Toxic workers can pose a significant challenge for any organization, especially for small businesses, and in jurisdictions like Puerto Rico, where strong employee protection laws are in place. Their presence can create a hostile work environment, affecting not only the morale of other employees but also the overall productivity and success of the company. In this article, we will explore issues related to toxic workers, their underlying causes, and effective ways to confront them. For small businesses and companies without a robust human resources direction, dealing with these workers can be even more challenging. We will discuss the importance of proactively addressing this problem and creating a healthy work environment that fosters respect, productivity, and collaboration.
In simple terms, a toxic worker is someone who does not take responsibility for their actions and results. When confronted, they regularly become defensive and combative, blaming everything and everyone except themselves, to the detriment of the organization, its employees, and the work environment in general.
In life, there is a commonly ignored yet wise perspective that emphasizes the power of choice in how individuals react to circumstances. This perspective highlights the importance of holding people accountable for their actions, given the significant responsibility that comes with this ability to choose. According to this view, when faced with a situation, individuals have three options: they can either try to change the issue, accept it as it is, or decide to leave. Toxic workers, however, tend to defy this perspective by refusing to accept the current situation, resisting the idea of leaving, and persistently attempting to change things, regardless of the consequences.
Sensible employees who do not meet performance and behavior standards, or are unwilling to do so, will leave the company and seek opportunities elsewhere. On the other hand, toxic workers tend to remain in the organization, generating chaos and demanding changes. If their demands are not met, they will leave with spite and may pursue financial retaliation. This highlights the importance of being prepared.
Toxic workers are not limited to high-level management; they can often be found among frontline workers, constituting a significant portion of the workforce. When their toxic behavior goes unaddressed, it can create a toxic work environment characterized by harassment, bullying, and intimidation. A single toxic individual can contaminate the work environment and negatively impact the productivity and well-being of the entire team.
To effectively confront the problem of toxic workers, it is crucial to understand how they enter the organization. One primary reason is poor hiring practices, where candidates may present a favorable attitude during the selection process but later reveal toxic traits after the probationary period. This slow transformation often goes unnoticed or is minimized until it becomes a significant issue, making it difficult for management to consider disciplinary actions or termination.
Hiring the wrong person can have serious consequences for a company, much like in failed marriages; it can be a painful and costly parting. An ill-suited employee can have a negative impact on the workplace, influencing project progress, damaging client relationships, and affecting team morale. Direct costs, such as hiring, training, and onboarding, as well as indirect costs, such as productivity loss and the need to restart the hiring process, are evident. When workers have a toxic attitude and feel that things are not going their way, their behavior can escalate towards harassment, increased employee turnover, legal disputes, and managers struggling unsuccessfully to invest extra time and effort in supervision.
To minimize the risk of hiring problematic workers, companies must review their hiring practices. Many small businesses believe that hiring employees can be a costly and complex process, requiring specialized human resources personnel. However, with the right strategies and approach, companies can reap the benefits of effective hiring without incurring excessive expenses.
Relying solely on interviews and a superficial review of resumes or referrals by friends may not be sufficient to identify problematic candidates. Involving multiple interviewers from different areas can provide diverse perspectives. It is crucial to incorporate behavior assessments, detailed references (performance, work ethics), and direct conversations with former supervisors to gain a more comprehensive understanding of the candidate’s work history and attitude. The goal is not to burden small businesses with excessive costs or time-consuming tasks. On the contrary, adopting these measures is a prudent investment to ensure that a reliable and compatible addition is being made to the team.
A preliminary method used by some employers is to have the candidate rate their performance level from a supervisor’s perspective, with the knowledge that previous supervisors can be contacted to verify it (to discourage dishonesty). Follow-up inquiries can focus on why the candidate did not receive the highest rating and what needs improvement.
Behavioral questions are also valuable during interviews. These questions invite candidates to provide specific examples of how they faced challenges or achieved success or failures in their previous roles, relevant to the work they will perform. Gaps in the resume’s work history are also topics of extended discussion. Additionally, evaluating the candidate’s social media presence can provide valuable insight into their behavior and how it aligns with the desired values and principles of the company.
Assessing how well the candidate fits into the company’s work culture is essential. Look for attitudes and behaviors that align with your company’s values. For example, if your company values teamwork, assess whether the candidate presents themselves as a friendly, collaborative team player. Examine whether their work history reflects or contradicts that attitude. If you’re looking for a dynamic employee, does the candidate show enthusiasm and excitement?
Some signs of toxic behavior include low performance, resistance to feedback, lack of improvement, absenteeism, failure to collaborate with supervisors and colleagues, disregard for rules and regulations, negative and pessimistic attitude, constant complaints about work matters, repeated excuses, blaming others to avoid responsibility, spreading rumors, harassment, involvement in office politics, and using manipulation and deception to further personal agendas or undermine others.
When identifying a toxic worker, it is essential to take swift and decisive action to prevent further negative impacts on the team’s morale and productivity and the overall work environment.
To effectively confront toxic behavior, you must first get your house in order.
If you do not have dedicated personnel handling human resources matters, consider creating a specific job description and assigning a key person to it, even if that person has different roles. This person will help coordinate all HR efforts and conflicts, providing an initial buffer between management and the worker. They help implement policies and address conflicts in a timely manner instead of waiting for the business manager to handle those matters, which may consider nuances.
Set clear policies and expectations for behavior, performance, and conduct, and communicate them to all employees. Highlight policies like the code of conduct, anti-harassment policy, zero-tolerance policy, respectful communication, open-door policy, domestic violence, “workplace romance” policies, ethics, conflict of interest, conflict resolution mechanisms, no-retaliation policy, and exit interviews. Some of these policies are legally mandated, while others serve as legal defenses in judicial cases.
The first contact with a toxic worker is with their supervisor. The earlier the behavior is addressed, the lower the likelihood that the issue will escalate into a legal problem. Supervisors must be aware of company policies, understand the discipline process, and know the measures that must be applied consistently and fairly to all employees. Training helps them separate friendliness and friendship from objective requirements and established guidelines. The company should provide them with tools to address difficult conversations while maintaining credibility, respect, and positive relationships effectively and timely.
You must know and comply with the law. Each jurisdiction has its particular rules, so it is advisable to hire an employment lawyer to train HR staff and other key employees on the intricacies of critical laws, such as the Americans with Disabilities Act, discrimination, retaliation, and others that involve considerable risk if violated. An employment law advisor can provide accurate and up-to-date information, helping your company stay in compliance and avoid potential legal issues.
Follow a uniform progressive discipline approach with graduated consequences for repeated or serious behaviors. Ensure that disciplinary actions are consistently applied throughout the organization. Justify disciplinary actions with company policies and applicable laws. Comply with no-retaliation policies for whistleblowers and address employee concerns promptly and professionally.
Implement a structured Performance Improvement Plan (PIP) for performance-related issues, outlining clear expectations and improvement timelines.
Termination should be a last resort, backed by documented evidence and legal procedures.
Maintain detailed records of toxic behavior, performance issues, and disciplinary actions taken.
Ensure that HR staff protects privacy and confidentiality during the disciplinary process. Keep communication and documentation clear, objective, and well-documented.
Addressing toxic workers, even in a small organization with limited resources, is not only possible but crucial for maintaining a positive work environment and promoting the company’s success. By creating an HR position, even if the person occupies different roles, the organization can ensure compliance with labor laws, efficient talent acquisition, and effective conflict resolution. Implementing well-defined policies and a progressive disciplinary approach allows for consistent and fair treatment of all employees, regardless of their relationships. Supervisor training equips them with the necessary skills to address difficult conversations professionally, fostering a culture of respect in the workplace. Addressing toxic behavior timely and proactively helps prevent negative impacts on team morale and productivity. Overall, investing in addressing toxic behavior and promoting a healthy work environment is a valuable step toward the organization’s long-term growth and success.
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