8 problematic IT team members — and how to deal with them
Culture and efficiency play crucial roles in the success of IT. That's why it is essential to tackle staff-related problems promptly to prevent their negative effects from spreading.
Difficult workers can be found across all industries, however, when it comes to the IT sector, handling employees poses unique difficulties.
A lack of active participation in IT work settings results in employees who fail to meet deadlines, procrastinate with their coworkers, or create conflicts with their colleagues.
A recent study by Gallup revealed that employees who are not actively involved in their work can have detrimental effects on the organization. This includes more frequent absences and a greater number of employees leaving the company. Additionally, there is a decline in the quality of products and sales, as well as a decrease in customer loyalty and engagement. The organization also experiences a decrease in profitability, and employees feel a lower overall sense of contentment.
No matter if the issue stems from a deficiency in interpersonal abilities, expertise in technical tasks, or drive, we have compiled a set of recommendations for dealing with different kinds of problematic IT staff. Additionally, we offer guidance on how to enhance the circumstances or, in certain scenarios, transition to a new course.
Piyush Tripathi, the primary engineer and technology leader at Square, asserts that a variety of circumstances can result in a predicament that is unfortunately common for IT managers: unsuccessful completion of tasks within the predetermined timeframe. Tripathi imparts some suggestions to rectify such situations and ensure the smooth progress of projects.
"I communicate my expectations clearly and schedule regular follow-ups, encouraging them to voice any potential problems," he explains. "Adopting this proactive method enables us to promptly recognize and tackle any obstacles."
In certain instances, a worker possessing proficient technical abilities can possibly encounter difficulties when faced with unanticipated predicaments. Moreover, this predicament is further aggravated if they lack proficiency in effective communication.
Tripathi stresses the significance of sincere communication. These issues will not resolve themselves unless the manager gets actively engaged.
"When addressing a troublesome IT staff member, the key advice I would give is to handle the situation with understanding and a concentration on positive resolutions," Tripathi expresses. "Give precise and detailed feedback, extend assistance, and track their progress while exploring different approaches if needed."
IT Pro With Attitude
Regardless of whether this issue presents itself as a shortage of enthusiasm, reluctance to adapt, or hostility, Tripathi advises that the most effective approach to dealing with an employee exhibiting a negative demeanor is to openly acknowledge the problem and, at times, seek assistance from coworkers.
"To minimize conflicts among colleagues, I emphasize the importance of comprehension and cooperation," he asserts. "I facilitate team dialogues where employees are free to voice their worries, fostering a constructive work environment that thrives on collaboration," he adds. "Through arranging team-building events and promoting projects involving different departments, we establish a feeling of solidarity and minimize disagreements."
If getting the team involved is not producing the desired outcomes, Tripathi suggests considering seeking help from experts in the field: Consult with the HR department for assistance.
"When facing ongoing disputes, I enlist the aid of HR to offer impartial advice and promote the resolution of conflicts," he states. "This guarantees that matters are dealt with in a professional manner and assistance is provided to impacted staff members."
Tanja Guerra, the head of human resources at Alpha Omega, suggests maintaining a positive attitude and setting a good example for appropriate professional conduct.
"We strongly urge managers to initially outline the conduct they desire employees to adopt," Guerra shares. "Once they have established these behaviors, managers should ensure that they are practicing them themselves and acting as role models. If an employee's negative attitude continues, then the manager should invest time in guiding them concerning their actions before deciding whether to terminate their employment."
When providing guidance to businesses on digital advancements, Maura Charles, a coach specializing in product and leadership, frequently comes across managers who are hesitant to deal with toxic staff members. If left unattended, this issue only worsens.
"I frequently witness the concealment of unacceptable conduct," Charles remarks. "Within the technology field, this frequently occurs due to companies solely prioritizing technical expertise and prior experience, while neglecting the significance of effective communication, emotional intelligence, and a willingness to grow. However, it is these commonly known as soft skills that truly contribute to the triumph of technological projects and products."
What does she suggest? Look for guidance from another competent supervisor or a reliable source.
She explains that by observing the consequences of these various behaviors on the team's productivity and overall atmosphere, she frequently discovers that team or managerial reviews can shed light on the difficulties. If leaders disregard these problems, they tend to worsen, leading to negative consequences for the team and its results. However, by addressing these issues head-on, it is possible to prevent the loss of valuable staff members and demonstrate the significance of individuals and their working environment.
No matter which strategy you choose, you can be reassured that you are not just avoiding responsibility and leaving your colleagues to suffer the consequences.
"Never overlook misconduct," advises Charles. "Instead of relocating the individual to a different group, confront the issue directly and refuse to accept harmful attitudes, as they have the potential to undermine a healthy and efficient work environment."
No matter how thorough your screening process is, hiring mistakes occur. Several tech experts have mentioned that they often come across job applicants who exaggerate their abilities, and this becomes evident and troublesome as a project's deadline approaches.
According to Amruth Laxman, one of the founders of 4Voice, the issue at hand can occasionally be attributed to excessive self-assurance.
"Laxman claims that numerous individuals aspire to enter the field of information technology (IT) and possess some basic knowledge about computers, although it may be insufficient for the job at hand," Laxman explains. "Whether it is due to their misguided belief in their own abilities or their tendency to deceive in order to secure employment, these individuals constantly rely on their colleagues for assistance and support, thus sabotaging the progress of ongoing projects."
According to Kimberly Baker, the Chief Operating Officer at Evotix, the issue is made even worse by the lack of necessary skills.
“There are instances in which individuals claim to possess a specific expertise; however, they have not put it into practice for an extended period of time,” Baker remarks. "Frequently, they are significantly lacking in proficiency, but fail to mention this crucial detail throughout the interview procedure."
Even skilled IT professionals can find themselves in a situation that is not suitable for all parties involved. Chief Human Resources Officer (CHRO) Guerra suggests that some tech experts, who are accustomed to showcasing their abilities through coding, may struggle to effectively communicate their skills in a written resume.
"Shops of various types experience unique growth patterns, and this naturally gives rise to difficulties," Guerra explains. "Imagine how challenging it would be to transition your technological expertise from a fast-paced agile scrum shop that follows two-week sprints, to a company that adheres to a non-agile approach or follows different iteration schedules."
According to Guerra, there is intense competition for skilled individuals in the field of technology. Hiring managers who work for companies that are not well-known like Fortune 100 tech firms often find it difficult to thoroughly assess potential candidates. Guerra mentions that certain highly sought-after candidates are not willing to participate in face-to-face interviews or complete coding and other technical assessments.
"Taking skilled tech professionals away from their regular work to evaluate candidates causes setbacks in their own efficiency — it's also a costly endeavor for the company," she explains. "Those conducting interviews may be tempted to expedite the process and compromise thoroughness in order to reach the conclusion of the hiring process, potentially resulting in poor recruitment choices."
In the meantime, according to Nadine Kano, the managing partner at Arioso Group, it is important for you to have skilled experts who possess a blend of technological expertise and strong interpersonal abilities. These professionals should also have relevant experiences and a compatible approach that aligns with your specific needs and goals.
"Can you efficiently evaluate that?" she inquires. "Several technological interviews mainly assess the candidate's ability to solve technical issues, without delving into their capacity to tackle human-related problems. A mentor of mine emphasized the importance of striking a balance between dreamers and doers. If a team is excessively skewed towards dreamers, nothing ever gets delivered. Conversely, if it's too heavily weighted towards doers, they fail to bring forth any innovative products."
This troublesome staff member can be easily recognized as they are difficult to contact, consistently fail to meet project deadlines, and are absent when they are needed the most. It could be the IT employee who appears to be very dedicated but actually has a hidden side job, or even worse, is managing multiple jobs using your equipment.
"Instead of purchasing their own equipment, they opt to work at your job site and take advantage of yours," Laxman explains. "They might stay extra hours or show up earlier than expected. While it may seem like they are driven to succeed for your benefit, their true intention is to exploit the equipment available. The individuals who engage in this behavior during your designated work hours are the most problematic."
The issues mentioned by Laxman are graver than ordinary detachment, and they might necessitate a more formal approach in order to tackle them. Once again, the crucial aspect here is clear and honest dialogue.
"Many employers adhere to the practice of engaging in a spoken discussion to discuss any issues with their employees. This serves as an indication that the concerns have been acknowledged and explained," he explains. "This approach demonstrates a proactive stance in resolving problems as opposed to simply giving a warning. Subsequently, a verbal warning is given, followed by a written warning, and then a reprimand. If appropriate, a suspension may be implemented, and further disciplinary action, such as demotion or termination, may be considered. The ultimate course of action depends on the nature and gravity of the offense."
Kano mentions that the most effective strategy to handle a troublesome employee is to prevent the situation entirely, beginning with the initial interview.
"According to her, interviewers must inquire extensively to grasp the candidate's actual achievements and assess their competency in their field. Basically, they need to thoroughly examine the candidate's resume. It is essential to definitely follow up by contacting their references."
And she offers straightforward guidance for individuals dealing with an IT staff member who cannot or will not change: "Terminate their employment."
According to Kano, attempting to rectify a problematic employee can be a futile and exhausting endeavor. It not only drains your energy but also demoralizes the rest of your team. Instead of devoting your time and attention to troublesome employees, why not redirect your efforts towards your top performers? If the problematic individual holds a managerial position, it is crucial to terminate their employment swiftly. In the case of customer-facing employees, it is even more imperative to act promptly. Granting multiple chances in the name of compassion is not wise. A solitary problem employee has the potential to create a detrimental work atmosphere for those working around them. Consider the far-reaching consequences this could have on your organization.
Baker discovers yet another troublesome staff member, who prefers working independently rather than working together with the team, causing a division in the workplace culture.
"They have no interest in participating in company gatherings or adhering to prescribed procedures, as they solely want to focus on their software," Baker explains. "They hold the conviction that if they are compelled to engage in such activities, they will quit and seek opportunities elsewhere."
When faced with an unsatisfied independent musician, Baker suggests handling the issue by regularly communicating with them, during which you can address their expectations and have conversations about any difficulties they may be experiencing in their performance or attitude.
"We also promote gathering feedback from colleagues who collaborate with them in all aspects," she affirms. "Collaborate with employees to address any concerns. Ultimately hold them responsible for their actions, yet provide assistance and equip them with the necessary resources to achieve success."
