CEDR Two Minute Trainer: Confrontation Techniques for the Conflict Avoidant — Part 1

Nine out of ten CEDR members express hesitation, if not outright panic, when faced with the task of confronting an employee with an attitude or production issue. The more serious the issue, the greater the panic rises. It’s perfectly human to want to avoid giving constructive feedback, and instead use the “hope it gets better” strategy, or even the more desperate “hope he/she quits” strategy.

But experience tells us that these strategies are really not effective at either improving the situation or protecting you legally. In fact, unresolved conflict raises the stress levels and sense of distrust and alienation in an office, often leading to a “volcano effect” where one of you becomes prone to erupting under pressure at the least suitable time. In this instance, you end up creating the very trauma you were trying to avoid.

In a previous Two-Minute Trainer, we discussed the benefits of using Progressive Corrective Coaching (PCC). This process not only works in your favor by communicating clear, but fair, expectations and goals to your employee, it also ensures all corrective communications with your employee is documented should you need it later. When fully embraced, PCC can literally help you solve any employee problem in your office.

The 5 Steps of Progressive Corrective Coaching are:

1. Establish Initial Expectations. This step is important and must be done with each and every employee at the beginning of their employment, or when the Progressive Coaching Program is adopted by the business. You accomplish this with an updated and professionally drafted Employee Handbook, Job Descriptions, Alternative Dispute Resolution Policy, and by providing regular feedback.
2. Verbal Coaching/Warning. This is the first step in the actual coaching itself and the employee should expect almost immediate verbal coaching from the office manager when his/her performance falls short of your expectations. Office Managers should notate in the record that the verbal warning was given, but the employee does not need to review or sign any documentation.
3. Written Coaching/Warning. The move to a written coaching/warning provides an element of formality and clarity by having written documentation of the issues to be addressed, the impact of the performance problems, and the expected correction he/she must make. It also creates the critical legal record you need to establish the legitimacy of your actions, now and in the future. Employees are expected to sign the Corrective Action Form, indicating not necessarily that he/she agrees, but that he/she has received the coaching.
4. Final Written Warning. This is the same as Step 3 above, except it contains a notice that without sufficient improvement or correction, the employment relationship is likely to be terminated. If the behavior necessitates an investigation to determine who or whether the conduct occurred, this step may be accompanied by a suspension.
5. Termination. The final step, and sometimes an immediate action that must be taken where there is gross misconduct, is termination of employment. This step requires an assessment of the risks, including whether the employee is in a protected class, or has participated in protected activity, and what other documentation exists to support the lawful reasons for the termination. The employee should be given a written termination letter, giving a reason for the termination.

With a clear plan and a little practice, you can master the art of conflict resolution and get your employees to respond positively and act on your feedback without resentment or defensiveness. For Part 2 of Confrontation Techniques for the Conflict Avoidant, click HERE. We will discuss the FIRR Formula and the “sandwich” (positive-negative-positive) comment technique.

Have a concern about an issue with an employee, or just a general question? Call our HR experts anytime at (866) 414-6056!

That’s your Two-Minute Trainer! Now, go have a productive, harmonious, and lawsuit-free day!