MANAGING BAD ATTITUDES DURING AN EMPLOYEE'S NOTICE PERIOD DUE TO RESIGNATION

Dealing with a bad attitude from an employee during their resignation period requires a balance of professionalism, clear communication, and a focus on maintaining a positive work environment. It's important to address the behaviour directly, understand the root cause, and ensure the employee's departure doesn't negatively impact the team.

Q: What should I do when an employee develops a negative attitude after handing in their resignation?

A: Address the behaviour immediately and professionally. Schedule a private, one-on-one meeting to discuss the issue in a confidential setting. This creates a safe space for open dialogue whilst maintaining the employee's dignity. Don't let negative behaviour fester, as it can quickly spread to other team members and damage workplace morale.

Q: How do I bring up the attitude problem without making the situation worse?

A: Focus on specific behaviours rather than making general statements. Instead of saying "You're being negative," provide concrete examples such as: "During yesterday's team meeting, you interrupted Sarah and made a dismissive comment about her proposal, which created tension in the room." This approach helps the employee understand exactly what actions are problematic and reduces defensiveness.

Q: Should I bother addressing attitude issues if the employee is leaving anyway?

A: Absolutely. Poor attitudes during notice periods can significantly impact team morale, productivity, and the overall work environment. Other employees are watching how you handle the situation, and failing to address it sends the wrong message about acceptable workplace behaviour. Remember, you can still apply your company's disciplinary code during the notice period.

Q: What if the employee becomes defensive or argues that they don't have to care anymore since they're leaving?

A: Emphasise that professional standards apply until their last day of employment. Explain how their behaviour affects colleagues and the team's ability to function effectively. Set clear expectations for their remaining time with the company and make it clear that disciplinary action may be taken if the behaviour continues.

Q: How can I understand why the employee has developed this attitude?

A: Listen actively to their perspective. After addressing your concerns, give them the opportunity to share their side of the story. They may be dealing with stress, personal issues, or workplace frustrations that have contributed to their behaviour. Acknowledge their feelings—this doesn't mean you agree with their actions, but it shows respect for their emotions and experiences.

Q: What if I discover legitimate workplace issues that contributed to their negative attitude?

A: Take their concerns seriously and explore potential solutions together. Ask how they feel the situation could improve or if there are ways the team can support them during the transition. This collaborative approach can often turn a negative situation into a positive learning experience for the organisation.

Q: Can I still take disciplinary action against an employee who's already resigned?

A: Yes, you can and should apply your disciplinary code even during an employee's notice period. If the negative attitude persists or escalates despite your efforts to address it, disciplinary actions may be warranted. This reinforces the importance of maintaining professionalism and accountability, regardless of the employee's status.

Q: How do I protect the rest of my team from the negative influence?

A: Monitor team dynamics closely following any discussions with the departing employee. Keep an eye on interactions to ensure positive changes occur. Consider holding team meetings or check-ins to address any concerns, reinforce organisational values, and encourage team cohesion. Provide support to team members who may be affected by the negative atmosphere.

Q: What should I document during this process?

A: Keep detailed records of all conversations and incidents related to the negative attitude. Document specific behaviours, dates, times, and any witnesses present. Record the employee's responses in writing and any agreements made during discussions. This documentation protects both the employee and the businesses in case of future disputes and serves as a reference for follow-up discussions.

Q: How long should I try to work with the employee before taking stronger action?

A: This depends on the severity of the behaviour and its impact on the team. If the attitude is mildly disruptive, give the employee a reasonable chance to improve after your initial discussion. However, if the behaviour is severely disruptive, hostile, or affecting team productivity significantly, you may need to take immediate action, including potentially shortening their notice period.

Q: What if the employee's attitude doesn't improve despite my efforts?

A: If the behaviour continues after your intervention, escalate through your disciplinary process. This might include formal warnings, reducing their responsibilities, or in extreme cases, terminating their employment before the end of their notice period. Ensure you follow your company's policies and consult with your EOHCB representative if necessary.

Q: How can I prevent this situation from happening in the future?

A: Maintain open communication with all employees, not just those who are leaving. Conduct regular check-ins and exit interviews to identify potential issues early. Foster a positive workplace culture where employees feel heard and valued. When employees do resign, acknowledge their contributions and maintain professionalism throughout the transition process.

Q: Should I involve the EOHCB or HR in these discussions?

A: It's advisable to involve the EOHCB and or HR, especially if the situation escalates or if you're considering disciplinary action. The EOHCB can provide guidance on company policies, legal requirements, and best practices. We can also serve as a neutral party if the situation becomes contentious.

Q: What's the key to successfully managing these situations?

A: The key is balancing professionalism with empathy. Address behaviours directly and set clear expectations, but also listen to the employee's perspective and show understanding where appropriate. Maintain consistency in applying company policies whilst being flexible enough to find solutions that work for everyone involved. Remember, how you handle departing employees reflects on your leadership and the organisation's culture.