Identify the strengths that the employee brings to the company. While people skills may not be present, the employee may be a source of data that benefits the organization or she have a creative flair that results in imaginative internal processes that help to make better use of time and available resources. Knowing where the employee excels is the first step in assigning duties that draw on those strengths.
Assess any weaknesses that may be present along with the inability to work well with other people. Just as knowing the strengths of an individual, understanding the nature and degree of weaknesses can help to determine the best position within the company structure for the individual.
Arrange the division of labor to make the best use of available resources. In the case of the competent employee who has no people skills, make sure the tasks assigned have nothing to do with interacting with clients. Focus on tasks that can be accomplished alone or with only one or two other people.
Pair the employee with others who are very adept at working in a group setting. This can help begin a program of subtle reprogramming of attitudes and approaches that may help the employee with no people skills to begin to grasp the rudiments of the art form. Often, a lack of people skills is a lack of education on the subject which can be addressed over time.
Spend some time with the employee. The apparent lack of people skills may stem from past work experiences that were negative. Helping to create a positive environment and one that includes a sense that the boss is accessible and will listen may help to minimize the impact of those past experiences and help the individual to begin interacting with others in a more positive manner.
