Are You Working With a Toxic Employee?

Most employers (and teams) have been in the situation where it is quite clear that an employee does not share the culture of the practice. Having a person in your business who does not reflect or respect your values is dangerous. It is more than disruptive or annoying; it is toxic to your team, your patients and your practice.

During the lifespan of your practice, you will be compelled to handle the ‘toxic’ employee. Sadly, there will be times when despite all your best efforts, it is clear that this employee is undermining the entire practice and everything you are working towards.

Identifying The Bad Apple

Here are the common traits you should be on the lookout for:

A generally negative attitude
Difficult to ‘make happy’
Quick to anger, lash out or show inappropriate emotion
Doesn’t want to work, doesn’t show up for work
Takes things out on team mates or even clients
Lacks discretion, will voice opinions anywhere, anytime, in front of others and even clients
Unwilling to take responsibility
Victim mentality
Blame and backstab others, happy to highlight other’s mistakes in public
Gossip
Create ‘cliques’ within the practice promoting an ‘us and them’ environment
Sabotage and insubordination, happy to make the practice or others look bad
Clock watchers and/or time wasters
Use excessive practice time for personal time (Facebook, internet, phone calls etc)
Unproductive and undermine productivity
Unprofessional and inappropriate communications, using office email and mobiles
Bullying or harassment
Inappropriate use of social media, voicing negativity towards team mates or the practice

Why we Are Afraid of Terminating the Toxic Employee

Sometimes, the toxic employee is performing their job well, puts in a lot of effort and gets good results. They could be in a high position of management, where we have given them a lot of responsibility and they seem to be the ones keeping the practice together. We rely on them and have delegated many tasks and responsibilities to them so the thought of firing them makes us feel extremely uncomfortable. Who else is going to those jobs? We could feel like we’re being held over a barrel. And they know it.

This is the time to rise up and take your practice back for your sake, the health of your practice and the good employees who honestly, don’t deserve to be subjected to the tirade of inappropriate behaviour. Yes, times will be tough for a short time if the toxic employee is responsible for many duties around the practice. Time and training new or existing staff will be necessary. It is possible and frankly, must be done.

Common Reasons We Procrastinate in Terminating Toxic Employees

You feel hopeless. You’re at their mercy. You fear they will take valuable knowledge with them, the practice will suffer, you might lose clients or perhaps other staff that are aligned with them. They are so involved and know the ins-and-outs that others in the practice aren’t trained or privy to.

You fear an unfair dismissal case, discrimination or other action being brought upon you. A toxic employee who wants to retaliate against you or the practice may use inside information to put in a complaint just to cause trouble or expose deficiencies in your business.

Loss of investment in training and skills. Years investing in training, education and upskilling will be lost and you may feel you can’t afford to lose those skills.

Personal relationships. You may be personally attached to the employee, may even have a friendship of sorts. This emotional or personal attachment can make it harder to have the difficult conversations with them.

Losing business. Depending on the position of the employee, a dentist for example, may steal clients or staff especially if they plan to start their own business after they leave.

Steps to Addressing the Toxic Behaviour and Taking Action

Establish written practice protocols on managing performance and behavioural issues.
Ensure these policies are in line with regulatory bodies such as Fair Work Australia award conditions.

Be consistent with using these protocols for all staff so that it does not appear to be biased or unfair towards certain individuals.

Be sure of what actions or behaviours can constitute an instant dismissal. An employee’s conduct is sufficiently serious to justify immediate dismissal when you have reasonable evidence their conduct included theft, fraud, violence and serious breaches of occupational health and safety procedures. Document such actions and behaviour clearly and specifically at the time they occur.

If you are a new employer taking over the business from an old employer, you may be exempt from unfair dismissal or termination notice requirements. Get good advice in this situation prior to taking any action.

If the conduct is not deemed serious enough to justify immediate dismissal, you must follow the guidelines and give warnings and opportunities to rectify behaviour which may include investing in further training.

In addition, as you are dealing with a ‘toxic’ employee with behavioural issues who may not be reasonable in their actions or responses, it would be advisable to maintain thorough documentation which is specific and explicit and always have a witness present during meetings with them.

When the Toxic Employee is Terminated

Do not delay. As soon as the probation or warning period is over and there have been no positive improvements, dismiss them.

Be straightforward. Reiterate the employee has been on probation/warning and they have failed to meet the expectations agreed upon. Present the documentation.

Request they leave immediately. Help them pack up their belongings and ensure they hand over keys or other access devices.

Communicate the situation to the other staff as soon as the employee has left.  Be clear with your staff about what has happened.  Remain positive and do not criticise the former employee in any way.  Tell your staff that you wish him/her well and will be seeking a replacement for the position.

Ask your staff to also remain positive, to help with covering duties and responsibilities for the short-term.