Every franchise store has its fair share of employees with bad attitudes and mixed motivations. What separates healthy work environments from the toxic ones is how management reacts to disruptive employee behavior. Effective leaders can even help to develop under-performing hires into star employees. This overview of leadership strategies gives franchise owners a framework to work from as they aim to correct personnel problems.
Start with setting standards
The easiest way to deal with personnel issues is by taking steps to prevent them. Chron recommends that business owners collect company expectations and rules into an easy-to-read handbook. This resource can be distributed and reviewed as employees go through training. New hires are more likely to recognize an employer's expectations if the rules are put down in writing. Some companies have their workers sign an agreement during orientation that promises the employee has read and understands the company's expectations. These measures won't put a stop to all personnel problems, but establishing a sense of accountability early will help to discourage lackluster performance.
Tackle issues immediately
Many first-time franchise owners make the mistake of assuming internal conflicts and problem attitudes will naturally be resolved over time. In reality, friction between employees and problems with management will only fester over time, warns Entrepreneur. Waiting to approach a problem employee may even suggest to other workers that the company's leadership is disengaged. This impression could foster resentment among employees and make personal problems more difficult to solve.
Keep things professional
Managers are often required to confront employees about their problem behavior, and for most this conversation is no easy feat. One way that franchise owners, especially rookie owners, can simplify disciplinarian dialog is by focusing every element of the conversation around a work-related outcome. For example, employees working cash registers can benefit from feedback about their demeanor. Suggestions by management that a worker is "unfriendly" will spark defensiveness and create conflict. Alternatively, the same conversation could be structured around employee expectations outlined in the company handbook. This approach is a natural springboard for a constructive conversation about how an employee can practice better self-awareness while engaging customers.
Prepare for confrontation
Sometimes the act of disciplining employees will eventually result in a heated exchange. It's important for managers to keep their composure and address workers in an even tone, even when problem employees attempt to instigate an argument. An article in HR Morning suggest store owners create an outline of their main talking points before they engage with employees. Likewise, any disciplinary action that must be taken in response to poor performance should be decided prior to discussing the topic with an employee. This practice will prevent disciplinary actions from being doled out in the heat of the moment.
Implement discipline
Occasionally a problem employee demonstrates little motivation to improve behaviors or implement a manager's feedback. It won't help franchise owners to be shy about terminating a hire that has chosen not to get with the program. Allowing problem employees to disrupt the workplace will cut into the performance of other employees and undermine the authority of management. Franchise owners who outline standards for termination in their employee handbook put themselves in an advantageous position when workers fail to meet expectations.