HR Policies Against Workers Grievances
HR Policies Against Workers' Grievances:
Transparency Open Communication
In the workplaces across the globe, bullying, sexual harassment, and other forms of violence continue to be issues of concern that affect the well-being and efficiency of employees. Despite the fact that most organizations have a Human Resources (HR) department that addresses such grievances effectively, there are instances where HR tactics may prove to be counterproductive to employees who bring their grievances forward. Being aware of these tactics is important for the employees to navigate through the complex dynamics of workplace grievances.
The Fear, Intimidation and Loss of Job
Another of the key approaches HR can take is creating a culture of intimidation and fear when reporting. Employees may be afraid that making reports of bullying or harassment will lead to retaliation, loss of employment, or negative impact on their reputation. This is typically driven by the ambiguity in HR's response that makes employees question how seriously their concerns are being taken. As a result, many might choose to remain silent, allowing destructive behaviors to continue unchecked.
Reducing the Validity of Complaints That Threaten Safety
In some cases, HR might rather downplay complaints in order to avoid potential trouble for the organization. These expressions might be being condescending about real problems, referring to complaints as "hearsay" or "misunderstandings," and not giving complete investigations. Not only does this approach undermine the validity of the employee's experience, but it also conveys to others that it is pointless to complain about such incidents, which is the exact reason they do this.When HR does this, they actually suppress a culture of openness and accountability.
Mandatory Reporting Procedures and Constructive Dismissal
There are also mandatory reporting procedures in some workplaces that require the HR department to report employee complaints to upper management, perhaps compromising confidentiality. Even as much openness is required, the lack of discretion may scare workers from filing cases, especially against their own colleagues who hold high ranks. They run the risk of HR using Constructive Dismissal Tactics, the threat of public exposure and office rumor mill is a significant deterrent for employees who would otherwise file.
Playing the Blame Game Using DARVO Tactics
Another tactic is redirecting the blame onto the victim. Rather than placing blame on the perpetrator, staff may come under examination for their actions. Asking about how the victim "could have done things differently" can be an implication of blame on their part, causing them to fear further reporting. This tactic doesn't just distract from addressing the issue at hand but can lead to isolation of the victim and self-blaming. These abuses are actually very preventable with with Transparency and Training.
Failure to Follow-Up and Disregard for the Safety of the Innocent Employee
Once a complaint has been lodged, HR may not provide the employee with due follow-up or support. This could be by way of not communicating on the development of an investigation or the effectiveness of any action taken. This failure to follow-up could be interpreted as the issue not being given serious thought to, and the affected employee consequently feeling more alone and unsupported, which actually encourages more abuse.
The Need for Change, Transparency & Safety
The identification of these strategies is the first step towards creating healthier workplaces. Organizations must prioritize ensuring a safe space for employees to speak up without fear. This includes having transparent, confidential, and supportive complaint mechanisms, taking all complaints seriously, and fostering a culture of respect, accountability and Safety.
Trust and Truth
Finally, to enable employees to feel empowered to come forward and report bullying, sexual harassment, and violence, HR practices have to be translated into a commitment towards justice and support. By actively addressing these issues, a more productive and peaceful working environment can be obtained, which will be of benefit to the employees as well as the organization at large.
Note:
Going to HR to report bullying might seem like a good idea but there are several reasons to think twice. First HR may not take your complaint as seriously as you hope and you could feel even more frustrated. Second reporting the issue could lead to retaliation making your work environment even more uncomfortable. Third HR often focuses on protecting the company which means your concerns might not be prioritized. Instead of going to HR consider seeking support from trusted colleagues or a mentor who can help you address the situation more effectively.
____________________
For a complete guide about workplace bullying meet one of my recommended book co-authors. Catherine is one of 13 experts to help guide you to sucess.
Catherine Mattice is founder and CEO of Civility Partners, an HR consulting firm focused specifically on helping organizations create respectful and positive workplace cultures. Civility Partners love to partner with organizations who see issues in their culture - toxic behavior, disengagement, absenteeism, etc.
Transparency Open Communication
In the workplaces across the globe, bullying, sexual harassment, and other forms of violence continue to be issues of concern that affect the well-being and efficiency of employees. Despite the fact that most organizations have a Human Resources (HR) department that addresses such grievances effectively, there are instances where HR tactics may prove to be counterproductive to employees who bring their grievances forward. Being aware of these tactics is important for the employees to navigate through the complex dynamics of workplace grievances.
The Fear, Intimidation and Loss of Job
Another of the key approaches HR can take is creating a culture of intimidation and fear when reporting. Employees may be afraid that making reports of bullying or harassment will lead to retaliation, loss of employment, or negative impact on their reputation. This is typically driven by the ambiguity in HR's response that makes employees question how seriously their concerns are being taken. As a result, many might choose to remain silent, allowing destructive behaviors to continue unchecked.
Reducing the Validity of Complaints That Threaten Safety
In some cases, HR might rather downplay complaints in order to avoid potential trouble for the organization. These expressions might be being condescending about real problems, referring to complaints as "hearsay" or "misunderstandings," and not giving complete investigations. Not only does this approach undermine the validity of the employee's experience, but it also conveys to others that it is pointless to complain about such incidents, which is the exact reason they do this.When HR does this, they actually suppress a culture of openness and accountability.
Mandatory Reporting Procedures and Constructive Dismissal
There are also mandatory reporting procedures in some workplaces that require the HR department to report employee complaints to upper management, perhaps compromising confidentiality. Even as much openness is required, the lack of discretion may scare workers from filing cases, especially against their own colleagues who hold high ranks. They run the risk of HR using Constructive Dismissal Tactics, the threat of public exposure and office rumor mill is a significant deterrent for employees who would otherwise file.
Playing the Blame Game Using DARVO Tactics
Another tactic is redirecting the blame onto the victim. Rather than placing blame on the perpetrator, staff may come under examination for their actions. Asking about how the victim "could have done things differently" can be an implication of blame on their part, causing them to fear further reporting. This tactic doesn't just distract from addressing the issue at hand but can lead to isolation of the victim and self-blaming. These abuses are actually very preventable with with Transparency and Training.
Failure to Follow-Up and Disregard for the Safety of the Innocent Employee
Once a complaint has been lodged, HR may not provide the employee with due follow-up or support. This could be by way of not communicating on the development of an investigation or the effectiveness of any action taken. This failure to follow-up could be interpreted as the issue not being given serious thought to, and the affected employee consequently feeling more alone and unsupported, which actually encourages more abuse.
The Need for Change, Transparency & Safety
The identification of these strategies is the first step towards creating healthier workplaces. Organizations must prioritize ensuring a safe space for employees to speak up without fear. This includes having transparent, confidential, and supportive complaint mechanisms, taking all complaints seriously, and fostering a culture of respect, accountability and Safety.
Trust and Truth
Finally, to enable employees to feel empowered to come forward and report bullying, sexual harassment, and violence, HR practices have to be translated into a commitment towards justice and support. By actively addressing these issues, a more productive and peaceful working environment can be obtained, which will be of benefit to the employees as well as the organization at large.
Note:
Going to HR to report bullying might seem like a good idea but there are several reasons to think twice. First HR may not take your complaint as seriously as you hope and you could feel even more frustrated. Second reporting the issue could lead to retaliation making your work environment even more uncomfortable. Third HR often focuses on protecting the company which means your concerns might not be prioritized. Instead of going to HR consider seeking support from trusted colleagues or a mentor who can help you address the situation more effectively.
____________________
For a complete guide about workplace bullying meet one of my recommended book co-authors. Catherine is one of 13 experts to help guide you to sucess.
Catherine Mattice is founder and CEO of Civility Partners, an HR consulting firm focused specifically on helping organizations create respectful and positive workplace cultures. Civility Partners love to partner with organizations who see issues in their culture - toxic behavior, disengagement, absenteeism, etc.
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