Dealling with Attitude

OK gentlemen - back to the question..............since this is the Workplace Law forum how about using existing Law ( 1999 the management of Health & Safety at Work Regulations) and carrying out a Risk assessment for stress/wellbeing and finding out confidentially how people feel about thier work in general and 'relationships' in particular? Once it has been ascertained that there is a perceived problem you have a mandate and forum to ask questions and discuss solutions.
Rushing into disciplinary hardens and polarises attitudes, whereas taking a firm stand, facing up to how people are feeling about the situation is strong people management and keeps you on the right side of the law in a tribunal if it comes to that.
They key thing in my experience is to deal with it by measuring the extent of the issue then owning it.
let me know if you need help with the measuring bit.

Mine's a pint of bitter if you get to the bar first - Cheers!

As ever, none taken Martin. Isn't the restriction on not discussing those key subjects limited to pubs then?

Ernie, I meant no offence and I also agree with Nigel and David. I was merely trying to point out we are entitled to have opinions in our daily lives but how it is expressed at work can cause offence to others and be disruptive and ultimately counter productive to any organisation.

It is like the key subjects you should never discuss like politics and religion, for some people can have very strong beliefs and opinions and get carried away.

The only way forward is to diffuse the cause of the conflict in a productive way, hopefully this will resolve itself wit hthe right people driving it along.

Martin if you read my post properly you will see that I don't disagree with your points at all. The first part of my post reflecting my attitude (to some things) the second part suggesting how to behave in dealing with the problem. I actually think that Nigel and David are spot on.

I think the key point others have made is that you can - and should - do something about disruptive BEHAVIOUR. You refer to attitude but suspect that's not what you mean? I'd suggest my attitude is to do with my thoughts, views etc which are internal - you can't see my attitudes. But my attitudes will have an influence on my behaviours- which you can see. Generally, employers have little control over their staff's attitudes, but they do have a say on how people behave at work.

So for example, my own views might be that capitalism is evil (which might not align well with the values of a profit making organisation). But if my work is up to standard and contributes to the profit making objectives of the organisation, I'd find it hard to accept being told my attitudes weeren't acceptable. But if my attitude was that timeliness wasn't important and my behavuiour reflected this, because I turn up late every day, then clearly my employer should be doing somehing about it.

I'd concentrate Eddie on the behavious you see rather than worrying too much about the underpinning attitudes. But in a performance discussion it might be useful to explore the employees' attitudes which are affecting their behaviour (but that doesn't mean condoning the behaviour!).

Nigel, you hit it right on the nail. This could be deemed as corporate failure if the attitude declines to the level of staff going off sick (stress related - oh that horrible word again!).

Ernie and Eddie, you may need to re-think your approach on this or it may come back one day and bite someone in the proverbial backside.

No offence mean't of course! Just a figure of speech.

Bit of grit, catalist or just a pain in the butt upsetting everyone else ?

Working relationships are just not the same as personal friendships and not only but also both require some tact and diplomessy at times not to cause deliberate offence and/or stress.

Keeping a "professional distance" and fostering a 'postive regard for all' doesn't mean pandoring to the anti-social behaviours of the individual or minority who present anything less than pro-social attitudes toward their colleagues, associates, managment or peers.

It doesn'y mean falling hook line and sinker for the sociopath who tends to pretend to perform well, be all sweatness and light whilst undermining everyone else so perhaps need to have a reality check regarding the so called perceivably performing staff as it may just be a blind for other bad behaviour.

We had a healthy debate about this scenario not too long ago Eddie. I have my own views on what's essential for a team to gel but there's a good few of our colleagues here don't believe it's necessary for good teamwork that the members fit in. So, even if they are square pegs in round holes, if either of your employees can claim to have a protected characteristic I think you are lumbered.
How long has this team worked together? Are the "disruptive members" recent introductions? Have they always been disruptive or has something changed that may be influencing their behaviour. As Ruth points out there's always two sides to a story. make sure you fully understand what is going on before you make any decisions or start any proceedings. good luck.

"Their attitudes do not fit with the organisations values" and "more importantly are not compatible with their team members"

I would like to enquire further into the sentences above. Be very wary of age or racial discrimination here, however you deal with the issue (whatever the issue actually is).

Equally importantly, find out if anyone is harassing THEM. Sometimes, it is not obvious to the manager, who is only on site occasionally, how conflict has arisen. Are they being excluded? If they are young and everyone else is older, is this causing conflict? You say that issues have been raised but what issues? Obviously if they are turning up late, not doing their work, using bad or discriminatory language, making inappropriate jokes etc this is not acceptable but if they were doing any of these things I get the feeling you'd have picked up on it. Have you assessed the whole TEAM and not just these people?

Eddie, I'm not sure this would be a disciplinary issue. With diversity comes various opinions and beliefs (we don't all share the same values).

However, if their conduct is such that they are undermining safe working or are involved in bullying and harrassing other employees then you need to step in quickly and tackle it head on.

Keep a good diary of events and any actions taken, ensuring that everyone meets the time scales for meetings and reviews.

I have a couple of employees who's work output is very good but are very disruptive to the teams. Their attitudes do not fit with the organisations values and goals and are more importantly are not compatible with their team members. I've raised issues over a number of months but there has been no change.

I was wondering if anyone could point me in the right direction as I'm a unsure how to deal with disciplinary in relation to attitude.