What to Do When an Employee Smells Bad and It Is Affecting the Workplace
This is one of the most uncomfortable conversations a manager has to have, and unfortunately, one that is avoided far longer than it should be. Most of the time, it is because no one knows how to start the conversation. The discomfort of the conversation is real. So is the impact on the workplace when it is not addressed. Here is how to handle it with professionalism and dignity.
Before the Conversation: Consider Whether a Medical Issue May Be Involved
Some hygiene-related issues have medical causes. Certain medical conditions, medications, or disabilities can cause body odor that the employee may be unable to control or may not be aware of. This does not mean you cannot address the issue, but it does mean you need to approach it with awareness that what looks like a hygiene choice may actually be a medical situation.
If the issue persists after the initial conversation or if the employee discloses a medical condition, the ADA interactive process may apply. Consult with HR before taking disciplinary action in a situation where a medical cause has been or may be disclosed. This can get tricky quickly, and it’s best to involve the appropriate parties.
Have the Conversation Privately and Directly
This conversation needs to happen one-on-one in a private setting. No witnesses, no hints through a third party, no anonymous notes. Those approaches are worse than the direct conversation because they embarrass the employee without giving them the information they need to address the issue.
Be direct and brief: 'I need to speak with you about something personal and I want to be respectful about it. I have noticed that there has been a strong body odor coming from you recently. I wanted to talk with you directly rather than have you hear it another way.' Most of the time, the employee will be thankful that you had a direct conversation instead of letting it linger.
Give the Employee the Opportunity to Respond
After you have said what you needed to say, give the employee space to respond. They may be embarrassed, they may disclose a medical situation, or they may be grateful someone told them. Whatever the response, listen without judgment and respond with professionalism.
Set a Clear Expectation
'I need you to address this before you come in tomorrow. If there is a medical reason this is difficult to manage, please let me know and we can talk about what support is available.'
Keep the expectation simple and the timeline immediate. This is not a progressive discipline situation in its first instance. Rather, it is a direct, professional communication about a workplace standard. Be sure to follow all of the policies in your employee handbook as well. Our handbook includes workplace conduct and professional standards sections that define expectations in writing, giving you a documented standard to reference for conduct conversations of all kinds.
Follow Up Appropriately
If the issue is resolved after the conversation, no further action is needed. If the issue continues, a second conversation may be necessary. If it continues beyond that, it may become a conduct issue addressed through your normal discipline process. Document each conversation with the date and what was discussed. If you don’t have a discipline process, you can download ours here.
Dignity matters here. The goal is to solve the problem while preserving the employee's dignity to the greatest extent possible. The way you handle this conversation will affect how the employee feels about working for you long after the issue is resolved.
Questions about this or other HR topics? Visit pragmatichrgroup.com for more resources.
