There are few things more distressing to human resources than having to investigate sexual harassment in the workplace.
All eyes are on human resources to provide thorough, fair and reasonable investigation. HR must treat everyone involved with due respect.
When an employee alleges sexual harassment—no matter what the situation—you have to act fast. Both human resources and the employer have a number of obligations, both ethical and legal, to investigate any charges comprehensively.
There are several things human resources need to do, before and immediately after a complaint:
Some people hate to be criticized, and nobody wants to hear unpleasant news. In the business world, however, there are times when both need to be done.
Bad news and criticism rarely flows up; it almost always rolls downhill, from management to the rank-and-file. Employees don’t communicate problems, criticize or are the bearer of unpleasant news, simply because they are often terrified of losing their jobs.
There are some issues that human resources experts hear often, in virtually every business and industry. These are the problems that hinder productivity, prevent collaboration and create a disgruntled and dysfunctional workplace.
The six things employees wish they could tell you:
We all want to improve—to be better parents, spouses or friends.
There has always been a deep-seated need to rise above our current life situation. This drive is something hard-wired in our DNA and (for the history of humanity) has fueled success in business, relationships and life.
Every employee—from the mail room to the boardroom—wants to better themselves, but are often held back from acting on this primal need.
One reason could be that improvement is thought to be hard work. Everyone wants to improve, but relatively few want to do the heavy lifting to actually make it happen.
For those afraid that self-improvement is too daunting a task, there is an answer!
Unlike weight loss and awesome six-pack abs, there is a way to become a better employee immediately.
An interviewer who has never uttered these words is simply missing an opportunity—and is only performing half an interview.
This question, and all the different ways it can be worded, is at the heart of the behavioral interview, and gets to root of a company’s current problem—finding the person who is a perfect fit for the company and its culture.
Behavioral interviewing is a structured process to determine if the candidate has both the character and work ethic required for a particular position.
Rarely focusing on the technical skills required for the job; the purpose of behavioral interviews is to be more of a matchmaker. Like in the dating world, behavioral interviews succeed best when they finding compatibility between the prospective employee and employer.
And just like dating, the consequences of a poor match in hiring can be frightening. A lousy hire wastes money, time and energy.