Negative, disruptive employees have a way of multiplying in the workplace, creating a toxic environment. Therefore, it’s important to identify and deal with these employees quickly.

When an employee is not performing on the job, is chronically late, or is repeatedly insubordinate, the consequences are obvious and well defined. Most companies maintain protocols to deal with employees who are clearly violating company policy. But employees who are not breaking rules but are nevertheless problematic, such as the chronic complainers, social misfits, or self-made managers, can be even more difficult to address. They often get away with their actions because there are no systems in place to deal with them.

The effects of these behaviors may not be as readily apparent as those of their more outrageous counterparts, but these “bad apples” can wreak just as much havoc on productivity, performance, and workplace morale.

PUTTING PROTOCOLS IN PLACE

Ideally a supervisor with a problem employee has a human resources department to turn to for backup. But even a manager in a small company without an HR team should have a plan to address this kind of problem. In a smaller workplace, where there are fewer employees, the impact of a single bad apple can be far greater; so a plan of action is even more important.

The first step is to define the troubling behavior. Don’t just chalk it up to an attitude problem, but gather specific examples (what and when) and detail what workplace problems were caused by the employee’s actions.

Speak to the employee about the behavior, outlining their actions. Give the employee a chance to respond, even to explain what prompts the behavior. This allows the employee to be heard and also lets you assess just how serious the problem is. Is this a burned-out employee, or one acting out because of personal problems at home? Does the worker feel overburdened and underappreciated? Is there a personality conflict with co-workers? Or is this one of those inevitable troublemakers who will continue to undermine your workplace?

No matter what the response, you must make it clear that the current behavior will not be tolerated. If the excuses stem from a preventable or alterable condition, let the employee know you will work to improve his or her work situation; but underscore that you do not accept excuses for acting out. If you think this employee will continue the behavior no matter what you do, put him or her on probation, giving fair and clear warnings that the person’s job will be terminated if the behavior does not change.

Since a bad apple can have a serious impact on the workplace, it’s important to address the issue with the entire company. Don’t use this meeting to single the employee out. Rather view it as an opportunity to communicate to the workforce that you have acknowledged the problem and are taking steps to fix it, and give all employees a clear indication of the kinds of behaviors that will not be tolerated.

PREVENTING PROBLEMS

Of course, nipping a problem in its most nascent stages is ideal. Keep your eyes open for trouble and ask managers to be vigilant about picking up signs that employees are acting out. That way, you may be able to address their brewing concerns and redirect their energies toward a more productive work life or, if necessary, remove offending employees early so they don’t contaminate the workplace.

As the old adage goes, an ounce of prevention is worth a pound of cure. To keep bad apples from sprouting, implement a few strategies. Some employees will cause trouble no matter what the working conditions, but these approaches can go a long way toward keeping trouble at bay:

Use positive reinforcement : This old child-rearing method still works with adults. Downplay annoying behaviors such as whining, but reward a positive outlook or extra effort. Remember: Underappreciated employees are more likely to act out.

Give employees a forum for grievances without fear of reprisal : Be sure there’s open communication between front-line managers and workers so there is a flow and exchange of ideas. Stifled employees tend to act out.

Ask workers to rate each other anonymously : Many larger HR departments have begun organizing workshops that let employees give feedback on each other. Small companies should embrace this technique because it can help identify troublemakers early on.

Schedule performance reviews with sufficient notice and emphasis : Use this opportunity to praise and credit employees for accomplishments as much as provide constructive criticism. Give specific feedback on behaviors so employees understand what is expected in your workplace and how it relates specifically to them.