We sometimes irritate others, or get irritated by others. When you are angered by others and say a lot of angry words, you can let your dissatisfaction vent, but have you ever thought about others? What will happen to others? Will he share your breasts? Can your angry tone and hostile attitude really make him agree with you? Wilson said, "If you want to deal with each other with your fists, I will deal with them with my fists. If you say,' let's sit down and study this problem together, and if we have different opinions, we can analyze the reasons for our differences.' In this way, we will soon find that our differences are not serious enough to meet.

Similarly, when employee's behavior, emotion or personality disorder causes employee conflict, it can easily turn into a heart disease of employee's morale and work efficiency. As long as we restrain ourselves and be honest with others, we will certainly find a common language. ? [case study]

After reading the summary of the performance appraisal results of the marketing department, Sun Xiao opened his work mailbox and read several "letters of complaint".

In these emails, many employees in the marketing department are very dissatisfied with Hu, the head of the department. The reason is simple: this employee has a hostile attitude towards people and things in the company for no reason, and this attitude is very frequently and openly expressed. For example, he will not easily communicate with his colleagues in the company. When coordinating work problems with his colleagues in the department, he will be furious and throw office supplies on the ground at will. When colleagues ask about his work, he always deliberately avoids it. What's more, his sharp words often make people speechless and unable to refute when mocking colleagues.

Many colleagues who have had disputes with him have fed back the process and results to the human resources department, hoping that the human resources manager can "uphold justice." Some employees even threatened that if Hu treated others with such a rude attitude next time, he would definitely resign because "he can't stand his insulting language".

The problem is that Hu's personal ability is very strong. Judging from the performance appraisal results just summarized, his performance in the department is excellent. As a direct supervisor, Xiao Wu, the marketing manager, is very satisfied with his performance.

After carefully reading the emails of several employees, Sun Xiao compared the high performance evaluation provided by the marketing manager and felt that the personnel manager needed to intervene.

A nameless fire creates a problem employee?

What is the reason why this employee is so openly and obviously malicious and shows it so frequently? I read Hu's resume and got to know his background. To her disappointment, she got nothing except that he has been doing a good job and has a strong learning ability.

Sun Xiao immediately had a face-to-face communication with several employees who emailed "complaining". "On the one hand, this communication collected examples of Hu's open and obvious hostile mentality affecting his colleagues, on the other hand, he also tried to understand the factors behind this mentality, but the latter was almost useless in the whole process, because colleagues around him attributed the reason to his personal personality and thought that neither the company nor the departmental environment had any destructive tendency and influence on him.

Sun Xiao chose a very relaxed opportunity to communicate with Xiao Wu, the marketing manager. "To my disappointment, he didn't take this problem seriously at all, and thought that the human resources department had made a mountain out of a molehill," Sun Xiao said. "He believes that since the company is performance-oriented, there is no need to interfere too much with trivial matters among employees, and there is no need to ask about the private behavior of an excellent employee."

Tell Xiao Wu that if Hu's behavior continues, it may lead to dissatisfaction and low morale of the employees in the department. "This kind of active attack and open hostility will not only bring troubles to other colleagues in the department, but also easily irritate others. The destructive influence cannot be ignored. Employees' reaction to this is upset at first, and their worry and anger will increase day by day, and the possibility of revenge or mutual hostility will gradually increase. In the long run, if everyone isolates him, the efficiency of the marketing department will definitely be affected to some extent. "

Persuaded by others, Xiao Wu reluctantly agreed to interview Hu.

But as a direct supervisor, I know little about the factors behind Hu's behavior. According to his guess, it is also "because of personality reasons, people have some unruly and arrogant things." It is said that family relations have been somewhat discordant in the past two years, which has aggravated his mentality. "

"Although I know that this kind of communication will definitely be difficult, the final result is beyond my expectation." Very reluctantly said, "From the beginning, Hu thought that his behavior did not violate any rules and regulations, and he had no right to interfere as a human resources department. Although I told him clearly that this behavior had seriously affected the morale of my colleagues and my personal opinion of him, he was indifferent to it. On the contrary, I think the personnel manager listened to too much gossip and took care of things that should not be taken care of. "

Sun Xiao asked very seriously, how would you feel if other employees treated you like this? Hu retorted that most employees treat me like this now, and I don't think there is anything wrong. So what the human resources department is doing today is superfluous in itself.

The gentle Sun Xiao was speechless for a moment. He looked at Xiao Wu for help, and turned his eyes to other places without saying a word.

The conversation ended in an awkward atmosphere. "Afterwards, when I blamed Xiao Wu for not helping each other with words, he replied with a wry smile that Hu was too powerful. There are so many employees, I can't afford it. In my opinion, the personnel manager really doesn't have to worry. " Sun Xiao was dumbfounded. "Is there anything wrong with the personnel manager?"

[Skillful touch of gold]

Four steps to deal with hostile employees:

Confronted with colleagues. Due to the unpredictability of employees who may have problems, the work team is encouraged to formally face these annoying and/or annoying employees. Managers must understand the influence of hostile employees on other employees.

In this case, Sun Xiao seems unwilling to deal with this problem. She is unwilling or afraid to face the conflict, but adopts a circuitous method: communicating with employees in private. This unwillingness to face conflicts doomed the failure of communication. Sun Xiao can bring these employees to a relatively relaxed environment through informal occasions or activities, and raise and discuss this issue in an informal way. Asking this kind of question face to face alone is easy to arouse employees' disgust and lead to uncooperative situation.

Formal communication between managers and employees with hostile mentality. After obtaining the information of employee conflict, managers can propose face-to-face communication with employees, but before that, managers must be prepared to list the professional effects that specific behaviors will bring.

The communication skill that must be paid attention to is to ask employees how they feel about their general behavior and specific attitude towards the work team, and where there are problems in their work, including work relationship, personal troubles or whether they have suffered any setbacks. People are not very defensive. If employees can listen to the feedback from management, the interview will sound the alarm. In this case, Sun Xiao's mistake is that he is too confident in the authoritative role of the personnel manager, and the tone of education has had the opposite effect, causing dissatisfaction and disgust among employees.

If the employee accepts the manager's suggestion, both parties can make a performance improvement plan, including clear monitoring objectives, behavior content and time limit, preferably weekly feedback.

Clarify the enterprise system. Managers and human resources departments can design a feasible and streamlined system to regulate the malicious working environment, including intervention and preventive measures. However, the premise of this is that the employee's behavior is very obviously destructive, and the employee's behavior has not improved after the formal interview between the manager and the employee. Otherwise, it is best not to use the reinforcement of disciplinary behavior, which will easily make employees feel uncomfortable.

Generally speaking, informal communication is only a reminder and suggestive warning, and personnel managers still need to take other preventive or intervention measures. We can consider regulating some excessive behaviors of employees. For example, Hu always throws office supplies on the ground, which can be evaluated as unsafe work behavior and should be criticized or restricted by the system.

Perform team performance evaluation. In performance evaluation, more and more organizations attach importance to the contribution of team members to team performance. In other words, have employees proved that they have the ability to cooperate with other colleagues in departments related to the completion of tasks, which has promoted the performance of the team?

Hu's deliberate vagueness or failure to talk to other employees, especially if he conceals or controls the information needed by other colleagues to effectively complete his work, should be an important part of formal job evaluation. Performance factors can also be reflected in the job description.