We all know that, when it comes to job performance problems, both sides are often in total disagreement about the situation: Managers
argue that the problematic employee is disrespectful and noncommunicative and does not hold herself accountable for her own
actions. The disenfranchised employee will argue that her boss holds her to a higher standard than everyone else, that she’s never in the communication loop, and that she’s never told when she does something right—only when she does something wrong.

Who’s right and who’s wrong in these situations? Unfortunately, both sides are at fault. In essence, if the working relationship has deteriorated to this point, both the manager and worker have failed. Sometimes, however, trying to fix these problems just becomes an ongoing battle of wills where little good results.

When the problem stems from something more basic than workplace performance issues—when the two people just can’t seem to get along because of personal style differences or genuine dislike—transferring the employee may make sense. Even then, other jobs may not be available or the employee may have such a poor reputation that no other manager would hire that individual.

It’s then time for the facilitator/broker (again, senior manage ment or human resources) to attempt to gently inject respect, dignity, and professionalism back into the relationship by allowing an ‘‘easy out’’ exit strategy. First acknowledge the efforts to make things work out and that it hasn’t been a love match. Ask the employee whether she is frustrated and agrees the situation isn’t ideal.
At this point, try to put the events in perspective:

There’s enough work around here to tire the most energetic of people. When you add the interpersonal friction that you’ve both been experiencing for the past year or so, it becomes very difficult. I don’t want to minimize the importance of your working relationship together, but if you think about it, it’s only work. I mean, when you
think about families who lose their health or parents who have to see their children through serious illnesses—that’s important in life. If we’re not suffering from that kind of illness, we’re lucky. So let’s keep that in perspective as we look at this workplace issue, okay?

Taken From : The Hiring and Firing Quention and Answer Book