how to have difficult workplace conversations · how to have difficult workplace conversations no...

HR Benefits Payroll gnapartners.com

How To Have Difficult Workplace Conversations


No matter how great a relationship a manager has with his or her team, there are certain topics that no manager ever wants to have to talk about with an employee. Top of the list? Personal hygiene, job performance, violations of company policy and termination.

Not only are these conversations often uncomfortable for everyone involved but, handled incorrectly, they also have the potential to lead to legal issues. When these issues begin to affect the work environment or performance of either the employee or those around them, it’s up to the manager to intervene.

The following scripts are designed to help managers facilitate these and other conversations about some of the more difficult or sensitive topics they might need to address with an employee.


Personal HygieneStudies show that employees’ productivity can be affected by the cleanliness of their coworkers. An employee with poor hygiene might also negatively impact your business’ relationships with customers or clients. Managers should always make sure to consult their organization’s employee handbook to check and see if it has a personal hygiene or grooming policy already in place they can reference while addressing any issues with an employee.

Addressing personal hygiene with employees

Managers can use this simple script to broach a conversation with an employee about a personal hygiene problem, such as body odor and other personal grooming habits:

“[name], I wanted to meet with you one-on-one because I need to share something with you privately and discreetly. You may not realize it, but it appears you have a [explain issue] problem. Is there a medical condition that we need to be aware of?”

If the employee says that their personal hygiene issue is a result of a medical condition, make sure to follow Americans with Disabilities (ADA) guidelines and contact your HR provider or employment counsel for assistance.

If the employee says that the issue is not the result of a medical condition, remind the employee of the company’s grooming policy and ask that corrective action be taken immediately.

Employee PerformanceDiscussing an employee’s performance should be a routine part of a manager’s job, but discussing performance issues or problems can still be very uncomfortable. These meetings are a vital part of the performance management process, however, as they place the employee on notice that he or she is not meeting the company’s expectations and give the employee an opportunity to take corrective action to improve his or her performance.

Discussing an employee’s performance should be a routine part of a manager’s job, but discussing performance issues or problems can still be very uncomfortable. These meetings are a vital part of the performance management process, however, as they place the employee on notice that he or she is not meeting the company’s expectations and give the employee an opportunity to take corrective action to improve his or her performance.

Sample Personal Hygiene/Grooming Policy

[Company name] requires all employees to present a professional image to the public and clients. Accordingly, employees must wear appropriate attire while at the office or conducting Company business.

All employees are expected to maintain clean and appropriate oral and bodily hygiene. Hair (including facial hair) should be clean and neat. Accessories should be moderate and businesslike and should not interfere with an employee’s work. The excessive use of perfume or cologne is unacceptable.

Managers are responsible for enforcing dress and grooming standards for their department. Any employee whose appearance does not meet these standards may be counseled. Violations of this policy may result in disciplinary action up to and including termination.

Reasonable accommodation will be made for employees’ religious beliefs and disabilities whenever possible, consistent with the business necessity. If you would like to request an accommodation or have other questions about this policy, please contact [appropriate contact person or department].


Addressing performance issues with employees

Managers can use the following simple script to facilitate performance discussions: “[name], I asked to meet with you today to discuss an issue that we need your assistance to correct. It appears that for the last [number] weeks, you have [explain performance issue]. Is there a reason you’re having trouble meeting these company standards?”

It’s important to provide the employee with an opportunity to address the issues brought up in a performance meeting. Once the employee has finished providing his or her explanation, move on to the rest of the script.

“This is unacceptable and cannot happen again. For this reason, we are placing you on a Performance Improvement Plan for the next [number] days. During this time, you and I will meet on a regular basis to review your progress. We will also be providing you with training. Our hope is that this additional training will aid you in improving these performance deficiencies.”

“At the end of the [number] days we will meet again to determine if your improvement meets company standards. If it does not, you will be subject to additional disciplinary action, up to and including termination.”

Discipline IssuesAddressing an infraction of company policy with an employee can also be uncomfortable for managers It’s important to remember, however, that the purpose of disciplinary action and meetings is to create an atmosphere of respect and accountability that fosters productivity for the entire workforce.

Addressing discipline issues with employees

Managers can use the following simple script to facilitate a disciplinary meeting:

“[name], it has come to our attention that you [explain violation]. We conducted an investigation and have determined you have violated the company’s Code of Conduct policy. What do you have to say?”

Again, it’s important to give the employee the opportunity to explain his or her behavior, as there might be mitigating circumstances of which the manager was not aware. Once the employee has finished providing his or her explanation, move on to the rest of the script.

“Due to the nature of the violation and your record with the company, you will be [explain consequence]. Should this happen again, you may be subject to further disciplinary action, up to and including termination. Do you have any questions?”

It’s important that the employee fully understands the disciplinary process, so make sure to allow them the opportunity to ask questions at this point during the meeting. Once the employee is finished askingquestions, move on to the next part of the script to close the meeting. “We value your contribution to the company and going forward it is our hope that you adhere to all company policies.”


SeparationsIt’s a sad reality that all employees will eventually leave the organization (whether voluntarily or involuntarily). But just because these conversations are inevitable doesn’t make having them any easier.

Managers can use these simple scripts to facilitate conversations with employees about the three most common types of employment separations: resignations, terminations and layoffs.

Addressing resignations with employees

“[name], being that today is your last day with our company, I wanted to meet with you to make sure you understand our separation process.“

“As such:

• You will receive your final wages on [date].• Per company policy, you [will/will not] be paid for any accrued and unused PTO.• [If applicable, provide information about how the employee will receive instructions about benefits

continuation.]• I need to get back from you the following items [list items from checklist]”

If your company has determined that it would like to conduct an exit interview with the employee, this is the moment to bring it up.

“By the way, here is our exit interview questionnaire. We welcome feedback on how we can make the company a great place to work. We would appreciate it if you would complete and mail it back.”

“Thank you for your years of service and contributions to the company. We wish you much success in your next professional journey.”

Addressing terminations with employees

“[name], I’ve called this meeting because I must inform you that we’ve decided to let you go effective [date]. The reason for this decision is [explain the reason]. Do you have any questions?

Allow the employee to ask questions, but be firm that the decision to terminate is final. Do not allow the employee to engage you in an argument.

“I must now inform you that:

• You will receive your final wages on [date].• Per company policy, you [will/will not] be paid for any accrued and unused PTO.• [If applicable, provide information about how the employee will receive instructions about benefits

continuation.]• I need to get back from you the following items [list items from checklist]”

“Please let me know if you have any questions. Thank you for your contributions, and we wish you much success in your future endeavors.”


Addressing layoffs with employees

“[name], I’ve called this meeting because I must inform you that due to [reason for layoff], your position with the company is being eliminated, effective [date]. Unfortunately, we do not have another position available for you.”

“This decision was made after a long and careful review of the options available, realizing that some people will be affected at no fault of their own. This was a very difficult decision and careful consideration was given. It was also reviewed at the highest levels within the organization and the decision is final.”

“I must now inform you that:

• You will receive your final wages on [date].• Per company policy, you [will/will not] be paid for any accrued

and unused PTO.• [If applicable, provide information about how the employee

will receive instructions about benefits continuation.]• I need to get back from you the following items [list items

from checklist]”

“If you have any questions, please contact [the person in charge of coordinating the layoff, usually a member of HR or management].”

Death Of An EmployeePerhaps most difficult of all these topics is notifying employees of the death of a coworker. With most Americans spending just as much (or more) time with their coworkers than their own families, coworkers are often seen as part of an extended “work family,”

Addressing the death of a coworker with employees

Managers can use this simple script to help them communicate the news about the death of an employee to staff:

“I regret to inform you that [name] passed on [date]. The family iskeeping the details private, and we ask that you respected their wishes. If and when the family provides us with information on funeral services, we will let you know.”

“We understand that this loss is very upsetting, and so have arranged for a grief counselor to be here to speak privately with anyone wishing to utilize their services [if applicable]. Tomorrow I will be checking back with everyone. This is a very sad time for all of us.”

Helping Employees Move Forward After The Death Of An Employee

The death of a coworker can be a traumatic experience, and managers should be prepared that getting back to “business as usual” might take a while. Below are some tips on how managers can help employees cope with their grief while still keeping business operations running as smoothly as possible. 1. Be prepared for all sorts of emotions. Everyone experiences grief differently, so managers should do their best to be understanding during this time.

2. Instruct employees on how to access grief counseling.Refer employees to the organization’s Employee Assistance Program (EAP), if one is offered.

3. Allow employees to pay their respects, if they wish.Create a flexible plan so that every employee is afforded the opportunity to pay his/her respects without disrupting business operations.

4. Delegate the work of the deceased employee delicately.Be respectful when cleaning out the deceased employee’s desk or beginning the process of hiring a replacement employee.


Knowing how to address difficult or uncomfortable topics like these with employees is a key skill for managers and supervisors, but not one that comes naturally to most people.

That’s why G&A Partners has a team of professionals available to provide employers with the HR support they need to become experts at employee relations, performance management, employee disciplinary action and separations, employment law compliance, and more.

As a leader in the HR outsourcing industry, G&A Partners specializes in partnering with businesses who are in need of additional back-office support to more efficiently manage human resources and administrative functions by giving them access to a team of HR, benefits and payroll experts, all for about the same cost of hiring one full-time employee.

© 2017 G&A Partners

Whetheryouneedfull-serviceHRsupportorhelpinafewkeyareas,G&APartnersprovidesthepeople,processesandtechnologyyouneedtogrowyourbusinessfasterandtakebettercareofyouremployees.VisitusonlineorgiveusacalltodaytolearnmoreabouthowG&APartners’comprehensiveHRsolutionscanhelpyouachieveyourbusinessgoalsandspendlesstimedealingwithhumanresources,benefitsandpayroll.gnapartners.com 888.676.1127

how to have difficult workplace conversations · how to have difficult workplace conversations no...

Documents