On the surface, a “womanizer” can appear to be a nice guy; it can take some time to identify one. After you’ve privately labeled a fellow employer a womanizer, how do you handle working with him?
In case you aren’t clear on whom a womanizer actually is, he’s the guy (usually) who you might identify as a good listener. He’s kind and caring to all the female staff. He will come to the rescue to change your tire or pick up your dry cleaning but everything he does is measured and deliberate. What’s he after? Recognition? Gratitude? Nope. The womanizer is a serial seducer who’s motivation is always sex. In his mind, his acts of kindness deserve a sexual reward.
As a small business owner, I’ve had the unhappy experience of hiring an employee who turned out to be a womanizer. I’ve also worked with a few. Most men who fall into this category are charismatic, charming-even handsome. If you want to confront this behavior, you should come prepared to withstand his charm offensive. Failing to do so could put your business on shaky legal ground. For the best results, deal with this behavior as quickly as you can before the womanizer causes heartache and disunity.
The first order of business is verification. You need to verify that the suspected “offender” is preying upon women in the work environment. Observe and record behaviors that may be deemed as offensive. When it comes to confrontation, you don’t want to rely solely upon the testimony of others. Take the time to read past performance reviews, particularly noting any complaints that may have been recorded with the human resources department or person. Have your facts ready!
Request a meeting with the womanizing worker and talk to him about his behavior. Clarify which rule he is breaking. Talk to him about what changes he needs to make. In some cases, the womanizer may not be cognizant of their own behavior. Be specific with situations that aren’t acceptable. Talk about any patterns you have observed.
Move the employee who refuses to change his behavior into a different work environment. Let the unapologetic worker know he is on probation and ineligible to receive any promotions or additional benefits until he improves. Explain how long he has to turn his behavior around, 60 to 90 days is plenty of time.
Report your meeting results to the human resources department for the record. If you do have to fire the employee, you want a good record of what happened. You could also make sensitivity training a requirement for continued employment.
Dealing with a womanizer is tough but you can do it. Insist on raising the standard in your company.
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