Month: June 2025

Client: I have an employee returning to work after an injury, but I’m concerned they aren’t fully healed. They say they need the money, but I don’t want them to get hurt again. What should I do?

Consultant: You’re in a tough spot. You want to support your employee’s financial needs while ensuring their health and safety. The key is to follow medical guidance, maintain compliance with workplace safety laws, and find a solution that protects both the employee and the company.

Client: They say they’re fine, but I can tell they’re struggling. Can I stop them from coming back?

Consultant: If they’ve been cleared by a medical provider, you can’t automatically prevent them from working. However, you can require proper documentation and ensure any restrictions are followed.

Try this:
“I appreciate that you’re eager to return, and we want to make sure you do so safely. We’ll need a doctor’s note confirming any work restrictions or modifications needed to prevent further injury.”

This keeps the conversation focused on safety, not their financial situation.

Client: What if they refuse to provide a doctor’s note?

Consultant: If the injury required medical leave, you have the right to request return-to-work documentation. Without it, you can’t confirm they’re fit for duty.

You might say:
“For your safety, we need documentation from your doctor clearing you for work and outlining any restrictions. Until we have that, we need to hold off on your return to ensure you’re protected.”

This keeps the responsibility on them to provide medical clearance.

Client: Their doctor cleared them, but I can see they’re struggling with tasks. What do I do?

Consultant: If they’re visibly struggling, check whether their restrictions are being followed. If they don’t have restrictions and are still having difficulty, a follow-up medical evaluation might be needed.

Try this:
“I see that some tasks seem to be causing discomfort. Are you feeling okay doing this work, or do we need to revisit accommodations to ensure your safety?”

This allows them to acknowledge struggles without feeling pressured to push through pain.

Client: What if they admit they’re struggling but don’t want to reduce hours or take time off?

Consultant: Work with them to find a temporary modification that keeps them working safely. If applicable, offer light-duty tasks that align with their doctor’s recommendations.

You might say:
“We want to support your return while making sure you don’t risk re-injury. Let’s review what tasks we can adjust to make this transition smoother.”

This helps them keep earning while reducing the risk of further harm.

Client: What if they insist they can do everything, even though I can tell they’re pushing themselves too hard?

Consultant: If they’re exceeding documented restrictions or showing signs of strain, address it proactively.

You could say:
“I appreciate your commitment, and I know you want to be fully back. However, I need to ensure we’re following the medical guidelines. Let’s check in with your doctor to make sure we’re staying within safe limits.”

This reinforces that safety is the priority—not just their willingness to work.

Client: So, the key is to follow medical guidance, offer adjustments if needed, and not let financial concerns override safety?

Consultant: Exactly. Support the employee, and ensure they aren’t putting themselves at risk. A structured return-to-work approach protects both their well-being and the company.

And if you need help structuring accommodations or compliance reviews, we’re here to assist.

Client: I have an employee who never takes responsibility for mistakes. Anytime something goes wrong, they blame someone else or make passive-aggressive comments. How do I address this without making the situation worse?

Consultant: Dealing with passive-aggressive behavior is frustrating because it’s indirect, and it disrupts the team. The key is to focus on accountability, set clear expectations, and not get drawn into their deflections.

Client: How do I even start the conversation without them getting defensive?

Consultant: Approach it factually and keep emotions out of it. Focus on behaviors, not intentions.

Try this:
I’ve noticed that when issues come up, there’s a pattern of shifting blame instead of focusing on solutions. I want to talk about how we can improve communication and accountability moving forward.

This frames the conversation around team success rather than personal criticism.

Client: What if they deny it or make excuses?

Consultant: Passive-aggressive employees often avoid direct confrontation, so they may try to deflect. Instead of arguing, redirect the focus to expectations.

You might say:
“I’m not here to debate the past. What I need to see moving forward is ownership of responsibilities and a solution-focused approach when mistakes happen.”

This makes it clear that accountability is the expectation.

Client: What if they keep pointing fingers at their coworkers?

Consultant: Don’t engage in the blame game. Instead, shift the focus back to their role.

Try this:
“I hear that you’re frustrated, and I expect everyone to work together. Regardless of what others do, I need you to take responsibility for your own work and how you respond to challenges.”

This sets a boundary while keeping the conversation professional.

Client: What if they respond with sarcasm or passive-aggressive comments?

Consultant: Call out the behavior in a neutral way and reset expectations.

You could say:
“I want to keep this conversation productive. If something isn’t clear, let’s talk about it directly so we can find a solution together.”

This puts the responsibility on them to engage in a real conversation instead of hiding behind sarcasm.

Client: What if their behavior doesn’t change?

Consultant: If the pattern continues, you need to set formal expectations and document the issue.

You might say:
“We’ve talked about this before, and I’m still seeing the same behaviors. Moving forward, I expect accountability and professionalism. If this continues, we’ll need to take further steps to address it.”

This makes it clear that there are consequences for ongoing behavior issues.

Client: So, the key is to stay neutral, set expectations, and not engage in their deflections?

Consultant: Exactly. Stay direct, don’t take the bait, and focus on accountability. Passive-aggressive behavior thrives on avoidance—clear expectations and follow-through will help shift the dynamic.

And if you need help structuring a formal performance discussion, we’re here to support you.

Client: I have employees coming to me saying their pay isn’t fair compared to their coworkers. I know I can’t discuss individual salaries, but I also don’t want to create more tension by shutting them down. How do I handle this?

Consultant: Pay concerns can be tricky because they tap into emotions, perceptions of fairness, and workplace morale. The key is to acknowledge their concerns, provide general transparency about how pay decisions are made, and redirect the conversation toward their own growth opportunities.

Client: What do I say if they demand to know what their coworkers make?

Consultant: Keep it professional and firm. Confidentiality around salaries is non-negotiable. You can still provide reassurance about the fairness of your pay structure.

You might say:
“I understand that pay fairness is important, and I want to assure you that we follow a structured approach when determining salaries. While I can’t discuss anyone else’s pay, I’m happy to go over how pay decisions are made and what opportunities exist for growth in your role.”

This keeps the focus on process and individual development rather than comparisons.

Client: What if they say they know a coworker makes more for the same job?

Consultant: Employees sometimes hear about salaries through informal conversations, and that information isn’t always complete or accurate. Instead of debating, steer the conversation toward what they can control.

Try this:
“Pay is determined based on a number of factors, including experience, skills, and tenure [specific to your pay policy]. I want to focus on your pay and career path. If you’re interested in ways to grow within the company or increase your earning potential, let’s discuss that.”

This shifts the discussion from comparison to action.

Client: What if they don’t accept that answer and insist it’s unfair?

Consultant: Some employees may not be satisfied right away, and that’s okay. Reinforce that pay structures are reviewed regularly to ensure fairness.

You might say:
“I understand your concerns, and I want to make sure our pay practices are competitive and fair. While individual salaries are confidential, we regularly review our pay structure to ensure consistency. If you’d like, we can talk about what skills or performance benchmarks are used to set or change pay.”

This reassures them without making promises or disclosing confidential information.

Client: What if their frustration starts spreading to the rest of the team?

Consultant: Pay concerns can quickly become a morale issue if employees feel unheard. Proactive communication about how pay decisions are made can help.

Consider sharing general information with the team, such as:
✔ How salaries are determined (without individual details)
✔ How performance or skills impact raises, if they do.
✔ What career growth opportunities exist

You might say in a team setting:
“We know that fair and competitive pay is important, and we have structured processes to ensure consistency. If anyone has questions about career growth or pay progression, I encourage you to have a conversation with your manager.”

This reinforces transparency without opening a debate.

Client: What if their concern is valid and there is an issue with pay equity?

Consultant: If their concern exposes a legitimate issue—such as pay discrepancies that aren’t based on objective factors—you need to address it. Conduct a pay equity review and, if necessary, make adjustments.

If you do find an issue, you might say:
“We regularly review pay to ensure fairness. Based on that review, we’re making adjustments where needed. Our goal is always to have a fair and competitive pay structure.”

This shows that you take concerns seriously while handling adjustments professionally.

Client: So, the key is to acknowledge concerns, reinforce the pay structure, and redirect to individual growth?

Consultant: Exactly. Employees want to feel heard and valued, and addressing pay concerns professionally—without violating confidentiality—helps maintain trust and morale.

And if you ever need help reviewing pay structures or handling tough conversations, we’re here to support you.