There are a few pivotal times in every employee’s career. Hands down, the most pivotal time is during the onboarding process. The deal is done; compensation is agreed to, announcements are made and (ideally) preparations are made for the new contributor. At this time, most new hires are more open than ever to what’s happening around them. The employer is typically on “best behavior,” wanting to look good for making such a wise hire decision. So, with all this “niceness” going on, why do some new hires go bad so quickly?
When is the last time someone was openly recognized for something good at your workplace? If it has been more than a week, you may want to think about employee recognition. I hear it all the time – what used to be a basic work ethic is now worthy of a confetti drop. While it’s hard to deny some concerning changes in societal norms, I believe that the gratitude attitude can provide your Company with a HUGE strategic advantage.
Unheard grievances are a major source of risk for employers. Consider the following…
- If you won’t listen, maybe a union rep will (in MD under several circumstances, a union rep has legal protection against disclosing employee grievance-related information)
- The issue could spread to other employees (including productive ones)
- An offended employee may take advantage of manager mistakes (making a minor issue seem like a major offense)
- Loss of productive employees (voluntary attrition)
- Involvement of top management may increase risk, especially if they are not trained in labor law and/or conflict resolution
Here are a few tips on handling employee grievances.
- Encourage employees to resolve disagreements themselves…with clear ground rules and boundaries established (no yelling, shoving, personal attacks, etc.).
- Include an open door policy in your employee handbook…and honor the policy when your employees come in the open door. It says great things when they come to you with concerns.
- Use HR to intervene, even after employees come in the open door. Effective HR Support is prepared to identify and mitigate risks while handling the core grievance. Managers may be seen as biased based on their history with the offended employee.
- Have a written policy in your handbook regarding investigation of employee concerns; follow your written policy, and refer to it when you talk about the grievance.
Disagreements are part of the norm in the workplace. Sometimes, they escalate to become grievances. High performing companies practice grievance resolution without intimidation or retaliation. Today’s offended employee could be tomorrow’s CEO; who knows? Grievances always lead to an open door...
If you have worked for more than three bosses, odds are you’ve had at least one “bad boss.” According to the press, bad bosses are responsible for global warming (lots of hot air, or something), increases in auto insurance rates (employees speeding to work), and most of what troubles our society. Most people think of bad bosses in terms of their impact on the employees’ morale and job satisfaction. The impact of bad bosses goes much deeper than that.