How to Handle Staff Problems

If you are having issues with an employee that is not achieving the performance you expect in spite of being highly qualified, the problem is more often than not, one of motivation. Using a case study, we will consider six possible strategies for talking to staff about any motivational issues that they might be experiencing.

Case Study
You are the new manager of a regional office that employs 15 staff. The office is fully stretched with work and is understaffed. After some time you realise that a member of the team, John, who has been working at the office for two years as an administrator, often fails to take phone calls. You have already had a number customer complaints due to this.  What would you do?

Strategy 1: The polite request
Using this method you wrap your displeasure within a polite request. You ask John in a friendly tone of voice that he must start giving incoming phone calls an immediate response. You then explain why you attach so much importance to this matter. You might say, ‘John, I would be very much obliged if you could start picking up the receiver before it has rung for the fourth time. It is very important for our business reputation that clients are served promptly. I thank you for you cooperation.’

Strategy 2: Praise for conduct
In this case you watch John and, when he does for once lift the receiver straight away, you must use the opportunity to praise him and express your appreciation. You must wait until the call is over and then say to him, ‘I think it is really great when you pick the receiver up at once. You know, it is very important that our clients feel that we are available at any time. I appreciate something like that.’ However try not to sound patronising.

Strategy 3: Put your foot down
This technique means that you tell him in no uncertain terms that he is to start accepting his calls at once. Say to him, ‘John, I expect you to pick up the receiver before it has rung for the fourth time. Do you understand me?’

Strategy 4: Sandwich method
The sandwich method is a combination of praise, criticism and praise. Call John into your office for a chat and proceed with the conversation as follows, ‘I am very pleased with the way you look after clients. You really are doing good work. However I would also like to point out how important it is to answer incoming calls straight away. Our business reputation is founded on rapid service to clients. Please ensure that our clients do not have to hang on the phone for an unnecessarily long time. Thank you for this friendly talk, and keep on working with the same success in future. Your administration is first class’

Strategy 5: A joint attempt to solve the problem
Try and tackle the problem jointly together. Tell him that some complaints have been received from clients about unanswered telephone calls, and ask him whether he might know a possible solution. Explain to him, ‘We have got a client service problem which you might be able to help me with. Two clients have rung my office in the last few days complaining that they had rung your number several times, but nobody answered the phone. What can we do about this?’

Strategy 6: Analysis of the causes
In this case you ask John whether he has any job-related issues. He may possibly mention that issue with the phone of his own accord.  If he does not, then you should bring the conversation round to it and try to find out the real reasons for his conduct. Try to take joint remedial action by eliminating the causes.  Your conversation could run something like this, ‘John, have you got a moment to spare? I wanted to find out how you are getting on. Have you got any problems?’ 

Should John not mention the telephone, you could say, ‘I have noticed that you do not always answer your incoming phone calls. I am sure there are good reasons, you could briefly explain what they are and we might be able to change this situation together.’

This technique will help unearth the real cause. It could be down to John lacking confidence or lacking in knowledge leading to him not wanting to answer the calls. It could therefore highlight a training or staff development requirement. It could be that he might not like answering calls and therefore you need to make sure he does speak to clients over the phone so that he becomes used to it and therefore sees it as part of the usual working day. You may have to practice with him and work through typical scenarios and how to deal with them in order to build confidence. Another good way is to let him listen in on your calls, or a colleague’s calls in order that he becomes more familiar with how to deal with customers.

Whatever strategy you decide upon, always to not let the issue rest for too long. Otherwise you may develop an aggressive impulse that will come to the surface even if you do not express it verbally. Annoyance and anger are unlikely to solve staff problems. Good management as taught on any good management training course is essential to achieve high standards of performance from staff.

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