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 12th 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 Reference: ADJ-00057077 / 11 th March 2026 A recent decision of the Workplace Relations Commission (WRC) has highlighted the importance of fair procedures, genuine consultation, and meaningful engagement in redundancy processes, particularly where senior executives are involved. Background The Complainant was employed by the Respondent for over 24 years, beginning in 2000. Over the course of her career, she progressed to the senior role of Managing Director, EMEA GLT, with a base salary of €275,000, alongside bonus and equity participation. In mid-2024, the Complainant’s role was significantly altered following an internal restructuring. She alleged that this amounted to an effective demotion, with key responsibilities removed without consultation or warning. Shortly afterwards, the situation escalated. The Complainant was placed on sick leave and raised a formal grievance regarding the changes to her role. That grievance was not upheld, and the appeal outcome confirmed the employer’s position. In October 2024, the Complainant was informed that her role was at risk of redundancy. A consultation process followed, during which she was placed on garden leave. Despite raising concerns and requesting further clarity around her role and terms, her employment was ultimately terminated by reason of redundancy in November 2024. The Complainant subsequently brought a claim for unfair dismissal. WRC Findings The Respondent conceded at the hearing that the dismissal was unfair. The Adjudication Officer noted that the Complainant had been employed in a very senior position for over two decades and had progressed through multiple promotions, ultimately holding a Managing Director role. It was accepted that significant changes had been made to her responsibilities prior to the redundancy process, which formed part of the broader context leading to the breakdown in the employment relationship. While a redundancy process was carried out, the key issue before the WRC was the fairness of the overall dismissal. Given the Respondent’s concession, the WRC found that the Complainant had been unfairly dismissed. Decision The WRC upheld the complaint of unfair dismissal and awarded the Complainant €142,984 in compensation A separate complaint relating to notice was rejected on the basis that statutory notice had already been included in the termination payment. Key Takeaways for Employers This decision highlights several important points for employers, particularly in the context of senior-level restructurings: Role changes must be handled carefully, particularly where they may amount to demotion in practice. Consultation must be genuine and meaningful, even at executive level. Grievances should be addressed thoroughly and fairly before moving to redundancy. Redundancy processes must be clearly separated from performance or role disputes. Senior employees are entitled to the same procedural protections as all employees. Even where restructuring is commercially justified, employers must ensure that process and communication are properly managed to avoid unfair dismissal findings. Conclusion This case serves as a reminder that long service and seniority do not reduce the employer’s obligations under employment law. Where role changes, grievances, and redundancy processes overlap, employers must take particular care to ensure fairness at every stage. Failure to do so can result in significant compensation awards, as demonstrated by the €142,984 award made in this case. Tara Daly