The HR Times, They Are a Changin'

I am all for policies being in place for handling sensitive workplace situations, but we mustn't forget sometimes those policies need reviewing.

Recently, I was approached for advice regarding a workplace situation of a departmental employee of a very large organization. This department is comprised of a director, several managers and roughly 130 employees.

When speaking with the employee, capping off a variety of what I actually believed to be sincere leadership concerns, the last straw came when the employee felt they had been verbally disrespected by their director.

The employee, with strong supporting evidence, also alleges that the director through various actions encourages resentment towards employees who may need to take time off due to their disabilities. This is despite the fact that employees have the contractual right to take personal time at their discretion, and that personal time is afforded to all employees, with or without disabilities.

The work ethic of the employee has been consistently noted as stellar in both supervisor and client reviews. Specifically noted were the employees effeciency skills. This employee clearly is not out to waste anyones time, so they opted to take the route the organization offers to handle such circumstances and filed a grievance against the director.

Allow me to give you a quick run-down of how this particular grievance process works:

1.   Employee files grievance with 1 of the managers.

2.   The manager then confers with the other managers and director to decide if they find the grievance valid. They have 2 weeks to come to this decision.

3.    If the grievance is found invalid, the employee can appeal, which precipitates a meeting with the manager, director, a union representative and an HR representative. The director and HR representative will decide if the grievance is still deemed invalid. The director has two weeks to schedule this meeting, and has the opportunity to ask for an extension.

4.    If found invalid again, the employee can appeal a final time where they must bring the issue before a designated impartial tribunal. It may take over a year for the tribunal to be assembled.

     

     

      This process, while more than a bit convoluted, very well may have been created with the best of intentions.

Despite the evidence which I found valid, the grievance was dismissed by the managers and director after the first and second stages in the process. Which, considering the director is the superior in question, wasn't much of a shock.  When the accused is making the final call, I can't say I am confident that decision is made without prejudice. However, the employee can file and has filed an appeal.

Based on the policies in place, the outcome of the first two stages will be determined by the offender.

When this was questioned, the employee was told that the only way to reach the tribunal stage was to go through the first stages of the policy process.

So, just to be clear, because the policy must be followed to the letter and there are no exceptions allowed, the abused must:

·         Directly accuse their abuser, twice.

·         Attempt to convince the abuser that they are indeed abusive in their leadership tactics, twice.

·         All so that they can finally approach the issue with a non-partial panel, which may take up to a year to put in place.

What stands out to me the most is the lack of concern for the employees mental health throughout this entire situation.

We have a sincere, exemplary employee who has to re-live an uncomfortable workplace situation several times, only to be told by the director involved each time that their feelings are unreasonable. And to add insult to injury, the employee must work for another year under a director they feel they can prove is discriminatory.

Let's even give the director the benefit of the doubt and assume for a second the employee’s feelings, while sincere may be misguided - although, I don't believe that to be the case:

It’s the fact that there is even the existence of an active policy that would prolong any amount of mental anguish for an employee that truly startles me.

Workplace discrimination claims are on the rise. It's a pristine indicator that workers are dutifully becoming aware of their right to a mentally and emotionally stable and safe work environment. Hopefully this is leading employers to the understanding that it is their responsibility to establish and ensure that workplace exists for everyone involved, without exception.

Most organizations have conflict/resolution policies in place, but with an increasing awareness of the effects of positive and negative mental health in the workplace, we must question the effectiveness of these policies.

I'll say it again: I am all for policies being in place for handling sensitive workplace situations, but we mustn't forget that those policies require review, revision and most importantly, at all times, enforcement.

`` Twice and thrice over, as they say, good is it to repeat and review what is good."
- Plato

Respectfully Yours

“I’m not concerned with your liking or disliking me…All I ask is that you respect me as a human being.”

These are prodigious words uttered by one of our civil rights forefathers, the first African American professional baseball player, Jackie Robinson. I simply marvel at his insightful, level-playing field thought that one can have their personal opinion of someone, but at the end of the day we are all diverse humans on this one Earth, and we are all in this together. Understanding diversity is to adhere to the practice of blanket respect.

In recent weeks, surprisingly, I have come across the phrase “respect is earned, not given” a multitude of times. I counted the phrase, or variances of, more than 25 times in the course of 5 days, one of which was found in a quote from a very distinguished diversity publication. I kept finding it peculiar that a sentiment as old as time would continuously stick out to me like a sore thumb. I soon came to realize that the concept itself of “earning respect” left me feeling uncomfortable, automatically judged, and indefensibly unequal.

To suggest that respect should be procured first, automatically instils a sense of “I am bigger, better, and stronger than you.” which, perhaps in the military or certain working situations that require “troops” to silently fall into their ranks, I get and don’t question. I also understand that there are some people who thrive better in those situations as it encourages a sense of adrenaline-type motivation.

But what about everyone else?                                                                        

In our everyday lives, this view and operating principle is certainly not the most effective and healthiest way of approaching and interacting with each other. As an employer or leader in any industry, it’s common sense that one should want to create and surround themselves with a team that meets high standards, a criteria of skill and dedication. If we attract such talent, but then have them operate in an environment full of fear and guilt, it can do nothing but create a toxic workplace. While at work, employees should be focused on doing the best they can do each and every minute, as well as be consistently affirmed that their participation in the journey is cared for and appreciated. I guarantee: if you offer, from the get-go, the proper tools, knowledge, support and degree of respect, you quickly discover who on your team is appropriately and inappropriately equipped to stand for those qualities you represent, both internally as an organization and outwardly to your clients.

The more respect offered, the more respectful a person becomes. It’s just human nature. Innovation is often created when there is a strong sense of respect and appreciation encouraged among a creative team. If we as business leaders can start to encourage that respectful environment from day one and are mindful of the power it can create, I firmly believe that its impact each and every day will sustain our organizations.

I will always stand by respect starting from a full tank and never zero. Then any additional respect you gain along the way becomes your surplus and your own personal extraordinary wisdom.  

Life is full of so many things that we cannot control; however the degree of respect we offer people we meet and interact with is not one of them.  This element we have complete control of and need to offer on a never-ending basis.

We all have heard of the “Golden Rule.” Do unto others as you would have them do unto you.  But with respect, we need to practice the “Platinum Rule”.  Do unto others as they would like you to do unto them. In other words, treat people the way they want to be treated! We must always practice respect at every turn. With that acting principle guiding us, the world will definitely become a better and more inclusive place to be.

“What is the quality of your intent?

Certain people have a way of saying things that shake us at the core. Even when the words do not seem harsh or offensive, the impact is shattering. What we could be experiencing is the intent behind the words. When we intend to do good, we do. When we intend to do harm, it happens. What each of us must come to realize is that our intent always comes through. We cannot sugar-coat the feelings in our heart of hearts. The emotion is the energy that motivates. We cannot ignore what we really want to create. We should be honest and do it the way we feel it. What we owe to ourselves and everyone around is to examine the reasons of our true intent.

My intent will be evident in the results.”

~Thurgood Marshall