How does hr handle complaints

Answer: You need to engage them to find out why they are complaining about the workload, what barriers are holding them back from completing their duties, etc. Divert the conversation away from their workload and more on how they can manage their duties, what could make it easier, and how they could get their job done.

Ask them if their workload were to decrease, would they have another complaint, and then another? It may not even be about the work, it could be some other underlining problem. The point is, engage the individual, listen to their complaint, try to find a solution without focusing on their complaint directly, and see what happens.

If it's a reasonable about of work, tell them. If something can be changed, change it. Answer: What kind of information? Unfortunately, if you share something with a co-worker, the trust isn't always there. Talk to your supervisor about it.

These complaints have been documented and were filed by many different coworkers. Answer: That all depends on where the business is located. Some areas you can fire without cause, other places you have to have caused. However, each time an employee is terminated, you have to figure out if it would hold in court.

Assume each and every employee will attempt to sue, so act as if you need to have all of your ducks in a row if you have to go to court. Are the complaints justified? Is there documentation supporting them? Was the employee talked to about it? You will need to prove all of that. Each time an employee is fired, you'll need to assume that you will have to prove in a court of law that the termination was justified.

The claim is that hours are adjusted heavily and the employee rarely works a full shift? Answer: In situations where an employee complains about another, I say I will investigate it which I do and advise it will be handled.

I rarely, if ever, provide the results of the investigation. There could be reasons behind the adjusted hours. There could be a medical reason, personal reason, etc. It could be favoritism, yes, but not much can be done about that without someone else higher than that manager stepping in.

Personally, I've had employees work flexible schedules and I even do so in order to get the job accomplished. It's not an uncommon thing. Question: How do I handle an employee complaining that another employee gets "too close" to her, but she is asking not to talk to anyone about it?

Answer: The first thing that jumps out at me is that this could be a possible form of harassment. Even if the employee doesn't want to talk to anyone about it, if you know who it is, you can advise them that it has been observed that they are getting too close to other employees and its making people uncomfortable. They may not release they are doing it. Or, if they are, it puts them on notice. Granted, there are times employees have to be close to one another, so that's going to happen.

You may need to try to dig for more details. How is the employee getting too close, what are they doing while they are close, etc.

You may have to tell the employee that you want to do something about it, but they need to provide more details and answer questions to make that happen. Thanks for this hub. I agree that once the complaint has been properly addressed, it is time to move on. These include: Joking about the incident with others. Rushing to judgment and taking sides. Firing the complainer. Texting, e-mailing, using social networking or otherwise discussing the complaint with others. Ignoring the complainer in meetings, in e-mails and during office activities.

Yet such behaviors are far too common, experts say. Gamlem said some examples of retaliatory behavior include: Threatening action or criticizing an employee for filing a charge.

Firing, demoting, disciplining the worker or otherwise treating the employee differently. Discussing the charge with the employee. Discussing the charge with anyone inside the company other than those with a business need to know, such as human resources and legal counsel. Discussing the charge with anyone outside the company, such as customers, vendors, suppliers and other colleagues. Seek First to Understand The first conversation in which an employee describes a workplace problem is critical, Herrman said, for building trust and resolving the issue.

During such a meeting, leaders should not: Talk or interrupt. Look or seem agitated. Touch the person. Keeping HR professionals at the forefront of industry change.

Question: Another employee has come to Human Resources complaining about poor management in their team. This individual is the third employee to register a complaint against the same manager in less than one month. I know you investigated the first and second-time allegations.

For discussion purposes, I will make a couple of assumptions:. Well, now you have another allegation. Do you suspect that you have d isgruntled employees rather than poor management? The organization will suffer decreased productivity, a decline in employee morale, perhaps even undesirable attrition unless demonstrable steps are taken to substantively address the now stream of complaints. Start by conducting another fresh investigation. If possible, have a different HR investigator assigned to seek statements, check timetables, and observe fresh eyes.

I keep a now dated Gallup Business Journal article in my top desk drawer. My head spun when I read this article the first time and still experienced the same response when reading it for the 20 th time. Managers, especially front line and mid-managers, play an essential role. They are often key to change initiatives, vital to production fulfillment, key contributors to quality programs, formidable brand ambassadors, and they are indisputably the heart of employee engagement and satisfaction.

Underestimate front-line managers impact and value at your peril. If you ignore a complaint that a manager is yelling and it turns out that the manager truly is yelling, turnover may increase or customers might overhear and that's damaging to the business. Be careful about telling people that they always have to go through the chain of command before complaining. For example, a sexually harassed female may not feel comfortable going to her male supervisor's boss to complain about the harassment.

In this case, the policy of always following the chain may result in continued harassment and legal liability for the company. There are many approaches to handling employee complaints, but six general strategies form the basis for investigating possibly subjective complaints.

You need to know that Jane is prone to yell, Steve is the nicest guy ever but allows his staff to walk all over him, and Karen doesn't have a clue what goes on with her staff. You can't get this information just by talking one-on-one with the management staff. You need to pop in and out. This isn't because you're managing these people—you're not.

It's because you need to know what's actually happening. Then again, you may find out that the supervisor is hovering inappropriately over a particular employee or that the employee hasn't been properly trained. You won't know until you ask. Are They Venting or in Need?

Sometimes people just want to vent. I'm in a dead-end job, my supervisor is annoying, and I'm tired of working hour days for low pay. It's important to differentiate between the two situations—but critical if you want to effectively respond to employee complaints. Keep Your Door Open It's a great policy to encourage employees to solve most of their problems themselves.