Handling Difficult Employee Conversations: Part I

Having difficult conversations with employees comes with the territory of being an employer. Whether it's about a pay freeze, a denied promotion, or a violation of company policy, these conversations must be handled with care and consistency.

Scenario 1: Your employee is violating your dress code and grooming policies.

Poor hygiene can have a negative effect on clients, customers, and co-workers. Consider these guidelines for addressing this type of issue:

• Address the issue promptly. If you have reason to believe that an employee might have violated company policy, immediately gather the facts and meet with the employee as soon as possible. Addressing an issue early can prevent it from becoming worse, leading to even more difficult conversations in the future.
• Meet with the employee in private. Schedule a conversation between the employee and a manager or HR representative who has the training and experience to handle difficult conversations. Have the conversation face-to-face and in a private location. Consider having another manager sit in as a witness to the conversation.
• Be tactful but direct. Set the stage by letting the employee know that you plan to discuss a difficult topic. In some cases, the employee may be unaware that a problem exists and may need specific information about what the problem is. Provide an explanation of the issue, treating the employee with respect. Use factual terms and avoid judgmental language. Cite your policy (if applicable) and describe how the employee's conduct is affecting the business.
• Understand workers' rights. Under Title VII of the Civil Rights Act, the Americans with Disabilities Act (ADA) and similar state laws, employers may be required to make reasonable accommodations for individuals with disabilities, and for an employee's sincerely held religious beliefs and practices, unless it creates an undue hardship on the business. For example, an employer that requires employees to be clean-shaven might need to make an exception for individuals who maintain beards as part of their religious practices. Understanding your obligations before speaking with the employee is critical.
• Never assume you know the cause. Hygiene problems may be caused by a variety of factors, including medical issues, cultural differences, mental health issues, personal problems, or poor grooming habits. Never assume that any one of these factors is the cause and be mindful of nondiscrimination laws when addressing a hygiene issue.
• Set expectations and document. At the end of the meeting, clearly communicate your expectations and next steps. Document the conversation, what actions need to be taken to address the issue, and the potential consequences of failing to rectify the issue. If an accommodation is the solution, document the discussion with the employee, the possible options for accommodation, and how the accommodation will be implemented. Once implemented, periodically check in with the employee to ensure that the accommodation is effective.