Posts Tagged ‘Workplace’
Workplace Violence – Common Signs That Should Not Be Overlooked and My Solution
Tuesday, November 9th, 2010Workplace Violence – Common Signs That Should Not Be Overlooked and My Solution
Tuesday, November 9th, 2010Workplace Frictions – From acting to re-acting
Thursday, October 28th, 2010Many say that the more eclectic the workplace, the richer the environment. That is indeed right, but dealing with eclectic workplaces is a huge challenge. Frictions, conflicts, sometimes even bully jeopardizes the workplace environment and ultimately the business itself.
When two employees disagree and you have a group divided between two opinions we can consider that healthy, but it never starts or finishes like that, and the results can be way more perilous than we could reckon of. Somewhat like when its just a petty thing like setting up a date of an event, or a title for an employee, or even worse, the color of clothes for uniforms. Does it sound familiar to you? I could be listing situations forever and you would be nodding and saying: Yeah, that happens all the time! But empathy is not all of the purpose of this article. There is more to it, it’s really about telling you that there is hope for conflicts in the workplace if handled properly. Let’s try some suggestions to start.
Understanding the personality character of your workforce may help. Statistics say that one in six people was bullied in the last six months, and usually once the person is bullied it plants the thought that it’s ok to proceed the same way with the others, and that is where the avalanche starts. Stopping it from hurting the company as a total is nearly impossible. It’s exactly like trying to stop an avalanche from the midpoint. It doesn’t work. The business starts to gain when the organization stops and tries to know the reasons behind the conflicts. Some say it takes time and the business doesn’t stop! I can’t agree more that is why investing in people is looking after a capital as well, a human one.
So far, there is no legislation that would control and set guidelines for some conflicts, there is the workplace harassment which is evenly times ignored by some managers, but still, nothing compares to conflicts like bully which is very different from harassment. Usually the conflicts have an interdependence nature wherein a name’s job is affected by a name else’s duties. The closer you are the more affected you and your work will be. Then how can one handle the pressure of some conflicts since all we have left is common significance? And if common significance is the only way out, how do I know that my choices are among the best ones, once common significance varies from places to places and from people to people. Here is the hint: communication. Talk to your supervisors; don’t let the stress come to you. Let the management deal with it, and if it’s coming from your immediate manager, then try the upper management, and if most terrible case scenario things don’t progress, then you may consider working somewhere else.
Engaging in conflicts impacts the workplace negatively and should not be an option. Usually conflicts start upon a name’s disagreement and is carried forward, and when the parties involved engage in the game of emotions built around a touch that usually isn’t even worth a 30-minute discussion, it ends up hurting the organization frankly and ultimately reaches the clients, partners and suppliers. Thereof, bet on your capability of doing your work well and disregard all of the comments that would place your work down.
Non resolved conflicts abides on boundaries that were not set from day one, limits not respected, differences that were supposed to be used for the benefit of the organization now are its greatest enemy. As a result of it the organization experiences decrease of productivity, increase of turnover rates, high rates of absenteeism, attempts to sabotage of work, decrease in the morale and motivation all leading to terrible business. One vital information, in the US 85% of terminations are due to personality conflicts. It would not be a lie if implied that rates alike happen in other countries as well. Disagreeing is healthy, bullying is not acceptable. Acting and re-acting over conflicts is ‘the route’ for excellent business, otherwise companies will have to behold their human capital be tore apart.
Employment Law Can Tackle the Bully in Your Workplace!
Saturday, September 4th, 2010A recent Court of Appeal choice regarding the Protection from Harassment Act has made it tougher for employees to bring the likes of bullying directors and senior managers to justice. This, but, does not mean that companies should shy away from taking a hard line against bullies in the workplace, particularly those who hold a measure of authority – those in senior or management spot, for instance. Many Employment Law specialists are now in agreement that the Court of Appeal has in fact made it more hard for staff to stand a chance of winning a bullying claim with their newest ruling. But, despite this, employees still have plenty of options when it comes to bullying claims, so the ruling does not mean that companies can simply sit back and do nothing in the hope that the issue will disappear into thin air. Excellent legal advice to companies would recommend that it is elemental that you investigate and record all complaints and subsequent action thoroughly and interview everyone concerned, otherwise it is the company that could be on the receiving end of a claim, and not the person who is being held responsible. A test case two years ago found that an employee could successfully claim bullying under the Protection from Harassment Act if they could verify incidents had happened on at least two occasions. But the Court of Appeal has since ruled that these incidents had to be ‘oppressive and unacceptable, amounting to criminal conduct’, rather than simply ill-tempered or inappropriate. Even if this can be seen to indicate that the courts are now taking a more robust approach in determining what is harassment in the workplace, there’s no room for complacency if allegations of bullying are made by staff. Complacency could be the difference between quickly disproving any allegations of bullying made by staff and entering into elongated, time-consuming legal battles. A excellent way to do this is to have an anti-bullying policy in place and make sure all staff are aware of it. If allegations of bullying are proved to be right, it could be seen as advisory to take disciplinary action against those involved – whether they are directors or shop-floor staff. If a boss is involved, make sure that your investigation is not viewed as a cover up just to protect a fellow member of the board. You must also ensure that the person who is investigating the case is at a sufficiently senior amount in the company for their events to be taken seriously. It is also worth paying fixed attention to updates and changes in the law, even if it is just by reading the paper and checking a couple of key websites for the most vital information, as the law is a touch which changes on a fixed basis. As anyone who has dealt with them knows, legal issues tend to be extremely complex and it is permanently, therefore, worth seeking legal advice from a sound company if you are in any doubt as to where you stand in relation to the current Protection from Harassment Act or, indeed, any other acts. This article is free to republish provided the authors resource box not more than remains intact.