How to Handle

People Problems
Supervisor/
Co-Employee Employee
Learning Outcome:
1. Able to identify people problems in the workplace
2. Define steps in handling people problems
(Gather Info, Weigh and decide, Act,
Check Results)
3. Able to apply techniques in case studies
Topics

1. Problems in the Workplace

2. Getting the Facts
3. How to Weigh and decide
4. Take action/Check results
5. Case Studies
Activity 1: Problems in the workplace
1. meet targets and
deadlines,
Customer 2. Lack of motivation
Related 3. Attitude problems
4. Conflict
5. Absences
6. Poor performance
7. Insubordination
8. Financial
People
9. Communication
Related problems
 Fishbone

Man

Co-
Supervisor Employee
employee

Co-
Supervisor Employee
employee
 Kind of Problems Encountered

1. Lack of 5. Poor
3.Conflict 7. Insubordination
Motivation Performance

2.Attitude 8.Communication
4.Absences 6. Financial
related issues
How do you handle people problems in the w/p

1. Communication
1. inaction/ignored
2. Attitude
2. Gather facts
3. Conflict
3. Permanent action
4. Absences
4. Investigate
5. Performance
5. Put interim action
6. Insubordination
6. Elevate to top
7. Financial
7. Elevate to peers
8. demotivation
8. Wait for others to
decide
 Assignment:
List ways to gather data
Presentation: Draw Lots
Day 2
Learning Outcome:

1. Able to list the steps in getting the facts

2. Able to apply in case studies activities and
workplace scenarios
Topics – Day 2

1. Problems in the Workplace

2. Getting the Facts
3. How to Weigh and decide
4. Take action/Check results
5. Case Studies
Activity 2: Reputation Exercise

1. Choose 5 employees to be rated

2. Rate the Person with (+ or -)

Process the feelings (person rated)

Write on the board the tools used
by the (rater)
Data Gathering Tools
Presume Conclude Infer
Imagine Draw Conclusions
Appraise Based on Recall
Believe Assume

Guess Deduce Observe

 What if it’s a problem?
Deduce or Infer Ask/Interview

Guess Listen

Assume Confront

Observe Use Grapevine

 Kind of Problems Encountered

1. Lack of 5. Poor
3.Conflict 7. Insubordination
Motivation Performance

2.Attitude 6. Financial 8.Communication

4.Absences
related issues
1. Get the Facts

Ask Confront

Listen

Interview Interview Others

1. Get the Facts the

Grapevine

• No to rethorical questions
• Ask friendly, clarifying questions
• Use open-ended questions. Be grateful. ...
• Avoid stress. ... https://youtu.be/qJsJB3GmFcQ
• Avoid being too direct. ...
• Silence is golden
 How do you ask about their problems?
1. Be gentle.
2. Focus on “I” statements.
3. Be supportive.

4. Research on the person

5. Clarify your role is to help
6. Don't chastise or scold them.
The 5-Step Formula for the “I” statements
For No. 5 - describe
Be concise and specific. 1. specific behavior to
1. When you change
2. why behavior is
2. I feel…
harmful
3. I imagine… 3. the negative feelings
4. I need/want… 4. want you want done
5. Would you please…
Individual Activity
Get a Partner and Simulate

Classroom Task - Presentation

Application of Learning

Real World Task

 Case Study No. 1
A Junior Supervisor is very much resentful of his superior. He was bypassed in promotion. He felt he
has the same credentials, if not more, since he is a more senior member of the organization, has
more training and expertise, and is the right hand of the boss. When promotion time came, his peer
who is an Engineer and new in the division was handpicked over him to become his new foreman.

Disgusted, he bent his anger on the person. He made the Engineer’s life difficult by not reporting the
needed information (manpower plan and OT schedule) for reporting to the boss. He also talked
nasty things behind his back. The department had internal conflict and the other JS have factions as
a result. The rank and file did not know whom to report of the abnormality findings (short cut in the
process) and let it pass. The defect had reached the customer as Customer Receiving report.

The bypassed supervisor and the engineer had a confrontation which had escalated into a non-
speaking terms. Both of them are an important part of the work to go well.

The affected employees reported the issues to LU which had triggered the investigation.
 Closing the Gap Activities
1. How was the “I” Statements
Activity?
2. One impactful learning?
End of Day 2
Day 3
 How to Handle
People Problems

You Me

Weigh and Decide

Topics

1. Problems in the Workplace

2. Getting the Facts
3. How to Weigh and Decide
4. Take action/Check results
5. Case Studies
Learning Outcome:

1. Able to understand the steps

2. Able to apply in case studies activities and
workplace scenarios
Topics – Day 3

1. How to Weigh and decide

 Steps in Problem Solving

 Listening Skills
 Review Day 2 Learnings
• Catching the Ball Exercise
Icebreaker Activity
 After getting the facts through various
means…
Deduce or Infer Ask/Interview

Guess Listen

Assume Confront

Observe Use Grapevine

And now you knew the facts:
 2. Weigh and Decide

1. Collect all information that are related

to each other.
2. Think of appropriate solutions and
analyze applicable protocols and
standards
3. Consider the effect to the person and
the group.
4. Avoid pre-empting the result
 Individual Activity
a)Isipin ang nararapat na Aksyon sa Case
No. 1
b)Suriin kung anong protocol at
patakaran ito kabilang
c)Evaluate ang epekto nito sa tao at sa
grupo
d) Huwag pangunahan ang maaring
mangyari
 Misunderstanding of the Supervisors affects the work of the Rank and File
A Junior Supervisor is very much resentful of his superior. He was bypassed in promotion. He felt
he has the same credentials, if not more, since he is a more senior member of the organization, has
more training and expertise, and is the right hand of the boss. When promotion time came, his peer
who is an Engineer and new in the division was handpicked over him to become his new foreman.

Disgusted, he bent his anger on the person. He made the Engineer’s life difficult by not reporting the
needed information (manpower plan and OT schedule) for reporting to the boss. He also talked
nasty things behind his back. The department had internal conflict and the other JS have factions as
a result. The rank and file did not know whom to report of the abnormality findings (short cut in the
process) and let it pass. The defect had reached the customer as Customer Receiving report.

The bypassed supervisor and the engineer had a confrontation which had escalated into a non-
speaking terms. Both of them are an important part of the work to go well.

The affected employees reported the issues to LU which had triggered the investigation.
 Join a Group and Simulate

Classroom Task - Presentation

Application of Learning

Real World Task

END OF DAY 3
DAY 4
 How to Handle
People Problems

You Me

Take Action
Learning Outcome

1. Understand Steps in Taking

Action and Checking Results
2. How to Check results
Topics

1. How to Take action

2. How to Check results
3. Take Action
 Excuses - Inaction sa Workplace?
• Waiting may mauna
• Hindi appropriate ang action
• Hindi mahalaga
• May komplikasyon
• Di alam saan uumpisahan
• Walang epekto
• Masyadong malaki ang
epekto
• Walang chance
magtagumpay
• Gusto pang malaman
ng mas malalim
• Sobrang perfectionist
• Nakalimutan na
• Hindi priority
• Walang resources
• Pagod na
• Hindi ko kaya
 Steps in Taking Action
1. Isipin kung kaya na bang solusyonan mag-isa o kailangan ng
tulong sa karamihan
2. Suriin kung dapat na ilapit ang problema sa
superbisor o sa top management
3. Tingnan kung nararapat sa tiyempo ang gagawing
aksyon
4. Huwag ibigay sa iba ang mahirap na problema na
kailangan ikaw ang humarap
 Case Study No. 1
A Junior Supervisor is very much resentful of his superior. He was bypassed in promotion. He felt he
has the same credentials, if not more, since he is a more senior member of the organization, has
more training and expertise, and is the right hand of the boss. When promotion time came, his peer
who is an Engineer and new in the division was handpicked over him to become his new foreman.

Disgusted, he bent his anger on the person. He made the Engineer’s life difficult by not reporting the
needed information (manpower plan and OT schedule) for reporting to the boss. He also talked
nasty things behind his back. The department had internal conflict and the other JS have factions as
a result. The rank and file did not know whom to report of the abnormality findings (short cut in the
process) and let it pass. The defect had reached the customer as Customer Receiving report.

The bypassed supervisor and the engineer had a confrontation which had escalated into a non-
speaking terms. Both of them are an important part of the work to go well.

The affected employees reported the issues to LU which had triggered the investigation.
 Check Results
1. Follow-up?
2. Determine extent of follow-ups?
3. Observe the Changes on the
Actions
4. Assess if the actions help in the
resolution of the problem.
Other Techniques in
Resolving Issues

Effective Listening
Barriers to Listening

1. Distractions
2. Pre-occupations
3. Focused on details
4. Topic
5. Rebuttal tendency
6. The speaker
 Ten steps to effective listening
1. Focus on the speaker,
maintaining eye contact –
this shows you are
interested.

2. Don’t interrupt or finish the other

person’s sentences – this will break their
flow and can be very annoying.
3. Be attentive, yet 4. Keep an open mind –
relaxed – concentrate on don’t be judgmental or
what is being said be distracted by your
own feelings and biases
5. Think before answering – but
avoid rehearsing your answer while
the other person is talking, you
could miss important points.

6. Don’t impose your solutions –

being too opinionated can make
people less likely to open up. And
don’t insist on having the last
word!
7. Develop an active listening
style – reflect back what you have
heard and ask clarifying
questions.

8. Give the speaker regular

feedback - nodding,
smiling, saying ‘yes’.
Title: BASIC SUPERVISORY SKILS TRAINING

9. Pay attention to what

isn’t said –  body 10. When dealing with
language. difficult people, spend more
time listening than talking.
End of Day 4
Assignment: Intro with Role Play
1. Disapproval of Leave Form – G1
2. Reprimanded for Insubordination-G2
3. Not on Good Terms with co-Employees – G3
4. Misunderstanding – G4

Observation or Recap Group – rest of the groups

 1.Disapproval of Leave Form
A supervisor disapproves the filed leave of an employee falling under
the before and after holiday period. The supervisor has this
understanding hence she disapproves the filed leave done after the
holiday. The employee complained why she is not paid for the filed
leave. The supervisor is confronted and reported by the employee to
the Labor Union. To avoid confrontation and issues, the supervisor
offered to pay the employee with a day’s wages (P 400) in order to settle
the issue.
1. State the problem
2. Get the Facts
3. Weigh and Decide
4. Take Action
5. Check Results
2. Reprimanded for Insubordination
The employee felt she was singled out for mistakes by the supervisor. She
responds for not rendering OT, for not delivering on time, for not being
Cooperative in work and for deliberately going on leave despite the direction and
request of the supervisor. The employee was reported by the supervisor to the
higher ups. The higher ups responded by advising the supervisor to file an
insubordination case. But the Labor Union intervened for the employee
1. State the problem
2. Get the Facts
3. Weigh and Decide
4. Take Action
5. Check Results
Case No. 3 – Not on good terms with co-employees

The employee is not on good terms with her co-employees. She feels she is not
favored by her supervisor. She accuses of the supervisor of favoritism. One day,
there is an emergency at home. She filed for a two day leave. But the
supervisor only approved one day but she took a two day absence. That means,
AWOL for one day. That caused dissatisfaction at work, and differences with the
supervisor. Since she cannot confront the supervisor, she is pouring on her co-
employees
1. State the problem
2. Get the Facts
3. Weigh and Decide
4. Take Action
5. Check Results
Case No. 4 Misunderstanding
This story is true to life. Just like Ai Ai and Kris A. rift which started when Kris did not
condole with the family of Ai-Ai when her mom died and vice versa. The story is similar
when Employee B did not attend the wedding of Employee A (Employee B is the
bridesmaid) and no explanation of why she did desert her friend. It was not known to
this day. But their rift remains which affected their respective jobs. They did not
coordinate with the issuance of documents causing serious engineering revisions issued
to the production line already. There was a lot of tension in the office. After work, there
were nearly hair pulling accidents and rumor mongering, with each one attacking the
other with precious secrets. They used to be best friends. The rift finally ended when
Employee B opted to resign early at age 40 while Employee A continued to work until her
60s.
1. State the problem
2. Get the Facts
3. Weigh and Decide
4. Take Action
5. Check Results
Day 5
Application of Learning

Real World Task

Learning Outcome

1. Able to apply the steps in

Handling People Problems
through workplace scenarios
Topics – Day 5

5 Case Studies
 1.Disapproval of Leave Form
A supervisor disapproves the filed leave of an employee falling under
the before and after holiday period. The supervisor has this
understanding hence she disapproves the filed leave done after the
holiday. The employee complained why she is not paid for the filed
leave. The supervisor is confronted and reported by the employee to
the Labor Union. To avoid confrontation and issues, the supervisor
offered to pay the employee with a day’s wages (P 400) in order to settle
the issue.
1. State the problem
2. Get the Facts
3. Weigh and Decide
4. Take Action
5. Check Results
2. Reprimanded for Insubordination
The employee felt she was singled out for mistakes by the supervisor. She
responds for not rendering OT, for not delivering on time, for not being
Cooperative in work and for deliberately going on leave despite the direction and
request of the supervisor. The employee was reported by the supervisor to the
higher ups. The higher ups responded by advising the supervisor to file an
insubordination case. But the Labor Union intervened for the employee
1. State the problem
2. Get the Facts
3. Weigh and Decide
4. Take Action
5. Check Results
Case No. 3 – Not on good terms with co-employees

The employee is not on good terms with her co-employees. She feels she is not
favored by her supervisor. She accuses of the supervisor of favoritism. One day,
there is an emergency at home. She filed for a two day leave. But the
supervisor only approved one day but she took a two day absence. That means,
AWOL for one day. That caused dissatisfaction at work, and differences with the
supervisor. Since she cannot confront the supervisor, she is pouring on her co-
employees
1. State the problem
2. Get the Facts
3. Weigh and Decide
4. Take Action
5. Check Results
Case No. 4 Misunderstanding
This story is true to life. Just like Ai Ai and Kris A. rift which started when Kris did not
condole with the family of Ai-Ai when her mom died and vice versa. The story is similar
when Employee B did not attend the wedding of Employee A (Employee B is the
bridesmaid) and no explanation of why she did desert her friend. It was not known to
this day. But their rift remains which affected their respective jobs. They did not
coordinate with the issuance of documents causing serious engineering revisions issued
to the production line already. There was a lot of tension in the office. After work, there
were nearly hair pulling accidents and rumor mongering, with each one attacking the
other with precious secrets. They used to be best friends. The rift finally ended when
Employee B opted to resign early at age 40 while Employee A continued to work until her
60s.
1. State the problem
2. Get the Facts
3. Weigh and Decide
4. Take Action
5. Check Results
RECAP
1. Gather Facts (what technique we used)

2. Weigh and decide (ICES and 6 Cs

3. Take action
2. Check results
The End
 Truths About Action
• Allows development
• Inaction is scarier
• Motivation follows action
• Action pertains to nature of existence
• Creates courage
• Explanations later
• Beat the odds, makes you humble, not petty
 Coaching vs Counselling

When to coach
 Counselling vs Coaching

When to counsel