It is a normal part of life to experience workplace issues.It can be difficult to navigate the HR process if you are an employee who needs help or an HR rep who is responsible for resolving an issue.It is easy to settle each type of workplace problem once you have had a bit of practice.You will be able to deal with HR issues.
Step 1: Before going to HR, try to handle issues with coworkers.
Before going to HR, talk to the other party.You may find that a conversation fixes the problem if you try to resolve it.Before the conversation starts, write down what you want to say so that you don't get off topic.You prevented me from sharing my ideas with the rest of the team when you cut me off yesterday.No one will hear my plan, even though I worked hard on my pitch.If you are being harassed, immediately report it to HR.You should bring any evidence of the harassment.
Step 2: Document issues and what was done about them.
If you have an issue, make sure to document it.It is possible to create a folder to store your evidence.You can present your documentation as support if you decide to go to HR.Emails, memos, and draft reports relating to the HR issue should be kept.Write down the dates of any incidents that happened, as well as what happened and who witnessed it.
Step 3: Before reporting, you should collect at least 3 examples of bad workplace behavior.
This will show HR that there is a problem.If you have a small issue with someone, such as a person who takes your lunch or forgets to reply to an email, HR won't step in.They would like to see examples of multiple issues occurring.If your coworker sends you rude or inappropriate emails, it's a good idea to show them to HR.When your coworker refuses to complete their share of the work, note it.Send them an email reminder to submit the work if you want to create a paper trail.It is a good idea to talk to HR if there is only one incident.
Step 4: Prepare yourself to deliver your side.
You should practice explaining the issue to HR first.Make sure you present a unified case for your side of the issue.It is possible to make an outline or write down what you want to say.If you can get your emotions out of the way, you will be in a better position to prepare.You need to keep your emotions in check when talking to HR.Crying can hurt your cause.
Step 5: Use "I" statements.
I statements keep the focus on what you are thinking and experiencing rather than putting it off on the other person.This will help you keep your emotions in check and make your description more objective.Say, "I had to complete both parts of the project in order to meet the deadline, when I was only responsible for one part."
Step 6: Improving the future is more important than punishing the past.
It is likely that your employer expects you and the other party to resolve the issue and move on.It is not likely that there will be a consequence for the issue.Suggest solutions for avoiding problems in the future instead of asking for punishment.You can work with your coworker to come up with solutions.
Step 7: The records should be accurate throughout the process.
All meetings, interventions, communications, and resolutions should be documented.It can help address recurring problems in the workplace by helping keep track of the issue.It will be helpful to have records of each individual issue if one person is involved in multiple disputes.All parties have a responsibility to keep accurate records.
Step 8: Allow the issue to be acknowledged.
The core issue should be acknowledged by everyone involved in the conflict.The parties will be able to communicate about how they view the situation.The issue could be solved by understanding each point of view.The dialogue will help find solutions if not.
Step 9: The real problem should be identified.
The root of the issue is what causes the parties to react negatively to what is happening in the workplace.A coworker who doesn't return emails in a timely manner may be the issue, but uncertainty about the project that is causing delays is the real problem.It is necessary to know what is bothering the people in order to find a solution.Ask the party how fixing the issue would improve their work.If this were resolved, what would happen to your work?
Step 10: Listen to everyone involved.
Listen to both parties if one person seems to be in the wrong.There is a chance that the person has good reasons for their behavior.The employees involved can understand the other person's side, which can help resolve the negative feelings between them.Hearing all sides will help you find a solution to the problem.
Step 11: The parties agree.
Look for the common ground as most likely both parties have some overlap between their perspectives.Try to narrow down the problem by pointing out agreements so that you can find a solution.You could say, "It sounds like we all agree that the client should come first and that great communication is essential for getting projects completed on time."
Step 12: Determine what the organization and individuals need.
This will help resolve the problem.You can figure out what each party needs to feel better once you know what the real problem is.Better communication, more support on shared projects, and fewer interruptions are some of the things the person filing the complaint may need.When the other party's behavior is a distraction, they may need defined expectations, a flexible schedule, or a notification.Knowing the needs leads to a solution.The parties could agree to assign work at the beginning of a project if they agreed to answer all work emails before the end of the day.
Step 13: There are solutions to disagreements.
If needed, the HR rep should work with both parties to come up with solutions.Solutions that address the needs of both employees and the organization are what you should choose.Everyone walking away from the meeting feels like they won something.Both employees could agree to respond to emails by the end of the workday.The other party will have the flexibility to wait until the end of the day if necessary, while the person who filed the complaint will feel like they won't be left hanging when they send an email.
Step 14: There is a plan of action.
As well as who is responsible for what, write down the solutions identified during the meetings.If necessary, document the consequences for not fulfilling the responsibilities discussed in the mediation.When solutions will be implemented and when consequences will begin to occur can be created.
Step 15: Take all complaints seriously.
No matter your opinion on the issue, any complaint should be investigated thoroughly and resolved.It is a workplace issue that needs to be addressed if someone feels harassed.Legal actions could occur if you don't take complaints seriously.
Step 16: Interview the people involved as well as the witnesses.
Before taking action, you need to get all sides of the story.It is possible that the person doesn't realize what they are doing.The best way to resolve the issue depends on you getting the full story.She said that witnesses can go a long way in resolving issues.The behavior needs to be addressed even if the offenders didn't realize they were harassing someone.
Step 17: How severe is harassment?
If the actions warrant sexual harassment, use the evidence you collected and the interviews to make a decision.You should follow your company's policies if they do.The Equal Employment Opportunity Commission has sexual harassment materials that can be consulted to understand the company's responsibilities.
Step 18: How to resolve the issue should be decided.
You need to address the situation with the employee who made the complaint if you find that harassment did not occur.The correct resolution depends on what happened and how it affected the workplace.Documentation of your investigation should be provided to the person who made the complaint.Talk to the harasser about their behavior and what is expected of them in the future.Follow the consequences of sexual harassment set by your company.Follow the recommendations of the company's legal team.
Step 19: If necessary, train staff.
To make sure everyone understands the behavioral expectations in the workplace, the staff should go through sexual harassment training.It helps protect the employer from liability by showing employees that sexual harassment will not be accepted.You can ask each person to sign-in or complete a document that proves they were in the training.If you want to convey the message that harassment is not okay, you could have them take a short quiz.
Step 20: If there is no sexual harassment policy, you should write one.
It is the responsibility of HR to provide a written sexual harassment policy if yours does not.You can get online resources to help explain to employees what they can and can't do in the workplace.The document should be made available to all employees.If you haven't already presented the material to your employees, you should have them sign off that they received it.