HR Conundrums: How to Approach An Employee with an Awkward Issue

By Kathryn Benson, MIRHR
Senior Human Resources Consultant
HR Options, Inc.

As Human Resources professionals, we are often tasked with handling awkward employee relations issues. Examples include issues such as excessive body odor, unsanitary habits in the washroom, use of foul language, and the list goes on. It's tempting to sweep such issues under the carpet, but as HR professionals know, the solution is the tackle the issue head on. The following is some advice on what to consider and how to prepare for those awkward conversations.

The first thing to consider is that the behaviour may be caused by a medical issue (e.g. OCD? stress disorder?), so before you meet with the employee verify:

• Is the employee part of a company Group Benefit Plan? 
• If yes, is there an Employee Assistance Program  (EAP) as part of the plan? 
• If yes, have the contact information prepared to provide the employee (if needed).

Also, before you meet with the employee, consider their personality type (this will help you formulate the best way to approach the specific individual). Consider:

• Different personality types will have different mental models, perspectives and contrasting styles
• For example, is this someone who seeks approval from others? Is this person private?
• Develop your strategy for approaching them based on how they would best receive feedback (for example, if the person seeks approval from others, you might mention that others have noticed their behaviour and have shown concern. If they do not seek approval from others and are a private individual, don't mention others have noticed, but instead focus on your concern for the behaviour).

When you meet with the employee, be as specific as possible - don't "talk around the issue": 

• You can start the conversation by acknowledging that this is a difficult conversation to have but [you've noticed/others have brought to your attention that (insert specific issue)...] and that you believe the employee might be involved (provide specific examples/dates if you can).
• Provide specific information that relate directly to the issue (e.g. others are being negatively affected because..., repairs have had to be done on X date by the building because...)
• Let the employee know you're looking for ways to help change the negative impacts.
• Very importantly, let the employee know there are no repercussions for working with you on resolving this issue.
• Ask if the employee knows what you're referring to?
• Be mindful of actively listening to the response. When the employee is finished speaking, repeat back to the employee what you think they're saying to ensure you've understood it all.
• If the employee outright denies being involved, then ask if they've noticed the issue and if they have advice for how to address the problem? 
• If appropriate, let them know that you'll continue to investigate the issue, and that the employee can talk to you at any time with information. If there is an outright denial, hopefully the conversation alone ends the behaviour - or if not, you'll have to gather evidence again that this employee is involved and then meet with them again with direct examples to show why you think they are involved and that the issue needs to be addressed.
• If the employee admits to being involved, ask how they think this can be resolved? [Note: It could be a simple solution that the employee can offer to you, and you can help implement the solution].
• If it is a medical issue with the employee, you cannot ask for, and you don't need to know, the medical specifics or the diagnosis (if a condition has been diagnosed), but you can ask again what the company can do to help accommodate the employee so that the behaviour will change.
• Let the employee tell you what they think would help, and you can let them know you'll discuss any accommodations with the appropriate Manager(s), and then let the employee know what you can do to help.
• You can refer them to the Group Benefit EAP (if applicable)
• If the employee is suffering from an illness, some accommodations may be to reduce stress on the employee (for example, by reducing work loads etc.), and it is acceptable for you to ask the employee to provide a medical questionnaire to their doctor which will help you determine the best accommodations. 
• The medical questionnaire should include a job description and a consent area for the employee to sign. Never ask for specific medical information, such as a diagnosis.
• There is usually a fee for having a doctor complete medical questionnaires - my advice would be to let the employee know that the company will cover this cost.

These issues are never easy, but direct conversations are always the best route to take. Overall, your response will be directed by how the employee responds, but planning ahead is always recommended.

About HR Options:  HR Options is Total Human Resources Services provider, meaning we provide HR Consulting and Outsourced Employment services. Outsourced employment means that we take the burden of Canadian employment, payroll, Group benefits, Group RRSP, and human resources management of employees off your hands, so you can focus on your business.  The employee performs work for you and HR Options handles all aspects of employment from beginning to end. Please call us at 1-866-859-4157 toll free, or see our service options at www.hroptions.ca.