Time, money, resources – they’re all limited when you work in a small business. Between juggling your need to keep up performance alongside staff job satisfaction, training and professional development has a habit of falling into the background, especially as your small company grows.

But training is a vital component for any business. It’s what keeps staff feeling refreshed, operations ‘on point’, and reputation high on the agenda. Fail to invest in professional and personal development, and you will quickly find both your employees and customers looking elsewhere.

Irish unemployment is at a crucial low of 4.5% - can your company compete for talent? Getting the most out of staff training and investment could be your key.
 
Top HR Department Tips for Staff Training

1. Research, Research, Research

There is nothing worse for a time-strapped employee than being asked to attend a workshop or conference that bears no relevance or key training that will help them with their jobs.

Between the earlier alarm call to catch a train or flight, the stress of finding the location and the boring, overestimated speaker, your employee can be left frustrated with the loss of time and lack of learning. Meanwhile, you have failed to improve employee skills and lost out financially.

Doing your research on the best courses or host associations is key. Implementing a mentoring scheme in work can help senior staff identify what skills their junior colleagues could benefit from, while e-learning courses give employees the option to develop more flexibly, avoiding the dreaded stress of commuting to courses, or juggling family commitments.

By taking the time to understand which skills you need to improve in your employees and the best training options available, you can get the most out of the resources, money and time that you use as a business to develop your workforce.

1. If In Doubt, Ask!

Even in a small business, it can be a struggle to understand what your staff desire; what training they want and what skills or equipment they feel they need to do their jobs better.

While you might have an idea of the needs of the overall organisation, some employees may be more experienced than others in different aspects of their jobs. Some may have received training in previous employment, while others may want to develop some skills associated more closely to their particular job title and role within the company.

As an employer, you can maximise training opportunities by evaluating what the business needs as a whole, as well as ask staff to request training that they are interested in and feel would improve their jobs. Whether it is a certain course or provider they have heard of or taking part in Personal Development Plans during their appraisals to voice their own training goals, your staff can help you to invest efficiently in development, so you can get more bang for your buck.

1. After-Training Feedback

If a training course or conference doesn’t deliver, staff may feel unable to share that with you, conscious of the money & resources you may have used up to send them.

Implementing a process through your HR team, whereby staff can share feedback on the courses they have attended and their recommendations for future training, will give you an insight into the quality of courses or conferences you are investing in, and help you evaluate your choices for future professional development.
 
Train Your Way to the Top
All companies, especially small businesses, struggle to give up the time, money and resources to provide employee development and training. Weeding out the useful from the irrelevant courses, as well as recognising staff training goals will help you to invest in the right training for the right person, at the right time.

​Make sure your resources aren’t wasted – research and use your HR team to ask staff the right questions, before and after you embark on your training journey. 

Taking what I imagine was a very welcome break from the Brexit saga, Irish Taoiseach Enda Kenny spoke at Inspirefest 2016’s opening ceremony on Thursday, where he rightly reminded attendees of the EU’s motto ‘Unity in Diversity’ and the advantages that diversity brings both to the workplace and society.

While the focus of his speech was very much geared towards STEM and the tech sector in particular, the points he made hold true across all industries. Core to this is the fact that ‘We don’t get inspired surrounding ourselves with people who are the same as us.’ Rather ‘…we are inspired by those who are different, who think differently, who have lived different lives, who have overcome different challenges.’

In essence is what diversity is all about. It’s not just about him v’s her or young v’s old or anything else like that. It’s about people from different backgrounds, experiences, sharing their different perspectives to create a fuller, more thought-out approach to all faculties of our business, from manufacturing processes to customer relations.
Below are some helpful tips for improving diversity in the workplace:

1.Conduct a Diversity Audit
If you’re looking to enhance the diversity of your work force, then you need to understand where it currently sits and where the gaps need to be filled. Breakdown the metrics on your staff – gender, nationality, age, education, career background, etc. What you’re aiming for is a workforce that matches the communities you operate in.

2.Adjust Your Hiring Process
If your audit uncovers any areas that are out of kilter with the balance you wish to achieve, then it’s important to look at your hiring processes and make adjustments where necessary. Where do you source your candidates from, what criteria must they meet, and so forth? Engaging with local community groups and networks can be an excellent way of identifying and attracting new employees, with different backgrounds that you otherwise might have overlooked.
Another effective way to limit innate, natural bias (we all subconsciously have prejudices that effect our decision making process) is to develop and utilise evaluation forms that score candidates based on set criteria.

3.Introduce a Mentorship/ Sponsor Programme
Even the most well intentioned managers can sometimes overlook incredible talent. We’re social beings and we gravitate and spend most of our time with those most like us. Setting up a mentorship or sponsor programme, with clear objectives and timescales can establish greater integration between senior and junior members of staff, while helping spot real business talent that might otherwise have gone unnoticed.

4.Get Flexible
While this might not be feasible for all employers, providing a more flexible working environment can help your business attract and retain quality employees. Practices such as remote working and flexi-time, shift the focus from attendance to performance. So long as the job is done well, does it matter whether it was done at the employee’s desk or on their couch? Facilitating these kinds of practices are particularly important for women in the labour market, who might have decided to start a family. An added benefit is that various studies have shown they also reduce overheads, sick days and attrition.

5. Train and Indoctrinate
A top down approach must be applied if your company is to embrace diversity. Employees look to their team leaders, managers and employers and so we must set the tone from the outset. Improving diversity isn’t just about getting a few more women or foreign nationals on the payroll; it’s a cultural shift that must be afforded the attention it needs.

Training is a key part of this. As with any cultural change, employees must be 100% on board with what you are trying to achieve. They must see the ‘why’ and the ‘how’ of what you’re doing and understand the role they play in bringing it to fruition.

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​

Creators of the Egyptian pyramids understood teams, as did every military leader in recorded history, which is why it’s rather astonishing that the concept of teamwork in business is so recent. Anyone who is interested in history will know that the term “teamwork” wasn't really used in the organisational vernacular until the 1970s. It’s not known why it appeared so late, perhaps the turbulent economy or the shattering of social unity caused researchers to look into why some teams fail and others succeed.

It has been said that two large pizzas should be enough to feed a team. The most popular reasons for using the two-pizza rule is that as well as keeping teams agile and responsive, when teams comprise of a dozen people or less, each member is more likely to care about the others, and are more likely to share information.

As teams scale up, unity tends to come apart. At 100 people or more, team members may get on with each other but they aren't as likely to care about their roles and helping them out to complete a task.

Building an excellent small business team is about more than just employing the correct people. It's important to inspire your team with a vision, nurture their individual talents whilst appreciating their dynamics as a team. A business succeeds when employees invest in its success, so take a read through my tips below to ensure you choose the right people to succeed with:

Be a Thought Leader

Top talent doesn't work for average companies with ineffective brands. The more a company can be positioned as an authority in its industry, the more talent will naturally be attracted to working for it. Thought leaders in an industry share expertise with others, which in turn indicates to potential hires that the company is respected within its field.

Don’t Settle for Mediocre

Employers have a habit of often settling for the first run-of-the-mill person they hire, which in turn, can lead to weaknesses within a team. Once it becomes apparent that a member of the team is performing at a mediocre level, it’s essential to discuss the challenges they are facing as well as letting them know that is there is support for them to do better. If there’s no improvement within a few months, it’s time to find a new person for the team.

Forget the Money…at First

People who have passion for the company they wish to be a part of should be strongly considered when hiring, especially if money is not their number one priority when accepting a job offer. It’s important for employees to be interested in the success of the business, and if all they see are euro signs, their hearts may not really be in it.

Trust is Crucial

An employee may be highly intellectual and work hard, but if there is little or no trust in the working relationship, it’s advisable to let the employee go. Daily operations generally become negatively affected if untrusted employees remain in a workplace.

Personal Lives are Important

We all have personal lives and it is important to recognise employees’ lives outside the workplace. Celebrating team members’ significant moments, such as birthdays or weddings, and supporting them through giving necessary time off, helps build loyalty with them, and they often pay it forward with other members of the team.

Diversity Brings Innovation

Diverse thinkers aid in building a strong team. A range of sexes, ages and races often make a team think outside the box and solve problems from many different viewpoints.

Maintain Systematic Processes

Once success has been achieved in a particular space, it is necessary to create a process that mimics that success time and time again. Whether it is through using check lists in the workplace or adopting the same successful approach for different clients, the process increases the effectiveness of a team.

Use People’s Strengths

Employees have both strengths and weaknesses, both of which should be recognised and considered. Each team member should spend time using their skills to the best of their advantage, but weaknesses should be improved upon to create a skilled all-round employee.

Great Teams Read

It’s a well-known saying that ‘leaders are readers’, so to create leaders within a team, they should consistently read. Try to share articles and books amongst the workplace to keep on top of upcoming trends and stimulate strategic thinking.

Invest in Your First Five Employees

Training should be invested into all staff, however when more time is spent training the first five employees, less time is invested in training employees who join the company at a later date. Time needs to be reserved to assist team members and to prepare them to demonstrate the same support to further employees as the company expands.

It’s OK to Be Friends

More often than not, co-workers spend more time with each other in the workplace than they do with family in general. Getting on with team members creates a positive working environment whilst also increasing performance levels. As long as targets are being hit and people are being held accountable, it shouldn’t be unusual to manage a team that is made up of friends.

Give Recognition

Recognising employees when they do something extraordinary not only gives them a sense of accomplishment; it inspires other team members to make the effort to also go above and beyond their normal duties.

It takes time and effort to put together a dream team, but using the above strategies, an amazing team of brilliant employees is most definitely attainable. Remember that scale can hurt focus. The greatest leaders keep their teams small and bright.



The contents of this article are necessarily expressed in broad terms and limited to general information rather than detailed analyses or legal advice. Specialist professional advice should always be obtained to address legal and other issues arising in specific contexts.

People change jobs for a wide variety of reasons, and in the majority of cases, leave a role with a very positive outlook of their previous employer. In recent years, it has become more popular for employees to return to a workplace they may have left to seek employment elsewhere, in turn, being labelled as ‘boomerang employees’.

Hiring a boomerang employee generally has a high returns on recruiting investment, as the cost to re-hire a boomerang employee can be a third to two thirds of the cost of hiring a new employee.  However, whilst there are benefits to re-hiring a previous employee, there are also some drawbacks.  Companies should always have a rehire policy set in place for potential reappointment of past employees.

Boomerang employees generally fall into the below categories:

• Top performers who voluntarily left
  
• Employees who were in key positions
  
• Valuable workers with key skills, contacts, or experience
  
• Promising interns who failed to return
  
• Retirees who may have realised they weren't ready to retire
  
• Top finalists who accepted another job
  
• Long-term consultants or contractors
  

So what are the benefits and drawbacks of employing past members of your staff? The drawbacks are simple:

1. Employees can potentially return with baggage they left with, including any bad habits they may have formed on the job.
   
2. Returning employees may not get along well with employees that have been hired in their absence.
   
3. Employers have to fully consider the position that the rehired employee will assume. The workforce dynamic may have changed, such as a former junior employee being higher up the ladder than the boomerang employee.
   

The benefits of rehiring past employees far outweigh the drawbacks for most businesses:

1. Often when an employee re-joins a company, there is no need to train them like one would with a brand new employee. It may be necessary to give some training on new policies or projects, however in general re-hiring turns out to be less expensive and time consuming than hiring a new individual.
   
2. During a boomerang’s absence, there is also a good chance that they may have learnt new skills and strategies, achieving success in a different situation. They will have likely made new connections and expanded their network which in turn is a bonus to your company.
   
3. There are no recruiting costs with a boomerang employee which means employers know their skill set and have no need to hire an agency to recruit on their behalf. This also saves on time, as it is often the case that companies hire new employees only to find out they are just not what they seemed.
   
4. Boomerang employees can be valuable to an organization because they already understand procedures and the culture within the business. They also know the habits of other employees and structures which have been put in place. The procedures are familiar and so it becomes a benefit to the business, whilst also potentially bringing a fresh perspective from the outside.
   
5. Generally when a company rehires a previous employee, loyalty from that employee increases. This may be because they have seen other business practices and realised they weren't all they seemed. The boomerang employee finds that they want to come back where they prefer it, and in turn becomes more loyal to the company and the employers that they work for.
   

Hiring boomerang employees shouldn't be the chosen strategy due to it being cheap and easy - the decision to re-hire an employee should be based on a good role fit and that the employee has the right skills for the right job. Not every employee who voluntarily left is a positive candidate for bringing back into the company.

Consider the below if deciding to hire boomerang employees:


Stay in Touch

It can sometimes be tough to accept that a top employee has decided to move on, and often personal feelings can get in the way of professional decisions. If the employee has a good track record then an employer should offer to be a reference for any future opportunities they may have. Employers should keep in touch with past employees and make sure to catch up a couple of times a year. It is important to keep their contact details on file and keep them in the loop with company announcements via email. Even if the employee isn't re-hired, they could potentially be a new client or refer someone to the business due to positive relationships with the company.


Be Thorough when Rehiring

Boomerang employees that only left the company a few months prior don’t necessarily have to be re-interviewed and quite often, simply having a conversation with the leadership team will suffice. However, for those that have been gone for more than a year, a formal interview process is beneficial, as company factors may have changed after a year — staff, culture, processes, etc.

Within any company, employers aim to ensure they are hiring the most qualified people and so it is important to approach potential rehires in the same way as unknown candidates. Focusing on positive performance records, in any company they have been hired with, as well as professional references, along with skills tests if needed, ensures their knowledge and abilities are up to standard.

The formal interview also enables a company to revisit the employee’s exit interview and look at their reasons for leaving in the first place. Any previous issues mustn't be overlooked, because chances are if they felt it once, they can feel it again. Asking questions such as "What do you think you can offer our company now that some of our priorities and service goals have changed?" confirms that the employer is not taking the re-hiring process lightly.


Debrief Returning Staff

As touched on in the previous point, if a boomerang employee has been out of the returning work place for a considerable amount of time, they may need to be brought up to speed on new structures within the company. The person who they report to may have changed, or if they are being hired for the position they held before, certain responsibilities may have changed. Employers must encourage a returning employee to ask questions and provide them with a go to person in their department who can offer assistance if need be.

Boomerang employees may need to be retrained. At this stage of re-employment, managers should be over communicating with the employee as well as ensuring that they know there won’t be any special treatment.


Prepare Current Staff

As soon as the decision is made to rehire an employee, team members must be told immediately to avoid upsetting existing, loyal staff as well as allowing an employer to be notified of any potential hesitations or concerns. Managers should work especially closely with the group of employees to which the boomerang employee is returning and ensure that there is open and honest communication within the workplace.


Monitor Progress

Often, boomerang employees are reluctant to ask for assistance when they need it, for fear their employer will question the decision to bring them back. To ensure the employee is happy, managers must check in regularly to show interest in their progress and ask of any concerns they may have.

Transitioning back into an organisation may be slightly uncomfortable at first for boomerang employees, especially if there's been a lot of restructuring or staff changes since they left. Being considerate to returning employees’ needs can lead to them adapting more quickly and feeling positive about starting with the company again.

In an age where specific skills are increasingly limited, it is irrational to believe that departure from a company has anything to do with lack of loyalty. Individuals with the most valuable skills are always offered new opportunities, and if a valued employee accepts another position, due to flexible work arrangements, higher pay or growth opportunities, it could be seen as the employer’s fault for failing to retain the employee, and not the employee’s fault for taking advantage of market conditions. Rehiring former employees who have the skills a company needs is not only the right thing to do, it’s good for business.



The contents of this article are necessarily expressed in broad terms and limited to general information rather than detailed analyses or legal advice. Specialist professional advice should always be obtained to address legal and other issues arising in specific contexts.

It’s that time of year again, the day that people either love or hate: St Valentine’s Day. You may think that your employees should be kept busy with work, but apparently nothing stands in the way of potential love.  While they can't be prevented, office liaisons are not always a joy for business owners, so keep an eye out for these tell-tale signs that an office love affair is brewing and manage it before it gets out of hand.

Six Signs that John and Mary have become star crossed lovers:

They Avoid Eye Contact
When John was first hired and met Mary from the office, there was a bit of competition between them, which at times led to team tension. It was only natural as an employer to be relieved when they became cordial with each other and finally clicked as colleagues.

Everything seemed to be going smoothly, until suddenly they became extremely formal with each other. Now they barely make eye contact in public any more. In fact, when found in a room together, Mary blushes, John looks pale, and they both suddenly leave.

They Never Leave the Office Together 
“OK, I'm out of here,” Mary announces loudly, making sure everyone in the office can hear.

“Lucky you! It will be a late one for me.” John answers just as loudly. “See you tomorrow”.

Regardless of office size, most employees tend to leave work around the same time. However lately, for some odd reason, John and Mary make a point of letting everyone know they are leaving individually.

They're Both Putting in an Awful Lot of Overtime 
John and Mary have always been good employees, but they used to have lives outside of work. Now (when they aren't making sure everyone knows they are leaving separately) they are both the first into work in the morning and the last to leave, and when someone is needed to put in some overtime, John and Mary will be the first to volunteer.

Their Annual Leave and Sick Days Keep Matching Up 
The first time John and Mary took time off at the same time it seemed to just be a coincidence, however when they also began calling in sick on the same days, office gossip started. In fact, it has become more surprising to see one of them in the office on a day when the other is out, even more intriguing, if either one of them is asked what they did on their time off, they reply with a vague answer. 

They Start Fiercely Defending Each Other
Your business may be known for imaginative, brainstorming sessions, with no hard feelings and employees being able to enjoy the freedom of engaging in lively debate and witty banter. They are confident and skilled, and everyone knows it's nothing personal if an idea doesn't get backed.

At the last development meeting, Mary offered an idea that was immediately shot down by other team members, however when John adamantly defended her position beyond any logic, it created a strange tension amongst the group.

They Both Look Great 
Mary was always pretty, but there were days when it looked like she had just rolled out of bed and wasn't too put together. Now her make-up is always perfect, she's sporting a new hairstyle and she wears stylish new outfits. 

John was a good-looking guy, but a bit of a couch-potato outside of work. Then he started jogging at lunch time, and instead of eating his usual crisp sandwich he was suddenly discussing benefits of protein and eating lean chicken and salad. Soon Mary started going for a lunch time run too and they both joined the same local gym which they now attend regularly after work.


FACTORS TO CONSIDER

Before potentially facing sticky situations like above, it’s important to consider factors that come into play when co-workers begin to mix their personal lives with professional responsibilities on the job.

In addition to the legal consequences that could arise, more often than not, office relationships have an overall negative impact on the workplace, as workplace relationships may spur gossip, rumours and innuendo, which can be disruptive to the office and can negatively impact the reputation of the company if customers or clients are exposed to it. The same activity can make the affected couple feel bullied, which can lead to harassment charges from them.

Whilst office romances are not ideal, the most potential to cause problems are those that involve a supervisor and one of their subordinates. Often, fellow team members believe favouritism is occurring between the two, and that the supervisor is not being fair and objective when delegating responsibilities in the work place. It could be questioned that the lower level employee is being given special consideration by their partner when it comes to handling tasks or completing job requirements.

Another matter to take into consideration would be that other employees may believe they can’t discuss or complain about their team member to the supervisor involved in the relationship. If this is the case, issues that would generally be discussed will remain unspoken and un-addressed, which could lead to a decline in moral, and quite possibly filing of a discrimination suit.

Issues can become even more complex when you consider the likelihood of the supervisee having a certain influence over the supervisor that other employees wouldn't have. In addition to this, potentially due to the relationship, employees could accidentally disclose information to their partner, which could easily happen when sharing events of the day with one another.

Perhaps two of the most important factors to consider are when the couple has an argument or splits up. It would take a very professional employee to be able to keep their personal life separate from business matters and it could be possible that the couple may act out their feud on an employer’s time. Potentially, co-workers may be pulled into the argument and feel they need to take sides. This in turn may detract from the team’s productivity as a whole.

As office romances that end badly can roll into the daily work environment, employers may find themselves dealing with concerns such as diminished productivity or mediating between employees who are no longer co-operating with each other. This may also affect other employees, who could potentially feel hostility towards one of the team members in the former relationship, creating a negative tension in the workplace environment.

Additionally, there is the potential for employees to seek out employment elsewhere when relationships come to an end, which means employers risk losing strong employees who feel that they can no longer work at the company because of the breakup.

Finally, the most harming factor to consider as a result of an office romance breakup, especially if there is a difference in rank between the two individuals involved, is a sexual harassment claim. There could come a point where one person wants the relationship to continue and the other person doesn't, which in turn may lead to an employee seriously considering filing a sexual harassment lawsuit.


TAKING THE RIGHT STEPS

Simply speaking, the best way to avoid negative repercussions on office romances is to forbid employees from dating and never hire married couples, however in today’s world, the is unrealistic and would prove very difficult to sustain.

It is critical to work closely with an HR professional to anticipate problems and set solutions. All employers, regardless of company size, should have formal policies on office relationships in place, which should include what is allowed and what the consequences are if rules are broken. In every policy, it should be stated that any office relationship, regardless of rank, should be disclosed to the employer.

The employer should also reserve the right to decide on which type of employment action, if any, needs to be taken due the relationship, whether it is transferring an employee to another department or termination of employment.

However, just having a company policy in place isn't enough; companies need to ensure there is regular training available, particularly on the topic of sexual harassment. Often employees don’t know the extent of liability that could potentially arise from office romances, and how disruptive they could be in the workplace.

It is also imperative that the policy needs to be consistently enforced at every level of the organisation. Whether it is a CEO or an Assistant Executive that violates the policy, the same rules should apply. If not, team morale will be dampened and no one will follow the policy. Employers may even open themselves up to potential lawsuits from employees who believe they have been discriminated against.

At the end of the day, the goal of an employer is to provide a professional atmosphere where company targets can be achieved. Ideally, the working environment should be pleasant enough that your staff can enjoy themselves while being as productive as possible.

Interpersonal relationships between employees are unavoidable, so being aware of the potential downsides and types of relationships that are developing will go a long way to sustaining as much of a "hazard free" environment as possible.



The contents of this article are necessarily expressed in broad terms and limited to general information rather than detailed analyses or legal advice. Specialist professional advice should always be obtained to address legal and other issues arising in specific contexts.

There are many different types of personalities out there, some of which can create a negative impact on your company. In my last blog I highlighted the effects of a negative employee and offered some tips on how to deal with negativity in the workplace, this week I focus on the tricky personality of the passive-aggressive employee. 


Characteristics of a Passive-Aggressive Employee:

The passive-aggressive employee is often angry, but they express their anger in indirect ways, which can be confusing and even infuriating. Whilst this personality type does not necessarily have a specific look, rather it is identified through actions or behaviours employed in daily interpersonal communication and work.

A passive-aggressive employee’s indirect resentment can drain the energy of a whole workforce. The result on morale, teamwork, communication and results can be devastating.

Passive-aggressive employees can be categorized into various types:

The Behind the Scenes Grumbler:  When given a task, a passive-aggressive employee constantly complains about not being respected for the work they do yet to the boss, the individual will display signs of courteous agreement with an undertone of disapproval.

The Perplexed Pretender: When requested to assume responsibility for a task, this person feigns misinterpretation in an attempt to perform less whilst provoking management.

The Counter Compliant: In being asked to perform a duty, this employee purposely falls just short of compliance, but only to a point that complaining about it seems inconsequential. The individual, with quiet contempt, takes action toward finishing the request, but in the process forces another party to handle the last 10 percent.

The Intentional Inefficient: Being aware that ultimate responsibility for productivity and efficiency falls upon the shoulders of a fellow team member, this employee takes steps to diminish the end result. The employee spins the failure to successfully complete the task, as though it is due to their hardworking nature and that someone else failed.

The Convenient Contributor: This employee does as little as possible when the boss is around, but as soon as the superior is unavailable, they think of a task that requires authorisation, and because their direct manager is not available it is necessary to go to the next level of management for approval.  Potential claims from the direct management about lack of performance lose credibility and make them seem unappreciative of the employee in question.

The Well-Timed White Knight: Always wanting to save the day with an office problem, this individual waits until the boss is out of the office to create a crisis. The employee then steps in and goes over the boss’ head, seeking out a manager in order to gain approval for necessary actions.

The Prolonged Performer:  This employee is willing and able to undertake a project but takes so long to complete it that the task-giver regrets asking in the first place.


Barriers to Overcome with a Passive-Aggressive Employee:

Confusing Communication: Passive-aggressive employees might say one thing, like “Sounds great!”, but mean quite another, which can often be perplexing and bewildering.

Mixed Messages: It’s difficult to be confident in a passive-aggressive individual’s apparent agreement as a commitment: “I said I would handle the project, didn’t I?” On some level, you may sense there’s a possibility that the employee will not do what was “agreed”, or that it will be done with resentment.

Fighting Fire with Fire: As passive-aggressive people are angry to begin with, an employee in question is likely to meet anger with even greater disrespect. It may be difficult but getting angry or being sarcastic in return will escalate the situation.


Objectives to Introduce when Dealing with a Passive-Aggressive Employee:

Address the Issue Head On

It is very important to be clear about any passive-aggressive behaviour you have observed in the workplace by scheduling a meeting with the employee in question. Document specific incidents so you can talk in detail about when it happened and how it affected the team. Facts are essential in managing employee behaviour, and repetitive and toxic actions should be addressed.

Don’t Mirror the Anger

Once you have acknowledged the employee's behaviour as passive-aggressive, it is crucial to stay calm and collected when dealing with the situation. While this can be difficult, reacting emotionally will only make the situation worse. Stick to the facts and keep calm - being responsible for your own behaviour and responses is the best line of defence.

Ask about the Anger

Calling an employee out on their passive-aggressive behaviour can be very successful. By stating that the individual seems rather angry and suggesting having a chat about the reasons why, you approach the situation in a calm and controlled manner. Passive-aggressive people work hard to mask their deep rooted anger, so dealing with it in an empathetic manner is an effective technique for a manager.

Understand that You Can’t Change a Passive-Aggressive Employee

The actions of a passive-aggressive person are complex, and their behaviour is often a way of coping with stress, anxieties and insecurities. Whilst confronting them is a step forward in dealing with the issue, there is no guarantee the employee will accept and understand your opinions. Only when they become self-aware in understanding their own thoughts and actions can the person change.

When dealing with a passive-aggressive employee, it is more beneficial to focus on what you can do to improve the situation rather than try to change their attitude. Negative workplace behaviours such as passive aggression, bullying or sociopathic tendencies will all become problematic if managers allow individual behaviour to become more important than the team.

Focus on Your Team

As previously stated, having a passive-aggressive employee in your company can be extremely stressful and disastrous not only for you but for your business, as negative attitudes and behaviour tend to be contagious. To try and reduce the risk of passive-aggressive attitudes forming, adopt a culture of open communication and constructive feedback in the workplace. As a manager, be authentic, be consistent, be compassionate and check in with team members regularly. When these strategies are in place, behaviours like passive-aggression are silenced and don't have room to propagate.



The contents of this article are necessarily expressed in broad terms and limited to general information rather than detailed analyses or legal advice. Specialist professional advice should always be obtained to address legal and other issues arising in specific contexts.

If Government reports are anything to go by, it appears that the worst is behind us; unemployment levels are dropping, businesses are growing and people are looking for new job opportunities. As any good business owner will know, quality employees will always be in demand and retaining quality retaining them is essential to the development of their business. But what if you find yourself losing your top talent? What has motivated them to search for pastures greener and how can you stop the outflow? Funnily enough, it usually has very little to do with money. Here are five of the top reasons quality employees quit.

1.       They Don’t Feel There Are Growth Opportunities

Whether it is in terms of promotion or learning new skills, employees may feel that they are not advancing in their career. Personal growth can be a strong driver, especially for younger employees who are looking for training opportunities and ways to differentiate themselves from the larger pool of fresh executives.

Other times, employees may feel frustrated in their current role and feel that they have reached a ceiling on how far they can advance within a company. In such situations they will seek out opportunities at other companies where a more senior role is available.

The Fix: Establish a clear learning and development programme for your staff that provides opportunities to enhance and expand their skillset. A more qualified, satisfied employee can only be considered a more valuable asset to your company.

Equally, detailing a career path for your employees by identifying the skills and qualities necessary to advance to a higher level will motivate to work towards a promotion. Regular appraisals paired with effective communication will help them identify the areas that need to be improved if they are to achieve their goals.

2.       They’re Not Feeding Their Passion

Employee satisfaction is about much more than their salary. They need to be passionate, or at least actively interested, about the job they do. Nobody wants to be bored at work. Too often employees are assigned to tasks and positions that they have no interest in. Your employee applied for a job because what was outlined in the job spec appealed to them. If it turns out that the job they’re doing doesn’t relate to what they thought it would be, you wind up with a frustrated employee that eventually burns out or leaves.

The Fix: Set clearly defined roles for your staff and ensure that the role is suited to their individual strengths, where they will be challenged, engaged and excited about what they do. If a situation does arise where they must take on some extra responsibilities that are completely different to their area of expertise – be it due to understaffing or a lack of budget to invest in more people – be sure to communicate the issue to them, expressing your appreciation for their flexibility and providing an end date that they can work towards.

3.       They Fee Unappreciated

Unlike you, your employees do not come into work with the company’s balance sheets in mind. Most of them do not see themselves as being there to increase revenues and profits. They are there to work for you, their employer, and to carry out their role in making the business work. If they feel that they are not being recognised for the hard work they do for you then they will eventually stop doing it or move onto another company where such effort is acknowledged and rewarded

The Fix: Develop effective employee relationship strategies. Communicate with your staff regularly and find out how they are doing both in- and outside their job. Most importantly, don’t be afraid to praise good work and acknowledge when someone exceeds expectations.

4.       Lack of Autonomy

Trust is a huge factor for any employee. They want to know that they can trust you to manage the business that pays them but the best employees also want to know that you trust them to carry out their job professionally and autonomously.  You’re worst people are probably happy to have you standing over their shoulder, checking everything is done correctly. However, this will drive you’re most talented employees to madness. If your employees feel that you don’t trust their work, it will not be long before your proofing their letter of notice.

The Fix Autonomy and independence are traits and characteristics that you must encourage in the work place. As an employer you can only provide an environment that encourages such things but it is up to each member of staff to embrace it. One way to help create such an environment is to develop a culture of accountability, where employees own and execute their duties and thus are more empowered within their roles.

5.       They Feel Redundant

As I mentioned before, employees need to be passionate about the work they do. They also need to believe that there is a value in the work that they do and that their role is important to the functioning of the company. Failure to fulfil this need results in a sense of disillusionment that quickly turns into disengagement and poor performance.

The Fix: It is important to sit with each reporting employee and the value of their job and contribution to achieving the business’s overall strategy, showing them the relevance of what they do beyond their role and department.


The contents of this article are necessarily expressed in broad terms and limited to general information rather than detailed analyses or legal advice. Specialist professional advice should always be obtained to address legal and other issues arising in specific contexts.

As the Irish economy continues to recover, demand for skilled employees is growing amongst businesses, while the willingness of people to switch jobs is also on the rise. However, for business owners who have invested in training and up-skilling their staff, the fear of them leaving once they complete a course is a very real human resources issue. So what can you do as a business owner to protect against such an issue?

Firstly, let’s be clear that, in general, it is mutually beneficial to invest in the up-skilling of employees and it is considered a normal part of the employer-employee relationship that the employer will pay for or contribute to the costs of employee training.  The benefit to the employee being the opportunity to develop their skill-set by learning more about a particular profession or product, while for the employer should gain from a more qualified and enthusiastic workforce, which will hopefully translate into increased or more efficient business. Developing a training and development programme can be a very powerful Human Resources tool for employers that can work to retain loyal staff and attract new talent.

Most of the time the type of courses that the employer will pay for are typically one or two day courses run either by an association linked to the particular business or even by a manufacturer who wants to illustrate technical benefits of a particular product range.

However, there are some situations where a course is going to involve a greater investment of time by the employee and a larger financial investment by the employer.  In some industries, such as the legal and accountancy professions, there is strict formal training that will be spread over a number of years. Here it is common for the employer to cover the fees and often pay a salary to the employee whilst they are going through the particular course. The benefit to the firm is that the employee is available to assist the senior members of the profession and “learn on the job”. 

It is not uncommon for the employee to part company with the business at the end of the training and there is usually no question of the employee reimbursing the employer for the cost of the training. 

However, with profit margins still tight and the need to retain the most talented staff, it is becoming more and more common for businesses to have a clause in a contract of employment that where the employer pays for certain training, the employee is expected to stay in the business for a certain period of time after the training has been completed and, if they leave before that period of time, they must reimburse some or all of the fees that have been paid on their behalf.

Ultimately, investing in staff is a great way for an employer to demonstrate the value they see in them. It is a practice that has been used in human resource in Ireland for years and will no doubt continue to be used. It is up to you as the employer to establish the formal commitment that is to be associated with the training you provide to your employees and that it is agreed, in writing, prior to their commencement of the course, preferably in your staff handbook.

The contents of this article are necessarily expressed in broad terms and limited to general information rather than detailed analyses or legal advice. Specialist professional advice should always be obtained to address legal and other issues arising in specific contexts.