Managing Difficult Behaviours in the Workplace Practical Tips for Irish Employers

August 12, 2025

Practical Tips for Irish Employers

Every workplace will, at some stage, encounter difficult behaviours, from persistent negativity to passive resistance, undermining comments, or outright aggression. These behaviours can quietly erode morale, affect productivity, and create stress for both colleagues and managers.

For small and medium-sized businesses in particular, where teams are close-knit and resources may be limited, learning how to spot and manage difficult behaviours early is essential. But many managers and employers feel unsure about how to tackle the issue without making things worse.

Here’s how to approach difficult behaviours with confidence and clarity, before they escalate into formal disputes or exits.

1. Spot the Patterns – Not Just the Incidents

Not all difficult behaviours are dramatic or overt. In fact, the most damaging issues are often low-level but consistent, such as:

Eye-rolling or dismissive body language in meetings
Undermining colleagues or management decisions
Withholding information or refusing to collaborate
Constantly resisting change or offering negative commentary

It’s the pattern that matters. Is this behaviour affecting team dynamics? Is it creating tension or conflict? That’s your starting point, not just isolated incidents.

2. Don’t Let It Linger

One of the most common management pitfalls is ignoring these issues. It’s understandable, most people don’t enjoy confrontation, especially in small teams or where there’s a long-standing relationship.

But allowing difficult behaviour to go unaddressed:

Signals to others that it’s tolerated
Undermines your authority
Can quickly lead to formal complaints or resignations

Early, informal intervention is almost always more effective than waiting for it to become a grievance.

3. Prepare for the Conversation

Before addressing the issue, get clear on:

What specific behaviours you’ve observed
The impact those behaviours are having on the team or work
What a change in behaviour would look like

Keep the focus on behaviour, not personality. For example:

Don’t say: “You’re being difficult.”
Do say: “I’ve noticed that you’ve interrupted colleagues multiple times in meetings. It’s affecting how others contribute.”

4. Choose the Right Tone and Setting

These conversations should always be private, respectful, and rooted in curiosity rather than accusation.

You might open with:

“Can I check in with you on something I’ve noticed? I want to understand your perspective.”

Then outline what you’ve observed, the impact, and the need for change. Give the employee space to respond.

You may uncover hidden issues like stress, confusion over responsibilities, or interpersonal tensions.

5. Follow Up and Document

After the initial conversation:

Agree on what should happen next
Monitor for progress
Document the discussion (briefly and factually)

If the behaviour continues, escalate through your disciplinary or performance procedures. But in many cases, raising the issue respectfully and early is enough to prompt change.

6. Train Managers to Handle Conflict Well

A lot of the time in SMEs, managers become managers after being promoted up the ladder for being good at their job. However, most managers aren’t taught how to manage teams and interpersonal issues, yet they’re often the first to encounter them.

Equipping your managers with conflict resolution skills, emotional intelligence, and confidence to step in early can significantly reduce the risk of escalation. It also fosters a culture of trust, accountability, and professionalism.

Final Thoughts

Difficult behaviours don’t have to mean difficult people. But when left unchecked, even small problems can spiral into major HR challenges. Employers who create a proactive, fair, and supportive approach to behaviour management are better placed to protect their team culture and their business.

Want to Build Confidence in Managing Difficult Workplace Behaviours?

At MSS The HR People, we don’t just talk about policies, we help you transform management practices into effective, confidence-building action.

Join our Handling Difficult Behaviours & Conflict Management course on 12^th November 2025 (virtual, CPD‑accredited 4 Points, 1/2 day). Find full details and register here:
mssthehrpeople.ie/difficult-behaviours
Equip your team with practical tools to identify and manage challenging behaviours before they escalate
Enable managers to respond professionally and proactively, using legal best practice and emotional intelligence
Each participant leaves with a personal action plan and a pocket toolkit to apply daily

Spaces are limited so book now to secure Early Bird pricing €295. Standard rate €350

Email: info@mssthehrpeople.ie Phone: 01 8870690

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WRC Inspections Continue to Rise

By Tara Daly • December 11, 2025

SMEs Should Prepare Now for 2026 As we reach the end of 2025, the Workplace Relations Commission is continuing to increase its inspection activity. Over the past three years, inspections have become more frequent, more targeted, and increasingly unannounced, a trend that shows no sign of slowing as we move into 2026. For employers, especially SMEs with limited internal HR capacity, this means one thing: the best time to prepare is now, before year-end pressures take over and before the next inspection cycle begins. Inspection Activity Has Risen Year on Year Publicly available data shows a clear upward trend: • 2022: 3,943 inspections, approx. 60% unannounced • 2023: 4,727 inspections, 3,662 unannounced (approx. 77 %) • 2024: 5,156 inspections, with the WRC confirming a further increase in unannounced site visits, particularly in targeted and joint operations (eg. Revenue, Garda National Immigration Bureau, Social Welfare, etc.) That is a 30% rise in total inspections in just two years, and early indications suggest the WRC will maintain this pace into 2026. Why This Matters for SMEs SMEs make up over 99% of businesses in Ireland, and many do not have a dedicated HR or compliance function. This makes them more vulnerable during an unannounced WRC inspection, where documentation must be produced immediately and the consequences of being unprepared are far more significant for SMEs who cannot absorb: • Financial penalties • Compliance orders • Disruption to operations • Reputational damage • Staff time diverted to crisis management With the increasing trend in enforcement activity and unannounced visits, SMEs should assume they could be selected for inspection in 2026 and ensure they have the systems, documentation and records ready. Why Employers Need to Be Ready Going Into 2026 The WRC’s annual reports typically publish in Q2, meaning the full 2025 inspection breakdown will not be available until mid-2026. However, current patterns indicate: • Increased unannounced inspections across all sectors • More joint visits with Revenue, Social Protection and Gardaí • Focus on working time, payroll accuracy, permits and record-keeping • Less tolerance for incomplete or inconsistent documentation Preparing now ensures your business, particularly if you are an SME without in-house support, is not left vulnerable. Key Areas Under Scrutiny During an inspection, employers must produce statutory documentation immediately, including: • Contracts of employment • Working time and break records • Payroll and pay-reference-period data • Annual leave and public holiday records and calculations • Employment permit documentation • HR policies, procedures and statutory records MSS- WRC Inspection Preparation Audit (Particularly designed for SMEs) Our Audit help employers get ahead before year-end, MSS The HR People offer a structured WRC Inspection Preparation Audit, specifically designed to support SMEs who may not have a full HR team. Our six-step process includes: Compliance Audit: Review of contracts, policies and statutory documentation Record-Keeping & Documentation Review: Templates and statutory checklists Corrective Action Plan: Clear and practical steps to close any gaps Mock WRC Inspection: A simulated visit with a full written report On-Call Support on the Day: Expert HR assistance during a live inspection Post-Inspection Follow-Up: Support responding to any findings or compliance orders This proactive audit protects SMEs from risk, disruption and penalties and provides peace of mind heading into 2026. Prepare Now, Avoid Pressure Later We are observing instances where a WRC inspection coincides with an employer having a live or upcoming WRC complaint listed for hearing. While this does not indicate any direct link between the two processes, it highlights an important practical point for employers: if you have a pending WRC case, it is prudent to ensure that all employment records, contracts, policies and statutory documentation are fully up to date and compliant. A scheduled hearing can often prompt an employer to review their practices, but by that stage it may be too late to correct underlying non-compliance identified during an inspection. Taking proactive steps early can significantly reduce risk and demonstrate good faith if those records become relevant in any subsequent proceedings. December and January is an ideal time for employers, particularly SMEs, to review compliance, update records and identify any gaps as the new year begins. Preparing now ensures you are fully inspection-ready for 2026. If you would like support preparing for a WRC inspection or wish to arrange a pre-inspection audit, our HR Partners are ready to assist. info@mssthehrpeople.ie , Ph: +353 1 887 0690, www.mssthehrpeople.ie

Two Major Employer Compliance Portals go Live

By Tara Daly • December 11, 2025

What Employers Need to Do Before Year End

Plasterer Wins €16,940 at WRC After Underpayment

By Tara Daly • December 11, 2025

A Warning for Employers and the Importance of Compliance

Increases to the Minimum Wage Ireland Rate 2025

By Tara Daly • December 11, 2025

With effect from on 1 st January 2026, the national minimum hourly rate will become €14.15. The full rate applies to any employee who is at least 20 years of age except as detailed below; EMPLOYEE MINIMUM HOURLY RATE Aged 20 or more - €14.15 (100%) Aged 19 - €12.735 (90%) Aged 18 - €11.32 (80%) Aged under 18 - €9.905 (70%) Who does it not apply to? The National Minimum Wage rate does not apply to the remuneration of a person who is; The spouse, father, mother, grandfather, step-father, step-mother, son, daughter, step-son, step-daughter, grandson, grand-daughter, brother, sister, half-brother or half-sister of an employer, employed by the employer, or A craft apprentice within the meaning of or under the Industrial Training Act, 1967, or the Labour Services Act, 1987. Alternative minimum rates may be set down under Sectoral Employment Agreements (SEAs) or created by Employment Regulation Orders - Workplace Relations Commission . Working Hours Full time, part time, temporary, casual or seasonable employees are all entitled to the National Minimum Wage for hours worked. Calculation of Hourly Pay (Reckonable Pay) Reckonable pay means payments that are allowable in calculating an average hourly rate of pay under the National Minimum Wage Act. The following payments may be taken into account when determining average hourly rate of pay. Basic Pay Shift Premium Piece/Incentive Rate. Commission Any payments under section 18 of the Organisation of Working Time Act, 1997 (zero-hour protection) Productivity-related bonuses Service charge paid through payroll Board of Lodgings- If you receive board or lodgings, that is food or accommodation from your employer, the maximum amounts that can be included from 1 January 2026 are for: - - board only €1.27 per hour worked - accommodation only €33.42 per week or €4.77 per day Non- Reckonable Pay The following payments cannot be included to make up the national minimum wage rate: Overtime, call-out premiums, service pay, weekend and public holiday premiums, expenses incurred by the employee in carrying out their employment, unsociable hours premiums, tips or gratuities paid through the payroll, and allowances for special or additional duties may not be included, benefit in kind payments (except board of lodging), payments while absent from work i.e. sick pay, pension contributions, redundancy payments, compensation for injury, employer loan, an advance on wage/ salary, any sum payable to an employee in lieu of notice of termination of employment. Pay Reference Period The period over which you may calculate the average earnings (Pay Reference Period) may be a week, or a fortnight but must not be longer than one month. Employers are obliged to advise employees of the pay reference period they are selecting for calculations of minimum pay. Employees must be notified in writing as part of their Terms and Conditions of Employment. An employee may request from his or her employer a written statement of the employee's average hourly rate of pay for any pay reference period (other than the employee's current pay reference period) falling within the 12-month period immediately preceding the request. Employee Complaints An employee may make a complaint to the Workplace Relations Commission to investigate allegations of failure by the employer to pay the National Minimum wage or victimisation of an Employee. Such a referral must be within 6 months from the date of receipt of a written statement or from the latest date the employer should have given a written statement. Employees may not refer a complaint before requesting a written statement from their employer. Steps for Employers Employers should now implement the required changes to the rate of pay for those who are currently earning less than the new National Minimum Wage. There is no automatic right of an increase to those who are already earning in excess of the minimum wage. However, it is likely that some employers may face requests for the same. Whilst ordinarily there is no need for an Employer to notify an Employee that the National Minimum has been increased, some employers choose to issue a letter confirming their new rate of pay and the date on which it will be reflected in their pay. A template for this letter can be found on our HR Hub. Minimum Wage in Review With this most recent increase in the National Minimum Wage, an employee on minimum wage who works a full 39-hour week will now receive an additional €40.90 per week, or an extra €2,129.40 gross per year. It remains to be seen how employers will cope with these increases. As the new National Minimum Wage rate takes effect from 1 st January 2026, employers should take the time to review their current pay structures, budgets, and payroll systems to ensure full compliance. Staying proactive and informed will help employers manage these adjustments smoothly and maintain positive employee relations in an evolving pay landscape. If you require any assistance in reviewing pay structures, updating employment contracts, or ensuring full compliance with the new National Minimum Wage obligations, our team is here to help. You can contact MSS The HR People on 01 8870690 or email info@mssthehrpeople.ie and we will be happy to support you.