Managing Toxic and Other Employees Who have Attitude Issues



One of the big challenges that HR faces in organizations is having to deal with employees that carry an attitudinal problem. Negative attitude can be quite a toxic behavior, whose effects spill over to the other employees, and can go on to either change their behavior too, or could impede their work at office. The ill effects of such behavior can be seen in any area of the organization, be it physical or the financial, or the one concerning the reputation of the organization.

What makes handling such employees doubly challenging is that these are not the mindless, immature type. They are perfectly efficient and intelligent people who know their job and know how to excel at it. They make it a point to be negative only to use their technical or other expertise to get even with the organization. They are smart enough to employ a number of tactics that range from intimidation to manipulation.

They have complete knowledge of how to select the employees that they want to flatter or abuse. They could also twist and turn their toxicity and exhibit varying shades of it in different conditions and situations, depending on what kind of impression they want to create in a given situation.

Some of the most common methods used by most organizations in dealing with such employees include:

  • Restructuring other positions to accommodate a toxic employee
  • Tolerating toxic employees because they bring valuable expertise or experience
  • Ignoring the negative feedback that the other employees offer about these toxic behaviors, even if they are aware that this behavior is vitiating the workplace environment
  • Skirting issues and conversations about this employee or her behavior with the other employees
  • Shying from exhibiting a zero tolerance for such behavior.

Such techniques may cover up certain episodes, or could at best be at stopgap arrangement. They can never be effective or adequate in dealing with the toxic employee or one with attitude problems.

If managements are serious about bringing about change into this kind of employee behavior, they should do a lot more. They should not only discuss the specific behaviors that are negatively impacting other employees and/or the organization; they should counter that negativity by showing to the toxic employee time and again such behavior comes with its set of consequences. They should be made to understand that this behavior could attract negative consequences if they persist, and could become positive if they change their behavior.

How do employers and managements bring about this kind of attitudinal change into organizations? How do they mend the mind-set of employees who are toxic and carry other attitudinal problems? These will be the learning a very valuable webinar from, a leading provider of professional training for all the areas of regulatory compliance and human resources, is going to impart.

Pete Tosh, the Founder of The Focus Group, will be the speaker at this session, which is being organized on January 30. Please visit  to register for this valuable learning.

This activity has been approved for 1 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).

Viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM. Credit is awarded based on the actual educational time spent in the program.


The ways of dealing with toxic employees will be explained at this webinar. This learning is very important because organizations have to learn how to make use of the expertise such employees bring into their work, without letting their toxicity come in the way of the organization’s progress and growth. This webinar is aimed at benefiting anyone with managerial or leadership responsibility.


About the speaker: Pete’s firm assists organizations in sustaining profitable growth through four core disciplines: implementing strategic HR initiatives, strategic planning, aligning corporate organizational structures with their strategic initiatives, and implementing performance management programs, executive coaching, compensation systems and other HR processes to strategically direct and reward desired employee behavior.

Pete also frequently develops and facilitates a variety of leadership development programs. Employees from over 3,000 organizations have benefited from Pete’s experience and perspective. Pete is co-author of Leading Your Organization to the Next Level: the Core Disciplines of Sustained Profitable Growth.


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