Hi All,
We recently came across a case of misconduct between two employees - one male and one female - who shouted at each other and engaged in an abusive fight. This issue has been brought to management's attention as both individuals have displayed similar behavior on multiple occasions.
The decorum committee believes that issuing a warning to them is necessary. However, there is uncertainty about whether a warning will be effective. Are there alternative approaches we can take to address and prevent such misconduct while also imposing appropriate consequences?
Please share your suggestions.
Gunjan
From India, New Delhi
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39We recently came across a case of misconduct between two employees - one male and one female - who shouted at each other and engaged in an abusive fight. This issue has been brought to management's attention as both individuals have displayed similar behavior on multiple occasions.
The decorum committee believes that issuing a warning to them is necessary. However, there is uncertainty about whether a warning will be effective. Are there alternative approaches we can take to address and prevent such misconduct while also imposing appropriate consequences?
Please share your suggestions.
Gunjan
From India, New Delhi
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Dear Gunjan,
You should take an apology letter signed by both of them, stating the whole incident, and then issue them a warning letter stating that if such kind of indiscipline, or any kind of indiscipline, happens in the future, strict disciplinary action will be taken.
Regards,
Dhanesh
From India, Gurgaon
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You should take an apology letter signed by both of them, stating the whole incident, and then issue them a warning letter stating that if such kind of indiscipline, or any kind of indiscipline, happens in the future, strict disciplinary action will be taken.
Regards,
Dhanesh
From India, Gurgaon
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Hi,
One of my friends had a similar incident with two employees in the same department, both male. One (A) is complaining that the other (B) has lied about him, and B is complaining that something is written about him on Yahoo and a photo posted by A. It is interesting to note that the supervisor reported to HR only one of the employees' grievances, i.e., from B. The supervisor was asked by HR to meet with both staff and counsel them. If it repeats, a written report from the supervisor was required to HR. This has not happened. HR is being pressured by the supervisor to meet one of the staff who complained, i.e., B. We feel there is a bigger agenda, especially as A is on a lay-off list that came from the supervisor.
My friend has suggested to the senior management, and I agree, that comments on Yahoo made by one staff against the other are not considered an issue for company disciplinary action. If it is derogatory to the company image, then it calls for action; otherwise, not. HR would intervene if there is an initial investigation and or meeting by the supervisor.
Thanks
From United Arab Emirates
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One of my friends had a similar incident with two employees in the same department, both male. One (A) is complaining that the other (B) has lied about him, and B is complaining that something is written about him on Yahoo and a photo posted by A. It is interesting to note that the supervisor reported to HR only one of the employees' grievances, i.e., from B. The supervisor was asked by HR to meet with both staff and counsel them. If it repeats, a written report from the supervisor was required to HR. This has not happened. HR is being pressured by the supervisor to meet one of the staff who complained, i.e., B. We feel there is a bigger agenda, especially as A is on a lay-off list that came from the supervisor.
My friend has suggested to the senior management, and I agree, that comments on Yahoo made by one staff against the other are not considered an issue for company disciplinary action. If it is derogatory to the company image, then it calls for action; otherwise, not. HR would intervene if there is an initial investigation and or meeting by the supervisor.
Thanks
From United Arab Emirates
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From your report, it seems that the two employees have behaved in a similar manner previously. In this case, the incident needs to be handled as a disciplinary matter. Both should be warned in writing, and it must be stated that any further abusive slanging match will be dealt with severely and could result in termination. If you have an Employee handbook/Manual, this sort of behavior must be listed, and the repercussions thereof clearly stated. Unprofessional behavior directly impacts employee morale, and the HR department should have guidelines deterring negative behavior/actions.
From United Arab Emirates, Dubai
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From United Arab Emirates, Dubai
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Dear,
The suggestion given by Dhanesh seems to be okay. However, you can take many actions like asking for an explanation from both of them, then issue a warning letter. It would be better if you ask for an apology and issue a warning.
Thanks,
J. S. Malik
From India, Delhi
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The suggestion given by Dhanesh seems to be okay. However, you can take many actions like asking for an explanation from both of them, then issue a warning letter. It would be better if you ask for an apology and issue a warning.
Thanks,
J. S. Malik
From India, Delhi
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Hi All,
We recently came across a case of misconduct between two employees – one male and one female – who shouted at each other and engaged in an abusive fight. This issue has been brought to management's attention as both individuals have displayed similar behavior multiple times.
The decorum committee suggests issuing a warning to them. However, I am unsure if a warning will be effective. Can you recommend an alternative approach to minimize such misconduct while still holding them accountable?
You mentioned that these incidents have occurred multiple times. Were these conflicts work-related or personal? Ideally, they should have been called in after the first occurrence to provide written explanations for the altercation. Subsequently, both parties should have received a notice advising them not to repeat such behavior. If the conflicts persist, a warning letter should be issued, and if there is no improvement, termination may be necessary.
If the proper procedure was not followed initially, there is still an opportunity to address the situation promptly.
Regards,
Suhail Shaikh
From Saudi Arabia, Jiddah
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We recently came across a case of misconduct between two employees – one male and one female – who shouted at each other and engaged in an abusive fight. This issue has been brought to management's attention as both individuals have displayed similar behavior multiple times.
The decorum committee suggests issuing a warning to them. However, I am unsure if a warning will be effective. Can you recommend an alternative approach to minimize such misconduct while still holding them accountable?
You mentioned that these incidents have occurred multiple times. Were these conflicts work-related or personal? Ideally, they should have been called in after the first occurrence to provide written explanations for the altercation. Subsequently, both parties should have received a notice advising them not to repeat such behavior. If the conflicts persist, a warning letter should be issued, and if there is no improvement, termination may be necessary.
If the proper procedure was not followed initially, there is still an opportunity to address the situation promptly.
Regards,
Suhail Shaikh
From Saudi Arabia, Jiddah
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Hi,
I. Step: Try to find out the real reason for their quarrel through your own sources. If you feel that it can be solved through counseling, then go ahead. Counsel them first separately, then together. Make them write mutual apologies and have them shake hands in front of the very same people before whom they had quarreled. Post their apologies in their Personal Files.
II. Step: If you feel that the language used by them and the way in which they had quarreled might set a precedent for others to vent out their feelings, then use the punitive action of issuing a WARNING MEMO/LETTER by seeking an explanation.
III. Step: If you feel that they are beyond mending their ways, then try to place them in different groups/shifts/departments where the chances of their coming together or meeting each other are comparatively less. In any organization, having a harmonious setup is very important. Isolated events may lead to greater altercations in the future. So, try to nip it in the initial stages itself.
Regards,
Premson 🌟😊
From India, Mangaluru
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I. Step: Try to find out the real reason for their quarrel through your own sources. If you feel that it can be solved through counseling, then go ahead. Counsel them first separately, then together. Make them write mutual apologies and have them shake hands in front of the very same people before whom they had quarreled. Post their apologies in their Personal Files.
II. Step: If you feel that the language used by them and the way in which they had quarreled might set a precedent for others to vent out their feelings, then use the punitive action of issuing a WARNING MEMO/LETTER by seeking an explanation.
III. Step: If you feel that they are beyond mending their ways, then try to place them in different groups/shifts/departments where the chances of their coming together or meeting each other are comparatively less. In any organization, having a harmonious setup is very important. Isolated events may lead to greater altercations in the future. So, try to nip it in the initial stages itself.
Regards,
Premson 🌟😊
From India, Mangaluru
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Hi,
In this type of misconduct, if you want to maintain discipline in your company, you should first place them under suspension pending enquiry. After that, only should you proceed with the next step. Firstly, you should send them out of the company premises for investigation or enquiry. Even in this type of case, you can terminate the services of those employees.
From India, Mumbai
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In this type of misconduct, if you want to maintain discipline in your company, you should first place them under suspension pending enquiry. After that, only should you proceed with the next step. Firstly, you should send them out of the company premises for investigation or enquiry. Even in this type of case, you can terminate the services of those employees.
From India, Mumbai
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Gunjan, my kind suggestion is to find out who was wrong, whose mistake it was, why is it happening frequently, and what's the intention behind it. If one person is wrong, speak to him or her personally. If they repeat the mistake, talk to management and issue termination letters to both of them, stating the reason for misconduct and misbehavior which damages the culture frequently, affecting morale of the organization or firm. Regards, Sowjanya.
From India, Hyderabad
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From India, Hyderabad
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