Journal For Success(JFS)

Presentation on
Topic – Explain in details how the
ability of difficult peoples enhances
Professional competence (BS701)

by Abhishek Dey
M.Tech ECE III Semester
Amity University,Lucknow
Enrollment No. –A7615319002
JFS Guide – Asst. Prof. Dr. Neerja
Pandey
Professional Competence
▪ Professional competency is the underlying ability of an individual
personnel to perform a job properly in a given situation in an
organization.
▪ It consists of clusters of experience, knowledge, ability, attitude &
behaviour set.
▪ As it changes according to profession, it allows employees to know
why they need to be productive by keeping in mind the sustainability
of human values.

Building blocks of competency in

employees
▪ Communication
▪ Achievement / Results orientation
▪ Customer focus
▪ Teamwork
▪ Leadership
▪ Planning and organizing
▪ Commercial acumen and business awareness
▪ Flexibility and adaptability
▪ Developing relationships
▪ Problem-solving
▪ Analytical thinking

How do we deal with difficult

employees?
Suppose that you went into HR in a reputed MNC because you love
people, right? But admit it—sometimes those people can be real
pains. In every group, there seems to be at least one person who saps
morale, slows productivity and stirs up anger in other team members
because of his or her bad attitude, refusal to play by the rules or just
plain disturbing behaviour. And you know you can’t let these
situations fester. Here what you learned from dealing with those
peoples over the years, so your peers had to say in the following:

▪ Learn Their Strengths:

When you focus on finding the right fit between an employee’s
strengths and the job he/she is asked to perform, success is almost
guaranteed to follow. Coach employees to develop a plan that will
help them reach their goals. Finally, provide abundant feedback and
celebrate their achievements. This will create a win-win situation for
both the employees and the organization.

▪ Identify the Problem:

You have learned to listen and try not to make assumptions. It’s not
easy. You are only human. You have also figured out how much you
are willing to tolerate. Sometimes the “difficult” employee isn’t the
problem; it’s the organization’s culture. Other times, the employee is
just a pain, and you need to help him be happy—somewhere else.

▪ Delve Down:
Engaging with the employee helped me get to the real issue fast. The
old adage of not putting all of your eggs in one basket is good for
everyone to remember. We need to balance our work life with outside
interests that engage us in different ways.

▪ Be Transparent:
Be as transparent as possible and constantly seek feedback, especially
with new initiatives and roles. You could have become defensive, but
you saw that this director was reacting out of fear. As frustrating as it
was, you wanted to overcome this person’s apprehensions and gain an
advocate. You have since been promoted to a director role, and you
continue to explore novel ways to develop current HR managers so
they can advance in their careers.

▪ Communicate Clearly:
You learned to communicate more clearly and to be more detail-
oriented in tackling assigned tasks. Expectations of the HR role vary
from employer to employer, so it is particularly important to
understand exactly what’s being asked of you.

▪ Screen Well:
This experience reinforced for you the importance of conducting
proper background screening, reference checks and behavioural-based
interviews.

▪ Be Prepared:
Be prepared. Whether the worst-case scenario comes to pass or not,
it’s better to be safe than sorry. When you see someone at any level
behave inappropriately, reinforce the company’s expectations for
conduct at work. Act quickly and responsibly to lead the team back on
track. 

Both examples also highlight that our assumptions aren’t always

correct. The previously violent man left in peace, while the
diminutive woman resorted to using bodily force. Intimidation can
take many forms—wielding physical strength or positions of power.
Part of being ready means learning to expect the unexpected.

▪ Show Respect :
You concluded that what’s important isn’t whether you display
emotion but whether you are able to show respect. If an employee is
being difficult, you do my best to understand why he’s behaving that
way. If the behaviour warrants formal corrective action, then you
always treat the employee with respect and honesty. It works. Your
car still haven’t been scratched.
▪ Be Fair :
Never take anything at face value. You may think that the associate is
being difficult, but in reality there is a legitimate reason for her
frustration. If you can work through the issue, you may be able to turn
the situation around. 

Be patient and treat the associate with sensitivity. You don’t know
what others are going through in their personal lives. Usually, people
are being difficult as a cry for help. Try to get them to respond
reasonably rather than emotionally.