The interviewer would like to further learn about your management style when it comes to delinquent employees. Perhaps you have a system in place for handling recurring behavioral issues. Confirm with the interviewer that you are capable of approaching a situation like this head-on, but professionally. Mention that you involve the human resources department, when necessary, and put a strong emphasis on your documentation and reporting when it comes to tracking problematic behavior.
"Just last month I had an employee who was late four days in a row. This behavior was very unlike them so I pulled them aside and asked if there was anything I could do to help them get to work on time. I documented the late days, to which they were aware. The employee's behavior was corrected immediately. I did not need to come down hard on this employee - I simply needed to address that I noticed their tardiness."
"If I had an employee with a recurring behavioral problem, I would have a one-on-one meeting with them and ask them point-blank what was causing the issue. There is no sense beating around the bush in situations such as that. Employees need to be accountable for their behavior, and a good manager will address a situation like this immediately."
"I have addressed many behavioral issues in the workplace throughout my experience as a manager. The most severe was when I had an employee stealing from the company. I could not prove the infraction right away and had to involve the human resources department to ensure that my approach did not infringe on any employee rights. I was able to put a stop to the theft and gather enough proof to terminate the employee. It was a challenge, but I believe that following process in these types of situations, makes handling them a lot easier."
"When it comes to problematic behavior, it's important to address it head-on and begin documenting right away. Everything seemed fine until he made a mistake in documenting a sensitive report and as a result required re-training. He turned defiant and refused to accept responsibility. It was clear he was worried he would be terminated, and I set up a meeting for him to speak to the head of compliance on his own to address his concerns. I documented the issue with HR and followed up with the compliance department as well as set time aside to meet with my subordinate one to one. When someone is unsure about their job, they can behave in surprising ways."
Very good point you make in the end! Your focus on documentation is incredibly important and should be appreciated by any potential employer.
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