Category: From the Files of HR Answers

Client: I just found out an employee worked overtime last week, but I didn’t know about it until after payroll was already processed. What do I do?

Consultant: First things first—you have to pay them for the overtime. Even if it wasn’t authorized, once the work is done, wage and hour laws require you to compensate them for it. The real focus now is on addressing the process and preventing it from happening again.

Client: So, I have to pay them even though they didn’t get approval?

Consultant: Yes. You can’t withhold pay for time actually worked. That said, you can treat the unauthorized overtime as a performance issue and address it through coaching or corrective action.

You might say:

“I understand you worked extra hours, and I want to remind you that all overtime must be approved in advance. Going forward, please get approval before working extra so we can plan and manage costs.”

This keeps it clear and professional.

Client: What if they say they had to do it to get their work done?

Consultant: That’s when you dig into the why. Was the workload unreasonable? Was there a last-minute request? Or is this a pattern?

You could respond with:

“If your workload requires overtime to complete, I need you to let me know before staying late so we can prioritize or redistribute tasks. We’ll work together to make sure deadlines are met without unapproved overtime.”

This helps solve the root cause while reinforcing the process.

Client: What if this keeps happening?

Consultant: If it’s a one-off, a reminder may be enough. If it’s recurring, it’s time to escalate.

You might say:

“We’ve discussed overtime approvals before, and I’m still seeing unapproved hours. This needs to change, or we’ll need to take further action.”

Document each conversation so you have a record of the issue.

Client: Should I update my policy to cover this?

Consultant: Absolutely. Your policy should clearly state:

✔ Overtime must be approved in advance

✔ Unauthorized overtime will be paid, but may result in corrective action

✔ Employees must communicate workload concerns before working extra hours

That way, there’s no confusion about expectations.

Client: So, the key is pay now, address the behavior, and fix the process?

Consultant: Exactly. Paying for all hours worked keeps you compliant, and addressing the behavior ensures you’re not in this situation every payroll cycle. Clear policies, open communication, and follow-up are your best tools here.

And if you’d like, we can help you review your overtime policy to make sure it’s both legally sound and operationally practical.

Client: I have an employee with physical work restrictions from their doctor, but they keep ignoring them because they ‘don’t want to burden the team.’ I appreciate their work ethic, yet I’m worried they’re going to hurt themselves—or make things worse. How do I address this?

Consultant: You’re right to be concerned. Even with good intentions, working beyond medical restrictions can lead to reinjury, liability for the organization, and disruptions for the whole team. The key is to prioritize safety, follow medical guidance, and help the employee see that respecting restrictions is part of being a good teammate.

Client: They say they feel fine and can handle it. Can I just let them keep working?

Consultant: No. Medical restrictions are there for a reason, and allowing them to be ignored puts everyone at risk.

You could say:
“I appreciate that you want to help your coworkers, and part of helping the team is making sure you stay healthy. We need to follow your doctor’s restrictions so you can recover fully and avoid further injury.”

This frames compliance as a team benefit—not a personal limitation.

Client: What if they think I’m just trying to make their job easier?

Consultant: Reinforce that this is about safety, not workload preference. Tie it back to policy and medical guidance.

You might say:
“Your doctor provided these guidelines so you can heal safely. My responsibility is to make sure we follow them. If we need to adjust tasks temporarily, that’s part of supporting both you and the team.”

Client: They’re worried others will think they’re not pulling their weight.

Consultant: That’s common. Help them understand that short-term modifications protect their long-term ability to contribute.

Try this:
“I understand you don’t want to let the team down. Following these restrictions is how you make sure you can keep contributing in the long run. We’ll communicate task changes so the team knows this is temporary and medically necessary.”

Client: What if I see them ignoring the restrictions?

Consultant: Address it immediately—privately and factually.

You might say:
“I noticed you were lifting [X pounds / doing [task]] that’s outside your current medical restrictions. We need to stick to the plan from your doctor to protect you from reinjury. Let’s talk about how to handle this task differently.”

This makes it clear that ignoring restrictions isn’t optional.

Client: What if they keep doing it?

Consultant: At that point, it becomes a compliance and performance issue. You may need to document the conversations and, if necessary, require a follow-up with their healthcare provider to review the restrictions.

You could say:
“We’ve discussed following your medical restrictions, and I’ve noticed repeated instances where they’re not being followed. This is a serious concern for your safety and the organization’s liability. We need to meet again to determine next steps, including whether your doctor should re-evaluate your work plan.”

Client: So, the key is to align with medical guidance, frame restrictions as a team benefit, and address non-compliance quickly?

Consultant: Exactly. Good intentions don’t override medical safety. Helping an employee understand that following restrictions is part of supporting the team—and protecting their own future—keeps everyone safe and productive.

And if you need help creating a modified duty plan or communicating restrictions to your team, we’re here to assist.

Client:
I’ve noticed that upper management isn’t following the same policies they expect from everyone else. Things like remote work, deadlines, even conduct during meetings—there’s a clear double standard. But I’m not in a position of power, and I don’t want to overstep or cause conflict. What can I do?

Consultant:
That’s a tricky but critical situation. When policies only apply to some people, it doesn’t just hurt morale—it damages credibility. Your goal is to raise the concern constructively, protect your professionalism, and invite accountability without making it personal.

Client:
How do I even bring this up without sounding accusatory or insubordinate?

Consultant:
Lead with values, not accusations. Focus on consistency, trust, and the employee experience—not blame.

Try this:
“I’ve noticed that there are some inconsistencies in how policies are applied, especially around [specific issue]. I’m concerned it may be sending mixed messages to staff. Can we talk about how to align messaging or clarify expectations so we’re all on the same page?”

Client:
What if I’m brushed off or told, ‘That’s not your concern’?

Consultant:
That’s a real possibility—especially if someone feels uncomfortable being held to their own standard. If that happens, remain calm and reinforce your intent.

Say:
“I understand I’m not here to manage leadership decisions. I’m raising this because it’s impacting how policies are viewed across the team. I want to support our culture and make sure I’m representing expectations accurately.”

Client:
What if I’m worried about retaliation or damaging relationships?

Consultant:
Then start with a private one-on-one with someone you trust—a peer in HR, a supervisor, or someone with influence who can carry the message up. You don’t have to go in alone or publicly.

You can say:
“I want to get your read on something. I’ve noticed some policy gaps at the leadership level, and I’m not sure the best way to raise it without it sounding critical. Can we talk through it?”

Client:
What if leadership hears it—but doesn’t change?

Consultant:
Then focus on what you can control: how policies are applied in your scope, how you model expectations, and how you communicate boundaries.

Say:
“Regardless of what happens elsewhere, I’m committed to clear and fair policy use on my team. If people have questions about broader alignment, I’ll refer them back up—but I’ll keep doing what I know is right.”

Client:
So, I can speak up without stepping on toes?

Consultant:
Exactly. You’re not challenging authority—you’re upholding equity. Lead with curiosity, stay grounded in values, and document concerns if they escalate.

Recap:

• Raise concerns by focusing on consistency, not criticism
• Use language that supports culture, not confrontation
• Find a trusted ally if you’re unsure about speaking up
• Reinforce what you can control, even if others don’t
• Integrity isn’t insubordination—it’s leadership from where you stand

And if you need help crafting a policy communication plan or navigating organizational politics—we’re here to support you.

Client:
We had someone start before their background check cleared—there was a delay, and we didn’t want to hold up onboarding. Now the results are in, and there are some serious concerns. What are our options? Can we still let them go?

Consultant:
It’s a tough position, but not an uncommon one. Many employers move fast to fill roles—and when the background check lags, it can backfire. The key now is to assess the risk, the role, and your policy before taking action. You’re not stuck—but you are on thinner ice if the process wasn’t followed.

Client:
I know we shouldn’t have let them start early. Does that mean we’re out of options?

Consultant:
Not necessarily. It depends on what the background check revealed, how relevant it is to the job, and whether you clearly communicated that the offer was contingent on passing the check.

Start by reviewing:
– What exactly came up?
– Is it directly related to the work they’ll be doing?
– Did your offer letter or policy state that continued employment was subject to background check results?

If yes—you still have a path forward.

Client:
What if the issue is serious—like a criminal record they didn’t disclose?

Consultant:
Then you may have just cause, especially if the offense relates to the nature of the work (e.g., theft in a financial role, violence in a public-facing role). Be careful though: some states have restrictions on using conviction records in employment decisions.

Say:
“We received the results of your background check, and there are findings that are inconsistent with the expectations for this role. We need to discuss next steps, and I want to give you an opportunity to provide any additional context.”

Always allow them a chance to respond before finalizing any decision.

Client:
What if the record isn’t directly related to the job?

Consultant:
Then you’re in more delicate territory. Consider:
– Is there a policy that outlines disqualifying offenses?
– Has the employee demonstrated performance or behavior concerns since starting?
– Could this be an opportunity for a second-chance employment conversation?

If the answer to all three is “no,” you might move forward with termination—but only after weighing risks and precedent.

Client:
Do we need to follow a specific process before letting them go?

Consultant:
Yes—especially if you’re using a third-party background check provider. The Fair Credit Reporting Act (FCRA) requires:
1. A pre-adverse action notice including a copy of the report and a summary of rights.
2. A reasonable wait period (typically 5 business days).
3. A final adverse action notice if you decide to terminate.

This gives the employee time to dispute or clarify any inaccuracies.

Client:
What do I tell the team if we let them go?

Consultant:
Keep it simple and professional—focus on role coverage, not the reason for departure.

You can say:
“There’s been a change in staffing, and we’re adjusting our assignments while we find the right fit. I’ll keep you updated on the next steps.”

Confidentiality is key.

Client:
So, we’re not stuck—but we need to slow down and follow the right process now?

Consultant:
Exactly. Act with care, consult legal if needed, and document every step. And moving forward—don’t start until all conditions are cleared.

Recap:
✔ Review the nature and relevance of the background check concern
✔ Confirm your contingent offer language and policy
✔ Follow FCRA if a third-party vendor was used
✔ Give the employee a chance to respond
✔ Document your process and communicate with care

And if you need help navigating the legal steps or tightening your pre-employment process—we’re here to support you.

Client:
I’ve got an employee who flat-out refuses to do anything that’s not spelled out word-for-word in their job description. Anytime I assign something even slightly outside of that, they push back with ‘That’s not my job.’ It’s getting frustrating. How do I address this?

Consultant:
You’re dealing with the job description literalist—someone who uses the document as a shield rather than a guide. While job descriptions matter, no organization thrives when employees do only what’s listed. The key is to re-frame expectations, reinforce flexibility, and reset boundaries without being dismissive of their concerns.

Client:
How do I bring it up without starting a fight?

Consultant:
Lead with the importance of adaptability, not accusation. Acknowledge their attention to structure—and shift the focus to team contribution.

Try this:
“I appreciate that you’re clear on your responsibilities—and in any role, there will always be tasks that fall outside the job description. Our success depends on everyone pitching in when needed. I want to talk about how we can align on that.”

Client:
What if they say, ‘That’s not what I was hired for’?

Consultant:
Then it’s time to revisit the role’s scope. Job descriptions aren’t legal contracts—they’re frameworks. Most include a version of “other duties as assigned,” and even if not, reasonable flexibility is expected.

You can say:
“You were hired for a set of core responsibilities—and like any role, that includes occasionally stepping into related tasks or supporting team needs. If something feels completely out of scope, let’s talk about it. But pitching in is part of being on this team.”

Client:
Should I update the job description to include more?

Consultant:
Only if the work is becoming a regular part of the role. If this is a one-time project or occasional overflow, document expectations—but don’t over-edit to accommodate resistance.

Try:
“If this becomes a routine responsibility, we’ll revise the job description formally. Right now, I need your flexibility and willingness to contribute where needed.”

Client:
What if they’re technically right—it’s really not their job?

Consultant:
Then evaluate whether the task is a one-off, a mismatch, or something that requires reassignment. If it’s reasonable and within skillset, it’s fair to ask. If not, reassess your approach—or your staffing model.

Say:
“You’re right—this isn’t listed in your current duties. Let’s talk about what’s reasonable to expect and where we may need to adjust assignments or clarify roles.”

Client:
What if they refuse again?

Consultant:
That moves into the performance or conduct zone. Being part of a team means showing up beyond the bullet points.

You might say:
“I’ve explained the expectation that everyone contributes beyond what’s strictly listed when needed. Continued refusal to do so affects the team and will lead to formal steps if not resolved.”

Client:
So, I can expect flexibility as long as I’m clear and fair?

Consultant:
Exactly. Job descriptions set the foundation—culture and performance expectations build the rest. Support, clarify, and if needed, correct.

Recap:
✔ Job descriptions are guides—not limits
✔ Set expectations for flexibility and team support
✔ Address resistance with clarity and fairness
✔ Adjust descriptions only if duties become routine
✔ Escalate if refusal affects team function

And if you need help updating role language or coaching through scope creep—we’re here to support you.

Client:
I have a team member who’s been gossiping, stirring up drama, and creating a really negative environment. Morale is starting to drop, and I’m hearing about things secondhand that make me concerned. How do I address this without making it worse?

Consultant:
Gossip might sound like a soft issue—but its impact is hard-hitting. It undermines trust, erodes culture, and distracts from the real work. The goal is to call it out clearly, privately, and with a focus on expectations—not accusations.

Client:
What do I say in the moment? I don’t want to sound like I’m policing conversations.

Consultant:
You’re not the gossip police—you’re the culture keeper. Approach it with curiosity and clarity.

Try this:
“I’ve noticed some conversations and tone lately that seem to be affecting team morale. I want to talk with you about what I’m seeing and the kind of environment we’re working to maintain.”

Client:
What if they deny it or say they were just ‘venting’?

Consultant:
That’s a common defense. Shift the focus from their intent to their impact.

Say:
“I understand you may not have meant harm, and the result is still that it’s creating tension in the team. We all have tough days, and when frustration turns into side conversations or speculation, it hurts the group.”

Client:
How direct can I be about the behavior?

Consultant:
Very. Gossip thrives in ambiguity. Be clear about what you’re seeing and what needs to stop.

You might say:
“Comments that criticize others behind their backs or spread unverified information have no place on this team. It undermines trust, and I expect it to stop immediately.”

Client:
What if they say others are doing it too?

Consultant:
Redirect. This conversation is about their behavior, not anyone else’s.

Say:
“I’m talking to you because I’ve observed or heard concerns about your conduct. If there are broader concerns, I’ll address those separately. Right now, I need your focus on how you contribute to the team’s culture.”

Client:
Should I document this conversation?

Consultant:
Absolutely. Gossip might feel informal, but the impact is very real. Document what you discussed, the expectations you set, and the employee’s response.

And say:
“We’re having this conversation to reset expectations. I’m documenting it informally for now, and if the behavior continues, we’ll move to formal steps.”

Client:
What if the gossip doesn’t stop?

Consultant:
Then it becomes a conduct issue. Escalate with formal warnings and tie it to your workplace standards.

You can say:
“We’ve discussed this before, and I’m still hearing reports of gossip and negativity. At this point, it’s impacting the team and will result in formal corrective action if it continues.”

Client:
So, I don’t have to be mean—I just have to be clear.

Consultant:
Exactly. Gossip loses power when you shine a light on it. Be respectful, firm, and consistent—and your culture will thank you for it.

Recap:
✔ Gossip is a conduct issue, not harmless chatter
✔ Address it early and privately
✔ Focus on impact, not intention
✔ Be direct, document it, and follow through
✔ Culture is built—and protected—through action

And if you need help scripting difficult conversations or creating a code of conduct—we’re here to support you.

Client: I’ve got an employee who’s constantly going above and beyond—but sometimes too far. They’re stepping into other people’s roles, taking over decisions they shouldn’t, and it’s starting to create friction. They mean well, but it’s getting disruptive. How do I handle it?

Consultant: It’s a classic case of over-achievement turned overstep. Their energy is valuable—and it needs direction. The goal is to keep their motivation without letting them derail roles, boundaries, or team trust.

Client: I don’t want to shut them down—they’re one of my hardest workers. But they’re stepping on toes.

Consultant: That’s the right instinct. You want to coach, not crush. Start by affirming their contributions—and then re-center the conversation on structure and roles.

Try this:
“I really value your initiative and the energy you bring to your work. At the same time, I’ve noticed you’re stepping into areas that aren’t part of your role, and it’s starting to cause confusion for others. Let’s talk about how to channel your drive while keeping clear boundaries.”

Client: What if they say, ‘I was just trying to help’?

Consultant: That’s likely—and it’s true. Reinforce that intent doesn’t cancel out impact.

Say:
“I know your intention is to support the team, and I appreciate that. And when roles get blurred, even with the best intent, it can lead to confusion and missed expectations. Let’s work together on where your role ends—and where support is still welcome.”

Client: Should I adjust their job to give them more responsibility?

Consultant: Only if it makes sense operationally. If they’re ready and the organization has room for it, explore it. But don’t reward boundary-crossing with promotion by default.

You might say:
“Let’s explore opportunities for growth in a structured way. If you’re interested in broader responsibilities, we can talk about what development or steps are needed to prepare you for that.”

Client: What if they’re intimidating others without realizing it?

Consultant: That’s a big flag. Overreach can feel like micromanagement or mistrust to coworkers—even when unintentional.

Address it with:
“I’ve heard some feedback that your involvement in certain areas is making it harder for others to own their work. That wasn’t your intent, but it is the impact. Let’s talk about how we can help you lead from within your role, without overstepping others.”

Client: What if they keep doing it?

Consultant: Then it shifts from coaching to correction. Document the behavior and clarify consequences.

Say:
“We’ve discussed boundaries and expectations, and I’m still seeing some overreach. I need you to stay within your role, and if that doesn’t happen, we’ll have to move to a formal discussion.”

Client: So, the message is: Stay ambitious—but stay in your lane?

Consultant: Exactly. Encourage drive. Reinforce structure. And when needed—draw the line.

Recap:
✔ Acknowledge intent, manage impact
✔ Clarify roles and expectations—early and often
✔ Offer growth paths, not free rein
✔ Address peer impact directly
✔ Coach first, correct if necessary

And if you need help drafting role clarity tools or coaching high performers—we’re here to support you.

Client: I just got a request from one of my employees asking if they can receive donated leave from coworkers because they’ve run out of their own time. The thing is—we don’t have a leave donation policy. How should I respond?

Consultant: That’s a tough spot—and a common one. When people face health issues or personal crises, others often want to help. But without a clear program in place, approving informal donations opens up fairness issues, administrative headaches, and potential liability. You’re right to pause before saying yes.

Client: I don’t want to come across as unsympathetic, especially since others seem willing to donate. What do I say?

Consultant: Lead with compassion—and policy clarity. Acknowledge the difficult circumstances while being transparent about the limitations.

Try this:
“I appreciate that your colleagues want to support you, and I understand how difficult this situation is. At this time, we don’t have a formal leave donation policy in place, so we’re unable to accommodate that request.”

Client: Couldn’t we just allow it this one time, informally?

Consultant: Tempting, but risky. Allowing an informal leave donation without a policy creates precedent—and opens you up to favoritism claims or confusion about future requests. If you want to go down that road, it needs to be formalized first.

You can say:
“Because we don’t have a process or policy for handling donated leave, approving a request informally would be inconsistent and potentially unfair to others. If this is something we want to consider as an organization, it needs to be thoughtfully structured.”

Client: What about unpaid leave instead?

Consultant: That’s a reasonable alternative—especially if the need is temporary and the business can accommodate it.

Offer:
“While we can’t approve donated leave at this time, we can explore whether an unpaid leave of absence is possible. Let’s talk about the time you’re requesting and what coverage would look like.”

Client: Should I bring this up with leadership to explore creating a formal program?

Consultant: Absolutely. If employee support and organizational flexibility align, a leave donation policy can be a great addition.

Just make sure it includes:
– Clear eligibility rules
– Documentation and approval procedures
– Limits on donated time
– Privacy protections for recipients and donors

And—make sure it’s reviewed legally before implementing.

Client: How do I explain this to the team if others are asking to donate?

Consultant: Be transparent and consistent. Keep it general to protect privacy, but emphasize fairness and process.

You could say:
“We appreciate the generosity and willingness to support a teammate. Right now, we don’t have a policy in place that allows donated leave, and we need to be consistent across the organization. If we explore a policy in the future, we’ll be sure to communicate with everyone.”

Client: Got it. So, I can be kind without being inconsistent.

Consultant: Exactly. Empathy doesn’t require bending policies you don’t have. Offer what’s available, be honest about what’s not, and if there’s organizational interest in creating a program—move it forward the right way.

Recap:
✔ Acknowledge the request with empathy
✔ Say no clearly when there’s no policy
✔ Avoid one-time exceptions—they create risk
✔ Offer unpaid leave when appropriate
✔ Bring up policy development if it fits your culture

And if you need help drafting a leave donation policy or managing complex leave requests—we’re here to support you.

Client: I’ve got an employee who’s used up all their vacation and sick leave—but now they’re asking for additional time off to go on a vacation. I don’t want to be the bad guy, but this doesn’t sit right with me. How do I handle it?

Consultant: This is where boundaries meet fairness. When someone has used all their available leave, asking for more—especially for vacation—can create ripple effects. The key is to separate empathy from enabling and base your response on consistency and policy.

Client: So, what do I say without sounding harsh or unsupportive?

Consultant: Acknowledge the request and hold the line on the policy.

Try:
“I understand you’d like to take time off, and I want to support work-life balance. At the same time, you’ve used all of your accrued leave, and we can’t approve additional time off at this point.”

Client: What if they ask to take it unpaid?

Consultant: That’s a fair question—and it depends on your organizational policy. Some workplaces allow unpaid time off with approval; others don’t. What matters is being consistent.

You might say:
“We generally don’t approve unpaid time off for vacation when all leave has been used. If there’s a compelling reason, I can take it under consideration—but we also need to balance the operational impact.”

Client: What if they say they already booked the trip?

Consultant: That’s a ‘planning on permission’ move—not a best practice. You’re not obligated to accommodate it. Be firm.

Say:
“I understand the trip is already planned, and I wish the timing were different. Unfortunately, advance bookings don’t override our leave policies. If we allow this, it sets a precedent we can’t sustain.”

Client: Could I offer a compromise, like working extra hours to ‘make up’ the time?

Consultant: Only if it aligns with policy, job duties, and fairness to others. Allowing someone to bank time might be fine in salaried-exempt roles, but it’s riskier for hourly employees.

Try:
“We don’t have a flex system that allows ‘making up’ full days in advance. Leave policies are structured to ensure fairness, and we need to apply them consistently.”

Client: What if this turns into a morale issue?

Consultant: Sometimes saying ‘no’ causes frustration—but saying ‘yes’ causes confusion and resentment from others. Be clear, fair, and direct.

You might also preempt concerns by saying:
“We value time off, and we’re committed to managing it fairly. If someone needs additional time, they can plan ahead or save leave for future use. That ensures everyone’s treated equitably.”

Client: So, the message is—‘We care, and we also have to follow the rules’?

Consultant: Exactly. Supportive doesn’t mean soft. You can respect the request without approving it—and reinforce that policies exist to protect fairness and operations.

Recap:
✔ Acknowledge the request without guilt
✔ Review policy before responding
✔ Say no clearly if it’s not supported
✔ Offer limited flexibility only if consistent and operationally sound
✔ Reinforce fairness and planning going forward

And if you need help refining your time-off policies or communication strategies—we’re here to support you.

Client: We just filled a position, and one of the internal candidates who wasn’t selected is now refusing to help onboard the new hire. They’re clearly upset, and it’s creating tension. How do I handle this?

Consultant: Ah, the classic case of post-interview pouting. Internal applicants who aren’t selected may feel embarrassed, overlooked, or even betrayed—especially when expected to train the person who did get the job. Still, disappointment can’t excuse unprofessional behavior. Let’s get ahead of this before it festers.

Client: I get that they’re hurt, but refusing to onboard the new person is hurting the team. What should I say?

Consultant: You’ll want to acknowledge their disappointment, while resetting expectations for their role. Stay calm, clear, and constructive.

Try:
“I understand this outcome was frustrating, and I appreciate your interest in the position. That said, part of your current role includes supporting onboarding efforts, and I expect you to follow through on that responsibility. Let’s talk about how you can do that professionally.”

Client: What if they say they don’t want to train the person who got the job they wanted?

Consultant: That’s honest—and not optional. They don’t have to like it. They do have to do it.

You could say:
“You’re entitled to feel disappointed, and you’re still responsible for fulfilling your duties. Onboarding isn’t a personal favor—it’s part of your job.”

Client: What if I didn’t give them feedback about why they didn’t get the job? Could that be part of the issue?

Consultant: Very likely. Internal candidates deserve timely, honest, and constructive feedback. If that didn’t happen, now’s the time.

Try:
“I realize I didn’t provide feedback after the decision was made. Let’s have that conversation now so you can understand what went into the choice—and what to focus on for future opportunities.”

Client: What if they’re passive-aggressively undermining the new hire?

Consultant: That’s a red flag. Document it and address it directly.

Say:
“I’ve observed comments and behavior that are making onboarding more difficult. That’s not acceptable. I expect you to contribute to a professional, welcoming environment. Let’s talk about what that looks like moving forward.”

Client: What if they just need time to cool off?

Consultant: That’s fine—as long as the work still gets done. If they need space, offer it. If they’re avoiding responsibilities, that’s a separate conversation.

Offer:
“If you need some time to process this, let’s talk about how we can support that while still meeting onboarding needs. The work can’t pause, but we can find a way forward that’s fair to everyone involved.”

Client: So, the key is to acknowledge the disappointment, hold them accountable, and course-correct behavior?

Consultant: Exactly. You don’t have to rescue their feelings—you just have to lead with clarity and fairness. The goal is professionalism, not perfection.

Recap:
✔ Acknowledge the disappointment
✔ Reinforce expectations—onboarding is part of their role
✔ Offer feedback if it was missing
✔ Don’t tolerate sabotage—document and act
✔ Balance empathy with accountability

And if you need help navigating the tough conversation—or crafting internal feedback and onboarding protocols—we’re always here to support you.