Most of us will, at some point in our career, have come across at least one difficult colleague or co-worker, and it goes with the territory as HR professionals to be able to appropriately deal with any potential conflicts or tensions arising from the actions of such individuals. But what happens when problem employees are at a senior level within the organisation, in a position of both power and influence?

In this article Joanne McAuley, from Clarendon Executive, explores what might constitute ‘difficult’ or ‘challenging’ behaviour from those in senior or managerial roles, and what steps HR can and must take to effectively manage such behaviour and fulfil a duty of care to employees.

We’ve all been there. Be it