Some conflicts may need further escalation and negotiation and may require additional attention, however managers must ensure all parties feel validated and satisfied with the outcome. (Mindful Mediation)
Complaint Procedures
Manager and employees should always try to cultivate and retain good working relationships, while encouraging open and honest dialogue regarding standard working environment and expected employee performance.
In the event these open discussions do not resolve or prevent problem-solving escalation may be necessary and formal grievance procedures will be followed. “A grievance is generally defined as a claim by an employee that he or she is adversely affected by the misinterpretation or misapplication of a written company policy or collectively bargained agreement. A grievance procedure is a means of internal dispute resolution by which an employee may have his or her grievances addressed.” “An effective grievance procedure provides employees with a mechanism to resolve issues of concern. The grievance procedure may also help employers’ correct issues before they become serious issues or result in litigation. (SHRM, …show more content…
2012)
This procedure describes the complaint process to be followed when filing a complaint. There are time lines, decision-making process, record-keeping requirements, and post-complaint review information and possible resolution methods. As the first point of resolution employees are always encouraged to work informally with their teammates, management team and HR for possible resolution. If for any reason resolution was not successful an employee may follow the formal complaint process outlined in the procedures. The formal complaint must be written, detailed information provided via our Formal Compliant Form signed and date. Once a complaint is file HR must act promptly and take very complaint seriously, while maintaining confidentially and avoid being bias. There are five steps involved in the formal complaint process:
Step 1 - Complete a written complaint using the using The Employee Formal Complaint Form.
Step 2 – Submission to Human Resources Office or a Human Resources Manager, the complaint will then be assigned to an investigator (HR officer).
The complaint will be dated, recorded, filed and assigned for investigation
Step 3 – The investigator will provide written feedback, for all parties regarding the complaint; parties are not allowed to contact each other regarding the claim, any retaliation is strictly prohibited.
Step 4 - A complete and full review and investigation of the complaint, expected resolution in 30 days. All information will be kept confidential.
Step 5 - The written findings including steps for resolution for restoring a respectful work environment for all parties. Follow Up: Post-Complaint Review 30 days and 60 days.
The above step refers to not being punctual, missing target deadlines, poor work quality and extreme absenteeism. Discriminatory behavior such harassment, in any for at WeaveTech is strictly prohibited, discrimination in any capacity will not be tolerated, and all team members should ensure that any complaints of discrimination are reported immediately. If an employee is found to be in violation of policy there will be serious disciplinary consequences such as a written warning or possible
termination.
Discipline Process
There is always a respectful way to encourage a change in behavior that promotes a positive response from an employee. “Traditional progressive discipline system was developed seventy years ago when unions demanded that companies eliminate summary terminations and develop a progressive system.” (Watson, 2014) “Not only does the traditional approach create an "us against them" mentality, it doesn't go far enough to gain employee commitment. The punishment used-warnings, reprimands, suspensions without pay seem like a tough way to make sure employees comply with company standards and policy. But organizations today need more then compliance if they are to be competitive-they need commitment. We can punish people into compliance. But we cannot punish people into commitment.” (Watson, 2014)
The new WeaveTech discipline process will involve positive disciple procedure and experience for both managers and employees. As always-open lines of communication with managers and employees remains critical, weekly dialogues/discussions regarding the employees performance, leading with what the employee is doing right, and transitions into performance improvement discussions with coaching and counseling. In the even coaching and counseling are ineffective the official disciplinary action begins with a reminder. Managers will remind employees of their objectives and job expectations. In the even the in the event reminder 1 was not effective, reminder 2 is a further dialogue detailing the discussions of reminder one; this is documented exchange that must be retained in the employee file. “The term "reminder" is used for a reason. Unlike a "warning" or "reprimand," the supervisor is reminding the worker of two things: That there is a gap between current performance and the performance expected, and that it is the worker's responsibility to perform as expected and to do what he or she is being paid to do”. (Watson, 2014) If necessary the third violation will result in a 1 to 4 paid days off with compensation, offing a time to reflect and make changes to their performance. A final meeting with both manager and employee to discuss an action plan for performance improvement.
According to Tom Watson “Not every use of positive discipline has a favorable outcome. However, for the most part, those organizations that adopt the positive discipline approach discover that problems get resolved faster, supervisory stress decreases and challenges to discipline and discharge action are significantly reduced. Moving to a responsibility-based discipline system is increasingly being g accepted as a best practice in both public and private organizations at all levels”. (Watson, 2014)
Conflict Resolution
Mergers and acquisitions are extremely challenging and occur with an elevated sense of turmoil, restructuring the organization will be a difficult transition emotionally for employees moving on from WeaveTech. The employees that remain after the transition will also need support and assurance about opportunities that are ahead for them. Downsizing is a great opportunity to realign the employment strategies with WeaveTech is a unique situation particularly because of Jack Davidson’s “The No-Layoff Memo”, which may seem a bit naive, as the only thing constant is change, but as Frank Jennings points out the legal issues will be handled thru council. “Let’s face it: There’s no easy way to lose a job or to deliver the news. But when an employer handles layoffs with respect and attention to protocol, the company may ease employees’ pain, maintain morale among remaining workers, minimize the company’s legal risks and preserve its reputation”. (Walters, 2008)
Managers will be properly trained with conflict resolution, teaching them how to execute communicate the lay off process to employees. respond to employee concerns. Managers will be trained on how to have the conversation regarding company layoff. Managers will be provided with psychological and career counseling themselves. Managers will be provided with a toolkit/road map to ensure they have followed the guidelines set forth in their training. There training included: explanations for the layoffs, counseling where necessary, communicating openly and on time effectively a provide context for the employees that remain.
It is always important that mangers to be prepared to listen and be supportive, some employees will be saddened by changes while some see it as an opportunity for growth; managers should be empathetic and state only the facts.
A script with bullet points should be prepared and discussed with managers and supervisors, to ensure that all will receive and deliver the same message. Managers will have questions of their own, about the future of their departments or whether additional layoffs are coming. Senior management can say, “Based on what we know now, we hope these layoffs will be enough, but we can’t promise that. We’ll revisit the question as business conditions change.” (Walters, 2008)