Managers and supervisors typically understand their obligations and steps to take when an employee engages in illegal harassment. Where is the line, though, between such illegal behavior and mere “jerk" behavior? “Jerk" employees are often terrific producers and are seen as “too valuable to lose," but this overlooks the costs of their behavior associated with creating a toxic environment, lowering morale and productivity, and increasing turnover. Drawing on quickly-evolving standards of workplace civility and existing legal standards, this briefing will provide front-line leaders key information about how to effectively handle workplace “Jerks".
- Recognize the direct and indirect costs and risks of accepting difficult employees' bad behaviors
- Discuss common legal risks in disciplining difficult employees, and step-by-step approaches employers can take to address the behavior while minimizing risks
- Understand how to navigate issues around Disability, Whistleblower, Collective Bargaining, and other protections
- Learn a simple process to make sure the difficult employee understands exactly what needs to change and what will happen if behavior continues
Managers and supervisors
Andrew Chapman, Esq.
Debbie Stone, SPHR, SHRM-SCP