mobile phone. Secondly, listen, do not interrupt. Thirdly, encourage the person to speak by prompting. Say things like, "and then what?" "I see" Nod and show that you are listening. Your biggest asset in a situation like this is your ability to demonstrate empathy.
A basic outline of the conversation may be as follows. Listen to the whole story encouraging the person to talk but not interrupting. When the person is finished, repeat the outline of the story back. This allows words and meanings to be matched. It shows that you have been listening carefully and gives the person the opportunity to change any points which may have been misunderstood.
The question to ask at this point is "What are your options in this matter?" The idea is that the person examines a range of actions to deal with the situation. As the person comes up with options, repeat them back to them so that they can hear them again. By you reflecting the options back, the person can focus on the one or two which might resolve the problem. There is a great temptation to add your own options or even offer a solution. Sometimes you can see the answer to the problem with great clarity. Avoid the temptation to give options, solutions or answers.
If you offer options or a solution, and they do not work, the person is worse off having discussed the matter with you. Your objective is to help the person find their own solution rather than try to solve their problems. Furthermore, if your advice is accepted, the next time there is a problem you will be expected to provide a solution.
When the person has selected an option, it is good practice to ask how they are going to use that solution. This enables them to think through the solution and identify any pitfalls which may occur during the process. It also gives them the opportunity to consider the consequences of the possible solution. Sometimes, at this stage the chosen option is discarded because it is too risky or the chances of success so small. You can guide them through their objectives and they can then check to ensure that their chosen course of action is going to help them reach their objective.
Give the person plenty of encouragement and tell them that you would be interested in the outcome. Make sure that you follow-up with the person to ensure that the problem has diminished or has been solved. If you fail to do this, then the problem could grow without your knowledge and develop into a major crisis.
Peter Mitchell is a business consultant who has helped many businesses to lift their labor productivity in the workplace at little or low cost. His practical guide The Key To Productivity should be on every manager's desk and used to install your productivity improvement program. To find out more go to www.thekeytoproductivity.com.
There are some basic rules for the manager to remember. Firstly, make sure that your conversation with the person will not be interrupted. Turn off your mobile phone. Secondly, listen, do not interrupt. Thirdly, encourage the person to speak by prompting. Say things like, "and then what?" "I see" Nod and show that you are listening. Your biggest asset in a situation like this is your ability to demonstrate empathy.
A basic outline of the conversation may be as follows. Listen to the whole story encouraging the person to talk but not interrupting. When the person is finished, repeat the outline of the story back. This allows words and meanings to be matched. It shows that you have been listening carefully and gives the person the opportunity to change any points which may have been misunderstood.
The question to ask at this point is "What are your options in this matter?" The idea is that the person examines a range of actions to deal with the situation. As the person comes up with options, repeat them back to them so that they can hear them again. By you reflecting the options back, the person can focus on the one or two which might resolve the problem. There is a great temptation to add your own options or even offer a solution. Sometimes you can see the answer to the problem with great clarity. Avoid the temptation to give options, solutions or answers.
If you offer options or a solution, and they do not work, the person is worse off having discussed the matter with you. Your objective is to help the person find their own solution rather than try to solve their problems. Furthermore, if your advice is accepted, the next time there is a problem you will be expected to provide a solution.
When the person has selected an option, it is good practice to ask how they are going to use that solution. This enables them to think through the solution and identify any pitfalls which may occur during the process. It also gives them the opportunity to consider the consequences of the possible solution. Sometimes, at this stage the chosen option is discarded because it is too risky or the chances of success so small. You can guide them through their objectives and they can then check to ensure that their chosen course of action is going to help them reach their objective.
Give the person plenty of encouragement and tell them that you would be interested in the outcome. Make sure that you follow-up with the person to ensure that the problem has diminished or has been solved. If you fail to do this, then the problem could grow without your knowledge and develop into a major crisis.
Peter Mitchell is a business consultant who has helped many businesses to lift their labor productivity in the workplace at little or low cost. His practical guide The Key To Productivity should be on every manager's desk and used to install your productivity improvement program. To find out more go to www.thekeytoproductivity.com.
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