Seven challenging employee types and how to handle them

Most New Zealand employers will, at some point, face the challenge of managing a difficult employee, whether it’s someone who regularly arrives late, undermines colleagues, or disrupts team morale.

While a diverse workforce brings a range of strengths and perspectives, unchecked negative behaviour can quickly erode productivity, damage workplace culture and impact overall business performance. Addressing these issues early, with the right approach, is critical.

There is no single solution that works for every situation. Each employee brings a different personality and set of motivations, meaning employers need flexible, considered strategies. 

However, one principle applies across the board: timely feedback and clear accountability are essential. Open, ongoing communication helps ensure issues are addressed before they escalate.

Below are seven common types of difficult employees and practical ways employers can respond.

The influencer who plays favourites

Some employees build selective relationships to advance their own interests. They may use flattery, compliments, or small gestures to gain favour with managers while forming strategic alliances across the workplace.

While this behaviour can appear positive on the surface, it is often self-serving and can undermine team cohesion. Employers should remain alert to manipulation and ensure clear boundaries are set around professional conduct and fairness across teams.

The colleague who undermines others

Employees who take credit for others’ work or speak negatively about colleagues can quickly damage trust within a team. This behaviour is often rooted in insecurity but has very real consequences for workplace culture.

Managers should address concerns directly and factually, using specific examples. Private, calm conversations are usually more effective than public confrontation, particularly for employees who may struggle with criticism.

The digitally distracted worker

Excessive use of social media or mobile devices during work hours can significantly reduce productivity and focus.

Employers should implement clear and well-communicated policies around internet and device use. These policies need to outline acceptable behaviour and the consequences of misuse, enabling managers to confidently address issues when they arise.

The employee who avoids responsibility

Some individuals consistently deflect blame and adopt a “poor me” mindset, seeking sympathy rather than accountability. Left unchecked, this behaviour can frustrate colleagues and stall progress.

To manage this, employers should clearly document expectations and outline how the behaviour impacts the team and business. Shifting responsibility back onto the employee and doing so in a structured, documented way helps reinforce accountability.

The quiet non-communicator

Employees who are withdrawn, avoid contributing, or fail to share important information can create bottlenecks and misunderstandings.

Encouraging open dialogue is key. Asking open-ended questions can prompt more meaningful responses and help draw out necessary information. In some cases, managers may need to be more direct to ensure expectations around communication are understood.

The chronically late team member

Persistent lateness, extended breaks, or frequent personal appointments during work hours can affect team morale and create perceptions of unfairness.

This behaviour should be addressed professionally and consistently. Employers should explain the impact on the wider team and reinforce expectations. Where there are legitimate reasons, such as caregiving or study, flexible arrangements may be appropriate, provided they are transparent and equitable.

The work avoider

Some employees appear busy but routinely shift their responsibilities onto others. They may delegate excessively or involve colleagues unnecessarily to avoid completing tasks themselves.

Clear role definitions and measurable performance indicators are essential in these cases. Employers should ensure responsibilities are well understood and use performance reviews to reinforce expectations and accountability.

Building a more resilient workplace

Difficult behaviour, if left unmanaged, can spread and become embedded in workplace culture. For New Zealand employers, the key is not just identifying these behaviours but responding early and consistently.

By setting clear expectations, maintaining open communication, and tailoring approaches to individual situations, employers can address challenges effectively while supporting a healthier, more productive workplace for everyone.