It was less than a month after becoming part of the retirement community for what is supposed to be final recuperation and then whatever comes next. However, the signs of problems became more obvious and increasingly profound. The facility is in dire need of diversity training. There need to be focused discussion about race relations and equal treatment. The awareness of domestic violence and handling the issues of the abuse -- whether physical, verbal, economic, or psychological -- need to be brought up several levels and surpassing mere elder abuse.
The other matter that provided evidence of the profound need for attention is the fact that several key employees (who are guilty of the offensive, disparate behavior) are not native Americans. Instead, they are immigrants. A few others are so young that the Civil Rights Movement isn't even in their vocabulary, let alone a true appreciation of what the term means. It was merely a section of their Social Studies class that they memorized and then forgot in order to get the grade of "A" or "B" in the class and then move on. Still others who are immigrant employees merely want to avoid making waves and overlook situations that need handling. Their philosophy is "Don't make a big deal" about it.
The most telling situation was at the February 5 Activities Committee meeting. The Director of Activities and her assistant rattled off a list of things that would be done for the month of February. One of them was recognition of President's Day by way of a re-enactment of a speech by Thomas Jefferson. The month's activities was read and explained and then stopped. There was absolutely nothing said about recognizing Black History Month.
The interesting thing about the Activities omission was the fact that on January 27, the Chaplain had asked that I deliver the sermon for the worship service in February in honor of Black History Month. The recognition was not going to be isolated to merely one service. Chaplain had the insight and foresight to realize the significance of the event. She wanted acknowledgement of Black history and achievements throughout the month. My presentation of moments in Black history at each worship service throughout the month of February was the anticipated contribution.
The President of the Residents' Association also perceived the importance of Black History Month recognition as well as use of capable talent. She asked that I deliver an inspirational at both the Sunday midday and evening meals starting in February and continuing from then on. February could focus on Black History but she wanted someone to handle delivering the inspirational or blessing for each meal.
These two requests were encouraging. They represented the fact that there is awareness and sensitivity to many of the issues impacting the community. They also represented the fact that there is an undercurrent seeking increased support and momentum to begin setting the example of acceptance and appreciation not only in word but also in action. The positive foundation was laid.
It was easy to determine where to start in recognizing Black History. Start by talking about how it started and why. Recognize and remind of the fact that the acknowledgement and celebration has not always been a full month of activities. In fact, it has been slightly over 100 years that recognition has even existed. It used to be only one week in the shortest month of the year.
The next important issue was to recognize not just the traditional, well-known names in Black history but to call attention to the other significant people and their contributions to the richness of our American culture. But that also was not sufficient. Names can quickly be forgotten. A brief five minute talk is nothing more than a distraction. Appreciation of the struggles and sacrifices that witnessed and became the reason the inroads and successes were significant were also needed.
Perhaps remembering the 1950s peaceful demonstrations, over and above Rosa Parks' momentous bus ride, are also needed for laying the proper groundwork toward positive change. In just 50 years, it appears we have forgotten the integration of schools, the fire hose and police dog attacks on well-groomed peaceful marchers, the peaceful lunch counter demonstrations that became the catalysts of positive change and acceptance.
Yes, those appear to be the right starting points. The most critical of all of it is the awareness and support of the community management. Fortunately, although there is not awareness of how pitiful the acceptance is and how lacking the practice, there is a desire to be among those counted and exemplary of being a healthy environment. The important first step is recognizing that there is a problem. The next step is identifying the type and degree of the issue. Next is developing the proper strategy to cause appreciative modification and change. And finally comes constant reinforcement.
Diversity training, as with any other type of behavior modification and development, takes teamwork and diligence, in addition to realizing that it must be started and then doing so.
Viva
Wednesday, February 24, 2010
Thursday, September 24, 2009
It's the Little Things You Say
Some employers wonder why they just achieve full diversity in their workplace and then it suddenly collapses when an exodus of five to ten people occurs. The pay is good. The benefits are excellent. The working hours aren't excessive. Work-life balance issues are addressed. There's everything going for the environment. So why are these five to ten people leaving after a year or two? The scenario is repeated year after year, department after department.
Maybe that's the problem. The things that are being held constant but not examined. Undoubtedly, the interviewers are people who have been in the organization for a good amount of time. They've become acculturated. They speak and reflect the culture. That's one of the reasons they were selected to be interviewers. They represent the corporate culture in addition to knowing all of the details about the position and the best fit for it. As interviewers, they don't grill the candidates; they have conversations. They tell anecdotes that are actually open invitations to share information and personality. They relax and begin to spontaneously react to things said by the candidate and then reveal a little more of who they are and why they've been with the company for as long as they have.
There were faux pas during the interviews that the candidate chose not to address or acknowledge. But as time passed, the new employee realized these were not aberrant. These instances are part of the corporate culture and they keep getting repeated in various ways.
Coupled with watching the practices is the listening. The listening started from the moment the phone call reached them for the phone interview and the invitation to come in for a personal interview. The listening was happening as they sat in the reception area and as they made their way through the halls from one office to the next. The listening was happening as they walked into the front doors into the elevator from the commute to the office.
It was the little comments that were made in response to something that was willingly volunteered in order to show how motivated the candidate was. It was an observation that over-reached the situation but simultaneously came crashing down on a particular class of individuals. It was an observation that was basically pandering to some part of the candidate's identity and the observation was completely wrong. They were asked where they expect to see themselves in five years. The honest response was met with a muttered, "Yeah, right." During their tenure with the company, some executive asked them to reserve some time because they wanted to meet with the employee. The employee had been doing the right type of networking and politicking to move into that department and commented to their supervisor that the meeting would hold a lot of opportunity for them. The supervisor's comment was something on the order of, "I doubt it."
One of the things these corporate emigrants realize is that there is no place for them in the higher rungs of the company. They've been there long enough to have watched the various types of personnel who are pushed along and who has been diverted or discouraged from following a particular path. The pattern repeats itself without benefit of gossip nor sniping remarks.
Perhaps there was good follow-up and the candidate was contacted by phone or letter or email. The message was essentially that although the candidate's qualifications and background are exceptional, they simply were not the right fit for the position. Good luck in [your] future endeavors. Blah, blah, blah, blah, blah. Or perhaps there was no follow-up. A person who looks just like everyone else in the company was hired and life just went on. If either of these situations occurred, the candidate who was passed over had little to say aloud. In fact, they may have even forgotten they interviewed at your company. Why? Because of how under-whelmed they were. They were relieved to be out of the way of the sniper shots.
In the alternative, they were hired for some reason. Maybe it was because they are of the ethnicity or gender that was required at that time. But they've reached that exodus threshold and just tendered their resignation. That's when a disappointed at the resignation notice is made and thoughts about losing a worker of that quality are mulled. Where to find more of that type of worker to do exactly the same thing but more of it. After all, that's why they were hired. More importantly, how do you keep them?
"Sam[antha], you're such a great [insert job title]. You're conscientious and hard working. You get things done and don't need a lot of supervision. You're not like the others of your kind. You're an exception. We'd like to keep your kind with us in the family. Is there anything we could do to convince you to stay, to keep doing your exceptional work for us?"
It's about this time the key to the door has been turned and locked. Sam[antha] doesn't need to say anything but will probably respond with, "I don't think so. But thanks."
Wednesday, March 04, 2009
Battered Woman Syndrome
Whether in the office, at home, in an organization, or just in the public, there is a symptom of stress that can affect everyone in the immediate area. You need to be aware of it and have some ideas about how to effectively handle it.
Battered Woman Syndrome (BWS) has been denounced in courts as not a legitimate excuse for retaliatory acts of violence, self defense, or other acts of violence. It is coming to be known under a different terminology (adult physical abuse is one term) and no longer attempts to have a single term serve the many dynamics that can present when the sufferer reacts to a motivating incident.
The reason you want to be aware of this condition in your role as a hiring manager or recruiter is because instances of bullying can also be considered a form of abuse and very possibly cause a reaction in someone who has survived an abusive relationship and is re-establishing their life.
The condition is real. The sufferer may have succeeded in masking the condition until and even held theirself in denial about it until a precipitating moment. But after a period of successive beratings, torments, insults, and even physical assaults, the person on the receiving end will no longer be able to tolerate the treatment in silence nor brush it off.
There will come a day when the insults to self are too much -- more than the ordinary person can and should tolerate. Or there will be a bump that sends them flying through the air a few inches and releases a flashback of a similar incident that involved flying several feet. A name-calling session will reach saturation point and no more tolerance. The reaction will ensue and seem disproportionate to what others saw. Unfortunately, others do not see the psychological scar tissue that's been building for years and not tolerating the new attacks.
The best way to avoid having some form of BWS erupt in your office is to:
Following these three disciplines will not guarantee the most wholesome environment. But generally following these practices will provide the first steps to addressing the many needs and priorities associated with what was formerly called battered woman syndrome.
Battered Woman Syndrome (BWS) has been denounced in courts as not a legitimate excuse for retaliatory acts of violence, self defense, or other acts of violence. It is coming to be known under a different terminology (adult physical abuse is one term) and no longer attempts to have a single term serve the many dynamics that can present when the sufferer reacts to a motivating incident.
The reason you want to be aware of this condition in your role as a hiring manager or recruiter is because instances of bullying can also be considered a form of abuse and very possibly cause a reaction in someone who has survived an abusive relationship and is re-establishing their life.
The condition is real. The sufferer may have succeeded in masking the condition until and even held theirself in denial about it until a precipitating moment. But after a period of successive beratings, torments, insults, and even physical assaults, the person on the receiving end will no longer be able to tolerate the treatment in silence nor brush it off.
There will come a day when the insults to self are too much -- more than the ordinary person can and should tolerate. Or there will be a bump that sends them flying through the air a few inches and releases a flashback of a similar incident that involved flying several feet. A name-calling session will reach saturation point and no more tolerance. The reaction will ensue and seem disproportionate to what others saw. Unfortunately, others do not see the psychological scar tissue that's been building for years and not tolerating the new attacks.
The best way to avoid having some form of BWS erupt in your office is to:
- Maintain a respectful decorum with every person from the lowest part of the hierarchy to the most powerful.
- Be certain that everyone in the organization is focused on one vision -- the livelihood of the organization.
- Also make certain your safety protocols address the needs and special circumstances of your organization.
Following these three disciplines will not guarantee the most wholesome environment. But generally following these practices will provide the first steps to addressing the many needs and priorities associated with what was formerly called battered woman syndrome.
Wednesday, February 25, 2009
Open to Suggestions
It isn't too often that a company will be receptive to unsolicited suggestions for improvement. But one of the FedEx Kinko's (now known as FedEx Office) facilities was ripe for change and accepted the assistance.
The site came to my attention as a customer. Morale was extremely low. Employees carped and complained about nearly everything. Gossip was running at a regular clip and all downhill. It was around October or November when things simply tanked.
The employees spoke openly among themselves and in front of customers about the poor management styles and the even worse training that were imposed on them. They recounted horror stories. The tales were reminiscent of others told in other places; I always thought they were manufactured for the sake of the publication in which I read them. These were real.
There came a day when the gossip reached a high point. The complaints were coming from three or four who were clustered in an area. Although their voices were modulated, the content of what was being said was more than understandable. People were being publicly belittled and chastised. Training and explanation were luxuries that seldom occurred.
I finally reached a point when I could no longer be silent. There was one complaint in particular that was being repeated by nearly all of the workers in the store. I took one of the employees aside and confirmed what I'd heard as a complaint. She was the one who recounted the story most recently. She had been belittled in front of customers and fellow employees. I recommended to her that if it occurred again that she ask the supervisor to please not say such things to her in public. Follow up that statement with a request that they set aside a time to talk privately in order to discuss the issues at hand. The employee acknowledged the advice and we parted. The subject was not raised between us again.
Usually issues regarding morale will linger until the subordinate can't stand the situation any longer and just leaves. This case was different. Withing a month, the gossip clusters dissipated. Open remarks about the lack of ability on the part of management also abated. A new air of professionalism took over all shifts.
At the beginning of this month, the supervisor brought two of his team members into an area where I was working. He wanted to have a brief coaching with them. What he did was compliment them on the work they had done and give them kudos for the way things were handled. He finished his words by adding a summation, "Good job, guys." And then he hi-fived them both.
The branch is still operating at a much higher level of morale and professionalism. The communication seems to be better. The verbal skills of the workers seems to have gotten better; there are fewer grammatical errors. In fact, the workers seem to be happy and enjoy what they're doing more.
This appears to have been a case where the supervisor did not have a need to push his point down everyone's throat. He had no mission to prove he was always right and a driving need to bully anyone and everyone in sight. He was open to that initial volley of talking this over privately rather than berate the worker on the spot in public.
The growth in turning this into a more professional office setting continues. I can only say this proved to be one of those times when the right message sank in and got implemented in the right way.
The site came to my attention as a customer. Morale was extremely low. Employees carped and complained about nearly everything. Gossip was running at a regular clip and all downhill. It was around October or November when things simply tanked.
The employees spoke openly among themselves and in front of customers about the poor management styles and the even worse training that were imposed on them. They recounted horror stories. The tales were reminiscent of others told in other places; I always thought they were manufactured for the sake of the publication in which I read them. These were real.
There came a day when the gossip reached a high point. The complaints were coming from three or four who were clustered in an area. Although their voices were modulated, the content of what was being said was more than understandable. People were being publicly belittled and chastised. Training and explanation were luxuries that seldom occurred.
I finally reached a point when I could no longer be silent. There was one complaint in particular that was being repeated by nearly all of the workers in the store. I took one of the employees aside and confirmed what I'd heard as a complaint. She was the one who recounted the story most recently. She had been belittled in front of customers and fellow employees. I recommended to her that if it occurred again that she ask the supervisor to please not say such things to her in public. Follow up that statement with a request that they set aside a time to talk privately in order to discuss the issues at hand. The employee acknowledged the advice and we parted. The subject was not raised between us again.
Usually issues regarding morale will linger until the subordinate can't stand the situation any longer and just leaves. This case was different. Withing a month, the gossip clusters dissipated. Open remarks about the lack of ability on the part of management also abated. A new air of professionalism took over all shifts.
At the beginning of this month, the supervisor brought two of his team members into an area where I was working. He wanted to have a brief coaching with them. What he did was compliment them on the work they had done and give them kudos for the way things were handled. He finished his words by adding a summation, "Good job, guys." And then he hi-fived them both.
The branch is still operating at a much higher level of morale and professionalism. The communication seems to be better. The verbal skills of the workers seems to have gotten better; there are fewer grammatical errors. In fact, the workers seem to be happy and enjoy what they're doing more.
This appears to have been a case where the supervisor did not have a need to push his point down everyone's throat. He had no mission to prove he was always right and a driving need to bully anyone and everyone in sight. He was open to that initial volley of talking this over privately rather than berate the worker on the spot in public.
The growth in turning this into a more professional office setting continues. I can only say this proved to be one of those times when the right message sank in and got implemented in the right way.
Monday, December 01, 2008
The Economy Is Here
It was officially announced around 1:30 PM my time. We are in an economic recession. We have been in it for at least the past year. According to the KNX 1070 website nugget:
What a revelation! That is essentially the same news (and information) I've been providing you for the past three years.
Backing up this realization is the economic forecast (still to be completely published) I made of the Employment Industry for this year. Pieces of that forecast managed to make it to the light of the Internet in February at sites such as HR.com, Associated Content.com, OnRec.com, Entrances Forum, and a few other places. The full forecast can be found on the Executive Recruiting Entrances in the Articles section. Watch for the links to go live on this four-part discussion. (Yes, blantant advertising and self promotion.)
KNX 1070 radio news is my sole source of entertainment these days. Therefore, it is also my sole source of audio news. The way they handled why there's been such American oblivion during this time was journalistically professional. They provided snippets of President Bush's statements to the nation over the course of selected time periods throughout these past 12 (to 15) months. At each juncture, Bush says we are doing fine and are not in an economic recession. The nation is economically sound and there is no reason to fear.
Can anyone recall the press conference Bush gave in March 2007? Bush made a statement about the strength of the nation as well as the ability of Americans to avail theirselves of going anywhere they wanted. One of the reporters interrupted the President to ask whether he was aware that gasoline was then nearly $3 per gallon. The President was not aware. In fact, he demanded to know who had put out such information as it simply was not true. Gasoline, on average, was about $2.50 per gallon. This past March Bush was still not willing to admit that gasoline prices were over $3 per gallon and prohibitive to those who are unemployed and seeking work. It was too costly to go to work!
This makes a strong statement about the type and style of leadership under which this nation has struggeled and strived for the past eight years. What's troubling is that as a nation, no one took steps to more than urge our national top employee to take a more cautious and informed look at the situation. No one insisted on better measures to pull things into safer waters. And finally, no one during any of these eight long and arduous years ever took steps to remove the leader who was methodically taking us to the last two inches of the edge of the precipice on which we hang.
It is now time for us to review history. We need to examine the many programs developed by the despised president of the 1930s and replicate some of the infusion methods used then. It is time to look at the person standing before you who wants to work, not the race, gender, sexual preference, neighborhood. Yes, it's definitely prudent to take into consideration education and intelligence. They should be considered in a fair and prudent manner, not with the historic bias that has led us in the past. As I said, it's more than time to look at the person standing before us and consider how many of the tasks that need to be performed, how many of the decisions that need knowledge, experience, and prudence can be performed by that person at an economic price -- that returns value and well being.
But then this reasoning is putting the cart before the horse. I've managed to move from the fact that the weather is a 10-hour hail storm to talking about how to rebuild our house. Time to sit down and catch my breath and thoughts for a moment.
But take heart, my dear readers. It was definitely not your imagination. We are truely in a recession (at best) but we've been in an economic depression for at least one year.
It's official. The US is in a recession and has been since December. The price of oil slides below 50 dollars a barrel. Stocks sell off, giving back about half of last week's gains. Analysis from Jon Najarian, CNBS contributor and founder of optionmonster.com, John Kilduff, VP at MF Global, Dr. Irwin Kellner, chief economist at Marketwatch.
What a revelation! That is essentially the same news (and information) I've been providing you for the past three years.
Backing up this realization is the economic forecast (still to be completely published) I made of the Employment Industry for this year. Pieces of that forecast managed to make it to the light of the Internet in February at sites such as HR.com, Associated Content.com, OnRec.com, Entrances Forum, and a few other places. The full forecast can be found on the Executive Recruiting Entrances in the Articles section. Watch for the links to go live on this four-part discussion. (Yes, blantant advertising and self promotion.)
KNX 1070 radio news is my sole source of entertainment these days. Therefore, it is also my sole source of audio news. The way they handled why there's been such American oblivion during this time was journalistically professional. They provided snippets of President Bush's statements to the nation over the course of selected time periods throughout these past 12 (to 15) months. At each juncture, Bush says we are doing fine and are not in an economic recession. The nation is economically sound and there is no reason to fear.
Can anyone recall the press conference Bush gave in March 2007? Bush made a statement about the strength of the nation as well as the ability of Americans to avail theirselves of going anywhere they wanted. One of the reporters interrupted the President to ask whether he was aware that gasoline was then nearly $3 per gallon. The President was not aware. In fact, he demanded to know who had put out such information as it simply was not true. Gasoline, on average, was about $2.50 per gallon. This past March Bush was still not willing to admit that gasoline prices were over $3 per gallon and prohibitive to those who are unemployed and seeking work. It was too costly to go to work!
This makes a strong statement about the type and style of leadership under which this nation has struggeled and strived for the past eight years. What's troubling is that as a nation, no one took steps to more than urge our national top employee to take a more cautious and informed look at the situation. No one insisted on better measures to pull things into safer waters. And finally, no one during any of these eight long and arduous years ever took steps to remove the leader who was methodically taking us to the last two inches of the edge of the precipice on which we hang.
It is now time for us to review history. We need to examine the many programs developed by the despised president of the 1930s and replicate some of the infusion methods used then. It is time to look at the person standing before you who wants to work, not the race, gender, sexual preference, neighborhood. Yes, it's definitely prudent to take into consideration education and intelligence. They should be considered in a fair and prudent manner, not with the historic bias that has led us in the past. As I said, it's more than time to look at the person standing before us and consider how many of the tasks that need to be performed, how many of the decisions that need knowledge, experience, and prudence can be performed by that person at an economic price -- that returns value and well being.
But then this reasoning is putting the cart before the horse. I've managed to move from the fact that the weather is a 10-hour hail storm to talking about how to rebuild our house. Time to sit down and catch my breath and thoughts for a moment.
But take heart, my dear readers. It was definitely not your imagination. We are truely in a recession (at best) but we've been in an economic depression for at least one year.
Saturday, November 15, 2008
Perspectives on the Incident
Over the past several weeks to two months, it's been my privilege to watch the various reactions as people rush to judgment without investigating. It's amazing what people will do when they hear only one side of an issue and do not hold up to contrast the other person's side of the story and then compare those to what onlookers saw, heard, experienced, and felt. What's also interesting is what comes out when there is no investigation, when there is little investigation, and when there is documented protocol on how to handle things.
No Investigation
What a horrid state of affairs this begets. There's the "victim's" version of what happened. There's the "actor's" version of what they did. Mind you, either of these two roles in many instances can be reversed with regard to the identity of the very same two people. It just depends on who you're talking with first and at what point in time.
Let this situation go on with no investigation and what results is usually called "a mess." There are the hurt feelings of the one who could have been damaged (or was). The shock they endured from either having their privacy invaded or from an actual blow cannot be undone and the redress they seek and do not receive only makes things worse.
Let word of this incident get out (plus the fact that it's gone without resolution) and you've got one humdinger of a gossip mill. The tensions and ill will can mushroom from the gossip alone.
It's imperative that the incident be thoroughly investigated in order to crush the rumor mill and keep the healthy office morale that existed – or else determine what to do now to improve it.
Too Little Investigation
There can be an investigation. Unfortunately, some of these peremptory examinations are biased because the examiner knows one of the parties and is biased toward them in one way or another. The danger is when the examination is conducted without regard to pre-existing relationships. Make certain the potential conflict of interest is minimal to non-existent.
There is a tendency to try to find the most favorable reasoning for the actions of the actor. Very little due diligence is given with regard to the victim's version of what happened. In fact, the victim will be found at fault and very little research into the matter will be attempted.
There’s very little attempt to see the situation from a blank slate nor to reason through some of the explanation in order to see the holes. There is no checklist to remind the investigator of matters that should be check, photographs (or recordings) that should be taken, nor other forms of evidence that should be collected and preserved. Did anyone keep a journal or look for memos and emails that led up to the situation? Also remember the accounts of witnesses who were involved in the situation either marginally or were directly at the scene when something occurred.
Also remember to record whether the witness(es) have some type of pre-existing relationship with either of the parties. When the statements of your witnesses all seem to follow precisely the same theme, consider what the witnesses have in common.
What usually happens in this scenario is that the victim is found at fault. No one follows up with them and they are left in the dark with regard to whether the investigation is ongoing, completed, or whether new questions have been raised and need to be resolved in order to get closer to the truth of what happened.
This can prove to be costly in the long run. The actor will continue on their merry way, feeling completely vindicated and justified in repeating what they've done. They have the impression that they have license to act in the same manner with anyone to the same degree (or more). They have no remorse for their actions because it was not made manifest that they were the source of the wrongdoing.
Meanwhile, the victim is growing increasingly irate because their issues have not been addressed (nor will they ever be). In their estimation, they're being ignored and lessened as both a person and an employee of the company. They will hear only one side of the matter if anything was investigated and begin to wonder when exactly they began losing their mind in regard to seeing black and white because the "wanting" facts of the investigation are so inaccurate and slanted.
The company loses twice on this situation. It loses credibility with those who saw the situation for what it was and realize there was no thorough investigation. It also loses credibility with the victim who will ultimately decide to go to another firm. We will not consider the quality of work product nor goodwill that is lost.
Using Standard Protocol
An up-to-the-minute HR department has the tools it needs to make a thorough investigation. The examiner needs to be astute and thoughtful in regard to human nature (sometimes even psychology) as well as the laws that affect workplace security and safety. It is important to have a checklist of matters that should be discussed and investigated. This checklist has the desirability of leaving nothing to memory as far as what to ask of whom, what still needs to be investigated, as well as periodic (important) reminders of what is being investigated and the significance of what the parties are telling you as you work through the investigation.
This may have been a long-term situation that hit a boiling point. Did either of the parties keep some type of log of their interactions or a paper trail of them? If so, make certain to collect a copy of that log. An ideal situation is when both parties kept such a log or responded to the emails so that there is a record of both voices. Why is it ideal? Over and above the obvious, the log will show the communication styles of both parties. It will also show nuances of speech that can be misinterpreted and where misinterpretations were made, by which party, and when.
Remember the Follow-Up and Closure
There’s nothing quite like having someone square their shoulders to finally make a complaint about a situation and then find they’re getting zero feedback in regard to the progress of the investigation or whether anything at all is being done. It leaves them in a void. With the taint of the old fashioned version of HR (management’s henchman in nice clothing and honey coated voices) is still implanted in the minds of even those in their 30s. It will be quite understandable that when they are living and working in the cone of silence, there will be a sense that everyone in the office is annoyed with their work performance and complaining about it behind their back.
How much isn’t too much? Allow the person filing the complaint to know that the investigation is ongoing. Some additional information has come to light that still needs to be investigated to determine whether it is relevant to the situation and to what degree. If there’s need for additional information from the person who filed the complaint, they will be contacted.
Also provide the person with information about who to contact if they have questions about their performance review. Trust me, they’re wondering and their anxieties are causing their once productive and fertile mind to leap baseball fields with notions of what’s happening.
You may now be wondering where you can find resources to lead you through the clear path to success on this topic. Well, it just happens that I can provide a few for you (and I’d be more than willing to provide a presentation for your company).
Resources:
Violence in the Workplace (General) - This policy statement article requires membership to the Business & Legal Reports site. I know the content you can expect from this site. It will pay off several times because of the range of information available through them.
Violence Prevention Checklist - From HR Tools, this will require registration with the site in order to access this excellent list of things to consider for workplace violence and many methods to prevent it.
Workplace Violence Checklist - Although it doesn’t directly address the topic of investigating some type of assault, this checklist from Louisiana State University is quite useful.
HRTools.com - Produced by Knowledge Point, this press release provides access to some of the resources available on workplace violence, its impact in various terms, and information on how to handle and prevent it. You should check the other resources available on the HR.com site.
No Investigation
What a horrid state of affairs this begets. There's the "victim's" version of what happened. There's the "actor's" version of what they did. Mind you, either of these two roles in many instances can be reversed with regard to the identity of the very same two people. It just depends on who you're talking with first and at what point in time.
Let this situation go on with no investigation and what results is usually called "a mess." There are the hurt feelings of the one who could have been damaged (or was). The shock they endured from either having their privacy invaded or from an actual blow cannot be undone and the redress they seek and do not receive only makes things worse.
Let word of this incident get out (plus the fact that it's gone without resolution) and you've got one humdinger of a gossip mill. The tensions and ill will can mushroom from the gossip alone.
It's imperative that the incident be thoroughly investigated in order to crush the rumor mill and keep the healthy office morale that existed – or else determine what to do now to improve it.
Too Little Investigation
There can be an investigation. Unfortunately, some of these peremptory examinations are biased because the examiner knows one of the parties and is biased toward them in one way or another. The danger is when the examination is conducted without regard to pre-existing relationships. Make certain the potential conflict of interest is minimal to non-existent.
There is a tendency to try to find the most favorable reasoning for the actions of the actor. Very little due diligence is given with regard to the victim's version of what happened. In fact, the victim will be found at fault and very little research into the matter will be attempted.
There’s very little attempt to see the situation from a blank slate nor to reason through some of the explanation in order to see the holes. There is no checklist to remind the investigator of matters that should be check, photographs (or recordings) that should be taken, nor other forms of evidence that should be collected and preserved. Did anyone keep a journal or look for memos and emails that led up to the situation? Also remember the accounts of witnesses who were involved in the situation either marginally or were directly at the scene when something occurred.
Also remember to record whether the witness(es) have some type of pre-existing relationship with either of the parties. When the statements of your witnesses all seem to follow precisely the same theme, consider what the witnesses have in common.
What usually happens in this scenario is that the victim is found at fault. No one follows up with them and they are left in the dark with regard to whether the investigation is ongoing, completed, or whether new questions have been raised and need to be resolved in order to get closer to the truth of what happened.
This can prove to be costly in the long run. The actor will continue on their merry way, feeling completely vindicated and justified in repeating what they've done. They have the impression that they have license to act in the same manner with anyone to the same degree (or more). They have no remorse for their actions because it was not made manifest that they were the source of the wrongdoing.
Meanwhile, the victim is growing increasingly irate because their issues have not been addressed (nor will they ever be). In their estimation, they're being ignored and lessened as both a person and an employee of the company. They will hear only one side of the matter if anything was investigated and begin to wonder when exactly they began losing their mind in regard to seeing black and white because the "wanting" facts of the investigation are so inaccurate and slanted.
The company loses twice on this situation. It loses credibility with those who saw the situation for what it was and realize there was no thorough investigation. It also loses credibility with the victim who will ultimately decide to go to another firm. We will not consider the quality of work product nor goodwill that is lost.
Using Standard Protocol
An up-to-the-minute HR department has the tools it needs to make a thorough investigation. The examiner needs to be astute and thoughtful in regard to human nature (sometimes even psychology) as well as the laws that affect workplace security and safety. It is important to have a checklist of matters that should be discussed and investigated. This checklist has the desirability of leaving nothing to memory as far as what to ask of whom, what still needs to be investigated, as well as periodic (important) reminders of what is being investigated and the significance of what the parties are telling you as you work through the investigation.
This may have been a long-term situation that hit a boiling point. Did either of the parties keep some type of log of their interactions or a paper trail of them? If so, make certain to collect a copy of that log. An ideal situation is when both parties kept such a log or responded to the emails so that there is a record of both voices. Why is it ideal? Over and above the obvious, the log will show the communication styles of both parties. It will also show nuances of speech that can be misinterpreted and where misinterpretations were made, by which party, and when.
Remember the Follow-Up and Closure
There’s nothing quite like having someone square their shoulders to finally make a complaint about a situation and then find they’re getting zero feedback in regard to the progress of the investigation or whether anything at all is being done. It leaves them in a void. With the taint of the old fashioned version of HR (management’s henchman in nice clothing and honey coated voices) is still implanted in the minds of even those in their 30s. It will be quite understandable that when they are living and working in the cone of silence, there will be a sense that everyone in the office is annoyed with their work performance and complaining about it behind their back.
How much isn’t too much? Allow the person filing the complaint to know that the investigation is ongoing. Some additional information has come to light that still needs to be investigated to determine whether it is relevant to the situation and to what degree. If there’s need for additional information from the person who filed the complaint, they will be contacted.
Also provide the person with information about who to contact if they have questions about their performance review. Trust me, they’re wondering and their anxieties are causing their once productive and fertile mind to leap baseball fields with notions of what’s happening.
You may now be wondering where you can find resources to lead you through the clear path to success on this topic. Well, it just happens that I can provide a few for you (and I’d be more than willing to provide a presentation for your company).
Resources:
Violence in the Workplace (General) - This policy statement article requires membership to the Business & Legal Reports site. I know the content you can expect from this site. It will pay off several times because of the range of information available through them.
Violence Prevention Checklist - From HR Tools, this will require registration with the site in order to access this excellent list of things to consider for workplace violence and many methods to prevent it.
Workplace Violence Checklist - Although it doesn’t directly address the topic of investigating some type of assault, this checklist from Louisiana State University is quite useful.
HRTools.com - Produced by Knowledge Point, this press release provides access to some of the resources available on workplace violence, its impact in various terms, and information on how to handle and prevent it. You should check the other resources available on the HR.com site.
Friday, October 03, 2008
A Clearly Written, Accurate Report
Communications are extremely important among us. When they're verbal, our listening skills are tested to the nth degree. Our recall of what was said, the meaning of the terms used, and the order of any instructions given all have significance.
If the communication is written, it has even more enduring life and reference. Using the wrong term to identify someone or something could lead to a lot of misunderstanding, make follow-up actions go the wrong way, and even damage reputations for a very long time.
For those of you who are astrology aficianados, you already know that Mercury is in retrograde. Just to fill you in (in case you're not an astrology nut), when Mercury is in retrograde, communications are extremely poor. Contracts entered into at this time will be done improperly and need to be redone. Telephone tag is the name of the game. Electronic devices will malfunction. And communication life will be in chaos until Mercury goes direct -- about six weeks later.
With this in mind, imagine how interesting it was for me to find an official report written by a government employee. There seemed to be a sincere effort to bring truth and justice to those involved, but when the report was read with an active reader's mind, some major questions kept coming up and the credibility of the one giving the report was tolled. Here's an example:
"The vict and the susp were engaged in a verbal dispute."
I talked with someone at the scene. What was reported was that the victim was engaged in a conversation with a visitor and telling anecdotes about things that had happened at the residence over time. One anecdote involved the suspect. The suspect became annoyed at the revelation of the grossness of their behavior and made a threat. The victim challenged the suspect to follow through on the threat.
"The vict then began to strike the vict approx 10 times with her fists to victs face."
This sentence makes any reader want to know why the "victim" began striking herself and especially why so many times. Well, there are masochists and people who will do whatever is necessary in order to obtain pain killer medication. Perhaps that was the reason the victim was striking herself in the face so many times. According to the person who witnessed the incident, it was the suspect who began shouting threats; she was not being threatened. It was the suspect who began the verbal altercation. Instead of walking away from the challenge to live up to her boasts, the suspect decided to use brute force hit the victim.
"The vict fell down and the susp continued to punch and kick the vict."
At least there's helpfulness at this site. Wasn't it nice that even though the victim finally knocked herself down from pummeling herself, the suspect was willing to continue the beating, as well as kicking her. That is true generosity.
Well, it looks like things turned from being self flagellation to a multiple personality free-for-all. If that's the case, don't go to the place where this incident occurred. You won't know which personality you're dealing with nor which will be present. Not only that, if it's the masochistic one (or the multiple one), they're liable to pull you into the frey.
Unfortunately, this report was not written with care and little attention to accuracy. As you may gather, neither of the parties were in a position to proofread what was written and ask for corrections to the narrative. If the victim is looking for redress and credibility, her ability to get either are squelched. It isn't terribly clear who was assaulting whom. Except for the labels, it sounds as though only one person was attacked and a bystander was the one who perpetuated the it.
Mercury is in retrograde for six weeks. It went into this phase on September 17. Until it goes direct, double check your written reports, be careful of using run-on sentences, and strive to be as clear and accurate as is possible. Remember, your report will govern how others respond.
If the communication is written, it has even more enduring life and reference. Using the wrong term to identify someone or something could lead to a lot of misunderstanding, make follow-up actions go the wrong way, and even damage reputations for a very long time.
For those of you who are astrology aficianados, you already know that Mercury is in retrograde. Just to fill you in (in case you're not an astrology nut), when Mercury is in retrograde, communications are extremely poor. Contracts entered into at this time will be done improperly and need to be redone. Telephone tag is the name of the game. Electronic devices will malfunction. And communication life will be in chaos until Mercury goes direct -- about six weeks later.
With this in mind, imagine how interesting it was for me to find an official report written by a government employee. There seemed to be a sincere effort to bring truth and justice to those involved, but when the report was read with an active reader's mind, some major questions kept coming up and the credibility of the one giving the report was tolled. Here's an example:
"The vict and the susp were engaged in a verbal dispute."
I talked with someone at the scene. What was reported was that the victim was engaged in a conversation with a visitor and telling anecdotes about things that had happened at the residence over time. One anecdote involved the suspect. The suspect became annoyed at the revelation of the grossness of their behavior and made a threat. The victim challenged the suspect to follow through on the threat.
"The vict then began to strike the vict approx 10 times with her fists to victs face."
This sentence makes any reader want to know why the "victim" began striking herself and especially why so many times. Well, there are masochists and people who will do whatever is necessary in order to obtain pain killer medication. Perhaps that was the reason the victim was striking herself in the face so many times. According to the person who witnessed the incident, it was the suspect who began shouting threats; she was not being threatened. It was the suspect who began the verbal altercation. Instead of walking away from the challenge to live up to her boasts, the suspect decided to use brute force hit the victim.
"The vict fell down and the susp continued to punch and kick the vict."
At least there's helpfulness at this site. Wasn't it nice that even though the victim finally knocked herself down from pummeling herself, the suspect was willing to continue the beating, as well as kicking her. That is true generosity.
Well, it looks like things turned from being self flagellation to a multiple personality free-for-all. If that's the case, don't go to the place where this incident occurred. You won't know which personality you're dealing with nor which will be present. Not only that, if it's the masochistic one (or the multiple one), they're liable to pull you into the frey.
Unfortunately, this report was not written with care and little attention to accuracy. As you may gather, neither of the parties were in a position to proofread what was written and ask for corrections to the narrative. If the victim is looking for redress and credibility, her ability to get either are squelched. It isn't terribly clear who was assaulting whom. Except for the labels, it sounds as though only one person was attacked and a bystander was the one who perpetuated the it.
Mercury is in retrograde for six weeks. It went into this phase on September 17. Until it goes direct, double check your written reports, be careful of using run-on sentences, and strive to be as clear and accurate as is possible. Remember, your report will govern how others respond.
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