Serious Complaint or Employee Drama?

Why are these human resources where employees go to “expose” their problems?

The reason is simple: human resources generally have better “personal skills” and it is easier to turn to human resources and fight every battle than to face conflict directly.

Unfortunately, the number of problems HR faces daily is ridiculous, but if you ask a generalist or HR manager today what the biggest frustration is, they’ll probably say it’s employee problems many bosses and managers must have taken over!

Let’s face it, people’s problems can be complicated and often require direct conflict management, so most people prefer to avoid them altogether.

However, if employees and managers constantly avoid conflict and become too involved with human resources, it leads to strengthened behavior. Over time, there are rumors that human resources are competing to keep employees focused on human resources, and as a result, human resources department productivity declines, conflicts intensify, and already fragile relationships with supervisors and heads of department worsen. What You Will Learn: In this briefing session, you will learn how to go through all the employee drama to clearly identify the legitimate issues to investigate and which issues to defer or address with the managers and supervisors themselves. In addition, you’ll learn strategies for creating boundaries in HR to reduce the flow of employee relations complaints. Specifically:

  • How to distinguish between “employee concerns and complaints”
  • Understand the causes of employee complaints
  • Understand how HR became “the manager’s office” and how to change perception professionally
  • The three keywords to clearly define the types of complaints from employees who have human resources at their disposal
  • Introduction to the Bermuda Triangle of Employee Relations – and how to avoid it
  • How to implement an employee relations policy to clearly define a complaints management process
  • Why is an open-door policy not as effective as you think?
  • How participating in ‘non-human resources’ activities can create the perfect storm for retaliation
  • How do you develop the ability of the manager and employees to resolve issues independently?
  • Establish human resource limits

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