5 ways to deal with an employee who isn't a team player

Sometimes, it can be difficult to look at the bigger picture, especially if you’re more focused on the details.

When it comes to managing employees who don’t work well in teams, HR need to exercise caution and control in order to help the troublesome worker achieve their potential whilst not alienating the rest of the team.    

A recent article by the Economic Times listed the top five ways HR departments can deal with an employee who is not a team player, with the help of some leading HR Directors.

Offer coaching

Speaking to Sandeep Kohli, National Director – HR at EY, it was suggested that training should be offered as a first response.

He explains: "Coaching involves focused development-based conversations between reporting managers and their team members to develop skills required to succeed in a role. Individual performance is important but being a strong team player is more important.”

2. Feedback

Sonali De Sarker, Director of Human Resources at NetApp India, also weighed into the comment piece, suggesting that HR departments set clear expectations and manage them.

"A leader needs to ensure that the employee in question is clear on his or her role, responsibilities and expectations of deliverables,” she explains.

“This should be followed by periodical one-on-ones to ensure that the employee receives both verbal and written feedback on the progress, or lack of, made.”

3. Promote interactions

Kohli suggests that companies place more onus on comradery, saying: “It is important to organise team-building activities throughout the year to promote a healthy competitive spirit among employees.”

4. Discussions

Kenneth Lean, Vice President and Executive Coach at Mercuri Urval India, claims that, in his experience, honesty is always the best policy.

“Communicating honestly and giving clear feedback are fundamental tools that a leader needs to use,” Kenneth explains.

“While giving feedback, the leader should call out the impact of the employee's behaviour on the business and why it is not aligned to the organisation.”

5. Demonstrate intent

Lean went on to praise the importance of feedback after a discussion has ended, saying: “A leader should show intent to take required action after concluding a thorough process of investigation. He or she should not at any cost compromise on the organisational values.”