Handling Difficult Situations Course

Standard: CITB Short Duration Standard GET3260

Duration: 2 Days (14 Guided Hours)

‍

Course Aims

This course is designed to provide participants with the knowledge and practical skills needed to manage difficult workplace situations involving performance, discipline, conflict, stress, equality and diversity.

Participants will explore the responsibilities of a site supervisor and learn how to assess performance fairly, identify the underlying causes of problems, provide effective feedback and follow appropriate organisational procedures. The course also considers how supervisors can create a positive working environment that supports inclusion, wellbeing and effective team performance.

‍

Course Prerequisites

This course is intended for practising or potential site supervisors, team leaders and managers working within construction or the built environment.

Participants should be able to relate the course content to their current role, a previous supervisory role or a role they are preparing to undertake.

‍

Course Objectives

Upon completing this course, participants will be able to:

• Explain the role of the supervisor in managing employee performance.
• Distinguish between formal and informal performance assessment.
• Apply fair and objective approaches to assessing performance.
• Use active listening and effective feedback to improve individual performance.
• Identify the underlying causes of poor performance.
• Distinguish between poor performance and disciplinary matters.
• Explain the importance of following organisational employment policies and procedures.
• Prepare effectively for a meeting concerning poor performance.
• Recognise when assistance should be sought from a line manager or human resources.
• Identify the principal features and common causes of workplace conflict.
• Explain how conflict can affect individuals, teams and site performance.
• Apply a recognised technique for resolving workplace conflict.
• Promote a positive working environment that reduces the risk of conflict.
• Explain what is meant by work-related stress and how it can develop.
• Describe the supervisor’s responsibilities for managing the risks associated with workplace stress.
• Explain the benefits of an inclusive working environment.
• Describe the supervisor’s responsibilities for promoting equality and diversity.
• Recognise and respond appropriately to unacceptable or inappropriate workplace behaviour.
• Produce a personal action plan for managing difficult workplace situations.

‍

Course Content

‍

Day 1: Performance Management, Feedback and Diversity

‍

Module 1: Introduction and Course Objectives

• Course aims, learning outcomes and assessment requirements.
• The responsibilities of a site supervisor when managing people.
• Recognising situations that require early supervisory intervention.
• The importance of dealing with difficult situations fairly, promptly and professionally.
• Maintaining confidentiality and appropriate workplace boundaries.
• The relationship between effective supervision, employee wellbeing and site performance.

‍

Module 2: Understanding Performance Management

• Defining performance management.
• The purpose of managing employee performance.
• The role and responsibilities of the site supervisor.
• Setting clear roles, responsibilities and performance expectations.
• Communicating required standards of work.
• Monitoring performance consistently.
• Recognising and reinforcing good performance.
• Addressing performance concerns at an early stage.
• Maintaining appropriate performance records.
• The relationship between performance management, productivity, quality and safety.

‍

Module 3: Assessing Performance on Site

• The purpose of workplace performance assessment.
• The difference between formal and informal assessment.
• Examples of informal assessment, including:
  • Day-to-day observation.
  • Informal conversations.
  • Reviewing completed work.
  • Monitoring quality and productivity.
  • Receiving feedback from colleagues or customers.
• Examples of formal assessment, including:
  • Performance reviews.
  • Appraisals.
  • Competency assessments.
  • Probationary reviews.
  • Formal observation processes.
• The value of using both formal and informal assessment.
• Collecting sufficient and relevant evidence.
• Distinguishing between facts, opinions and assumptions.
• Avoiding personal bias.
• Applying performance standards consistently.
• Giving employees an opportunity to explain their perspective.
• Ensuring assessments are fair, objective and evidence-based.

‍

Module 4: Active Listening and Effective Feedback

• The role of communication in improving performance.
• Understanding active listening.
• Demonstrating attention and interest.
• Avoiding interruptions and premature conclusions.
• Using appropriate questioning techniques.
• Summarising and checking understanding.
• Recognising verbal and non-verbal communication.
• Understanding the employee’s perspective.
• The purpose and value of performance feedback.
• Providing feedback that is:
  • Timely.
  • Specific.
  • Evidence-based.
  • Balanced.
  • Focused on behaviour and performance.
  • Relevant to agreed standards.
• Recognising good performance.
• Explaining performance gaps clearly.
• Agreeing realistic improvement actions.
• Checking that feedback has been understood.
• Maintaining the employee’s dignity and confidence.
• Practising performance feedback through workplace scenarios.

‍

Module 5: Managing a Diverse Workforce

• Understanding equality, diversity and inclusion.
• Recognising the value of individual differences within a workforce.
• Benefits of an inclusive working environment, including:
  • Improved employee engagement.
  • Wider perspectives and ideas.
  • Improved problem-solving.
  • Better working relationships.
  • Improved recruitment and retention.
  • Reduced workplace conflict.
• The role and responsibilities of the supervisor in promoting equality and diversity.
• Treating employees fairly and consistently.
• Recognising and challenging bias and stereotypes.
• Making reasonable adjustments and supporting individual needs.
• Encouraging participation and respectful communication.
• Creating an environment in which employees feel able to raise concerns.
• Applying organisational equality, diversity and inclusion policies.

‍

Module 6: Addressing Inappropriate Workplace Behaviour

• Recognising inappropriate and unacceptable behaviour.
• Examples including:
  • Discrimination.
  • Harassment.
  • Bullying.
  • Victimisation.
  • Offensive language or jokes.
  • Exclusion from workplace activities.
  • Disrespectful or intimidating behaviour.
• The possible impact on individuals, teams and the organisation.
• The importance of responding promptly.
• Establishing the facts without making assumptions.
• Challenging inappropriate behaviour professionally.
• Supporting employees who raise concerns.
• Recording and reporting incidents.
• Following organisational policies and procedures.
• Recognising when a matter should be escalated.
• Applying appropriate responses to construction-based scenarios.

‍

Day 2: Poor Performance, Discipline, Conflict and Stress

‍

Module 7: Identifying the Causes of Poor Performance

• Recognising signs of poor or declining performance.
• The importance of identifying the root cause.
• Avoiding assumptions about employee attitude or motivation.
• Possible causes of poor performance, including:
  • Unclear instructions or expectations.
  • Insufficient knowledge or skills.
  • Inadequate training.
  • Lack of appropriate equipment or resources.
  • Unrealistic workloads or deadlines.
  • Poor communication.
  • Changes to working practices.
  • Health or wellbeing concerns.
  • Personal difficulties.
  • Low motivation or disengagement.
  • Deliberate failure to follow reasonable instructions.
• Gathering relevant information.
• Discussing concerns with the employee.
• Distinguishing capability, conduct and organisational problems.
• Selecting an appropriate response based on the identified cause.

‍

Module 8: Poor Performance and Disciplinary Procedures

• The difference between capability and conduct.
• Distinguishing poor performance procedures from disciplinary procedures.
• Examples of performance or capability concerns.
• Examples of potential misconduct.
• The risks of using an inappropriate procedure.
• Understanding the organisation’s employment policies.
• Relevant procedures may include:
  • Performance management.
  • Capability.
  • Discipline.
  • Grievance.
  • Equality and diversity.
  • Bullying and harassment.
  • Attendance and absence.
  • Health and wellbeing.
• Applying procedures consistently.
• Acting within the limits of the supervisor’s authority.
• Maintaining accurate and confidential records.
• Avoiding promises about outcomes.
• Recognising when advice or authorisation is required.

‍

Module 9: Preparing for a Performance Meeting

• Clarifying the purpose of the meeting.
• Reviewing relevant performance standards.
• Gathering accurate evidence and examples.
• Checking organisational policies and procedures.
• Selecting an appropriate time and private location.
• Informing the employee about the purpose of the meeting.
• Planning the key points to discuss.
• Anticipating questions or possible reactions.
• Remaining open to information provided by the employee.
• Structuring the conversation.
• Explaining concerns clearly and objectively.
• Allowing the employee to respond.
• Exploring possible causes and solutions.
• Agreeing actions, support and review dates.
• Documenting the discussion appropriately.
• Following up agreed actions.

‍

Module 10: Seeking Management or Human Resources Support

• Understanding the limits of the supervisor’s responsibility and authority.
• Situations that may require assistance, including:
  • Repeated or serious poor performance.
  • Potential gross misconduct.
  • Formal disciplinary action.
  • Allegations of bullying, harassment or discrimination.
  • Employee grievances.
  • Health or disability concerns.
  • Long-term or repeated absence.
  • Potential legal or contractual issues.
  • Situations involving personal safety.
• Consulting the relevant policy or procedure.
• Seeking support at the correct stage.
• Providing managers or human resources with accurate information.
• Maintaining confidentiality.
• Continuing to manage day-to-day working relationships appropriately.

‍

Module 11: Understanding Workplace Conflict

• Defining workplace conflict.
• Distinguishing constructive disagreement from damaging conflict.
• Common causes of conflict on construction sites, including:
  • Poor communication.
  • Unclear responsibilities.
  • Competing priorities.
  • Time and resource pressures.
  • Different working styles.
  • Personality clashes.
  • Perceived unfairness.
  • Inappropriate behaviour.
  • Changes to work or site arrangements.
• Recognising early signs of conflict.
• How conflict can affect:
  • Individual wellbeing.
  • Working relationships.
  • Team morale.
  • Communication.
  • Productivity.
  • Quality of work.
  • Health and safety.
  • Employee retention.
• The importance of early intervention.

‍

Module 12: Resolving Conflict

• Establishing the facts and understanding different viewpoints.
• Remaining impartial and avoiding blame.
• Meeting individuals separately when appropriate.
• Bringing the parties together safely and constructively.
• Using a recognised conflict resolution approach.
• Identifying the interests and concerns behind stated positions.
• Encouraging active listening.
• Identifying areas of agreement.
• Exploring practical solutions.
• Agreeing appropriate actions and behaviours.
• Recording and reviewing agreed outcomes.
• Recognising when informal resolution is inappropriate.
• Escalating serious or unresolved conflict.
• Applying conflict resolution techniques to workplace scenarios.

‍

Module 13: Creating a Positive Working Environment

• Establishing clear standards of behaviour.
• Communicating roles and responsibilities.
• Leading by example.
• Treating employees fairly and consistently.
• Encouraging open and respectful communication.
• Recognising individual and team contributions.
• Addressing inappropriate behaviour promptly.
• Encouraging cooperation and shared responsibility.
• Building trust within the team.
• Providing opportunities for employees to raise concerns.
• Reducing misunderstanding through regular communication.
• Using team briefings and informal conversations effectively.
• Monitoring working relationships following a conflict.

‍

Module 14: Understanding Work-Related Stress

• Defining work-related stress.
• Distinguishing reasonable workplace pressure from harmful stress.
• How work-related stress can develop.
• Common workplace stressors, including:
  • Excessive demands or workload.
  • Lack of control.
  • Insufficient support.
  • Poor working relationships.
  • Bullying or harassment.
  • Unclear roles.
  • Organisational change.
  • Long or irregular working hours.
  • Job insecurity.
  • Difficult physical working conditions.
• Recognising possible signs of stress.
• Changes in behaviour, attendance or performance.
• Physical and emotional indicators.
• The possible effects of prolonged workplace stress.
• Avoiding assumptions or attempting to diagnose medical conditions.

‍

Module 15: Managing the Risks from Work-Related Stress

• The supervisor’s responsibilities for employee health and wellbeing.
• Identifying and reporting workplace stress risks.
• Encouraging employees to raise concerns.
• Listening sensitively and maintaining appropriate confidentiality.
• Considering adjustments to tasks, workloads or working arrangements.
• Providing clear information and expectations.
• Ensuring employees have appropriate resources and support.
• Monitoring workloads and working hours.
• Addressing bullying, harassment and workplace conflict.
• Signposting available organisational support.
• Involving senior management, human resources or occupational health where appropriate.
• Responding to immediate health or safety concerns.
• Recording agreed workplace actions.
• Reviewing whether the actions taken have been effective.

‍

Module 16: Action Planning and Course Review

• Reviewing the main principles covered during the course.
• Applying the learning to realistic site-based situations.
• Identifying personal strengths and development areas.
• Identifying difficult situations that may require a different approach.
• Producing a personal workplace action plan.
• Preparing for the end-of-course assessment.
• Final questions and course review.

‍

Course Assessment

Delegates must complete a formal 19-question end-of-course assessment covering all course learning outcomes and assessment criteria.

A minimum score of 75% is required to pass the assessment.

‍