Handling the Fallout With Other Employees
The problems and performance issues of a coworker often affect other employees, sometimes deeply and often well before the decision to fire the employee. No matter how swiftly you might have moved to intervene, they probably think it took too long. And if it did take you a while to catch on to the reality of the situation, other employees are likely frustrated and resentful. They may retaliate by deliberately dragging out timelines, refusing to do anything beyond the minimum required of them, or quitting.
Leaving problems to fester poisons the entire work group and can permanently damage the team's cohesiveness and collaborative spirit. Ultimately the situation reflects poorly on you as well; managers stand or fall based on the effectiveness and productivity of their employees.
If this is a big deal — the company lost a major account or other departments became involved — consider a team meeting. One employee's troubles have likely created performance issues for other employees who perhaps couldn't complete their assignments or had to watch their efforts go to waste.
As when you met with the employee, plan your direction and comments. Meet in a location where you and the work group can speak candidly and without being overheard. Establish parameters and limits from the start: no bashing, no gossip, nothing leaves the room.
Explain that you know about the problems, met with the involved employee, and established an improvement plan that includes measures for follow-up. Then invite the other employees to share their concerns. Keep the conversation focused on processes and outcomes — don't let the focus stray to people and personalities. A certain amount of venting is inevitable, in most situations — just strive to keep the tone from turning belligerent or derogatory.
It is inappropriate and often illegal for you to discuss another employee's difficulties with the group. Given that performance problems affect the entire team, it's probable that the work group has become a part of those difficulties, but you must still keep the employee's difficulties in strict confidence.
It's important for other employees to understand that you know and care about how the problems have affected them and their work. As much as they might be concerned for their coworker, they also need reassurance that their performance is fine and their jobs are safe. Most people are compassionate and forgiving; if they see that you have responded thoroughly and fairly, the work group will support your efforts.
Crisis has the ability to cause groups to pull together or fall apart; if this is a cohesive and well-functioning group, it will rally. If trust and confidence within the work group is severely damaged, however, it might take considerable time for the wounds to heal and the group to return to full function.
