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Problem Employees Do Lots of Damage
.Even if they’re top performers, bad apples must go, says Terry Dortch.
2 Min Read
“Heed warnings,” Dortch says.
They’re sometimes top performers, which makes it tricky. But dealers shouldn’t allow toxic troublemakers to go unchecked, lest they put coworkers at risk and damage a store’s reputation, says consultant Terry Dortch.
Abuse and other actions toward others in the workplace can leave behind victims, sorrow, distrust and anger, says Dortch, president of Automotive Compliance Consultants.
On his taboo list are gossiping, bullying, unconstructive criticizing, drama, bitterness, constant complaining and blaming others.
“Where these characteristics are identified in any employee, and they tend to be habitual characteristics, heed the warnings,” says Dortch.
Be on the lookout for transient work records, a history of substance abuse, expectations of being owed, narcissism, explosive outbursts, dishonesty and manipulative behavior.
“These individuals are often more concerned with what they get from their position than what they can contribute,” he says.
Most people working alongside such toxic personalities fear them and seek to avoid them, but often still end up manipulated by them.
Oddly, many colleagues find these personalities engaging in as well. But continued exposure to such types can result in anxiety, absenteeism and declining work performance.
“Often the toxic personality is a high performer for the dealership, making it difficult for management to know how to handle the situation,” Dortch says. “Don’t allow any one employee to get away with unacceptable behavior just because they produce.
“Which means toxic individuals will have to go, even if they are the dealership’s highest producers,” he says. “The backlash of their behavior can be too detrimental to the profitability and reputation of the dealership to do otherwise.”
Dortch, whose firm offers hiring and human-resource training, cites the following to help dealers and their managers avoid hiring troublemakers:
Screen every candidate from senior managers to low-level applicants. You don’t want a porter with a history of drug abuse driving your vehicles.
Check for red flags. For managerial positions handling money, look for credit debt issues that could lead to theft. Look for any legal issues around substance abuse or history of hostile behavior.
Trust your eyes and gut. Visually assess candidates during interviews. Consider dress, linguistic skills and fidgety behavior. Do they make or avoid eye contact? Do they avoid answering specific questions about past positions? Be wary of wide gaps and short tenures in work histories.
Train everyone. It won’t completely rule out the possibility of an issue, but it can eliminate the possibility of being held liable for bad employee behavior. Training demonstrates proactiveness.
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