Dear HR Fraternity,
I have come across a difficult situation and am looking for your guidance and advice. I work as an individual contributor. My primary job role includes sourcing, recruitment, onboarding, employee grievance handling, employee engagement, and exit interviews. I am responsible for working with multiple stakeholders from different business verticals. Due to my friendly nature, many people open up and come to me seeking help regarding their work-related issues.
One of the business verticals is led by a Female Manager who reports to a GM. There has been high attrition, with many people leaving this vertical. During interactions and exit interviews, it was revealed that there were issues with this lady; the way she communicated with people was very rough. Upon informing her superior, he mentioned that she was demanding work from them, and the individuals were unable to meet expectations, resulting in them leaving their jobs. This complaint arose multiple times, even with existing team members. I, too, have experienced this behavior, but due to our good relationship, I never confronted her.
Recently, a similar incident occurred, and when I confronted her, she accused me of harassment, putting me in a difficult position. I have involved my superiors, but they also feel helpless since she is a female, and our company has strict policies regarding such events.
Please advise on how to handle this situation. What are the potential outcomes in such cases? I have already raised the matter via email to my superior, expressing how demotivated I feel due to the behavior and communication style of this lady, which creates undue pressure.
Thank you for your assistance.
From India , Hubli
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I have come across a difficult situation and am looking for your guidance and advice. I work as an individual contributor. My primary job role includes sourcing, recruitment, onboarding, employee grievance handling, employee engagement, and exit interviews. I am responsible for working with multiple stakeholders from different business verticals. Due to my friendly nature, many people open up and come to me seeking help regarding their work-related issues.
One of the business verticals is led by a Female Manager who reports to a GM. There has been high attrition, with many people leaving this vertical. During interactions and exit interviews, it was revealed that there were issues with this lady; the way she communicated with people was very rough. Upon informing her superior, he mentioned that she was demanding work from them, and the individuals were unable to meet expectations, resulting in them leaving their jobs. This complaint arose multiple times, even with existing team members. I, too, have experienced this behavior, but due to our good relationship, I never confronted her.
Recently, a similar incident occurred, and when I confronted her, she accused me of harassment, putting me in a difficult position. I have involved my superiors, but they also feel helpless since she is a female, and our company has strict policies regarding such events.
Please advise on how to handle this situation. What are the potential outcomes in such cases? I have already raised the matter via email to my superior, expressing how demotivated I feel due to the behavior and communication style of this lady, which creates undue pressure.
Thank you for your assistance.
From India , Hubli
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Dear member,
I understand your situation. This is the downside of the HR profession. When they work in the interest of the company, sometimes they have to face a backlash. The incident that you have been involved in is an illustrative example of this. We need to analyze the situation on two counts: hindsight and sight.
However, you have not mentioned what your designation is.
In hindsight, it can be said that you could have assigned the job of controlling employee attrition to a specific department or the General Manager. Have you analyzed the employee attrition at the organizational level and its breakdown by percentage? If a particular department has a high attrition level, then controlling attrition could have been a Key Result Area (KRA) for that manager.
If the General Manager expressed helplessness, why did he not escalate the matter to his superiors? The analytical study could have been presented to the superiors.
When you "confronted" her, how many persons were involved in the meeting? Considering her disposition to lack restraint, did you record the discussion that took place with her?
Now, coming to how to handle the situation. You mentioned that she blamed you for "harassment." However, not all harassment is necessarily sexual harassment. Has she made any specific complaints against you? What evidence could she have?
Even if it is a verbal complaint, what evidence could she have? Will it hold up in the inquiry?
If you believe you are innocent, you may submit an application to the MD of your company. In this application, you may request the company to conduct an inquiry into the harassment charges.
In the meantime, you may want to consult a lawyer to understand what steps can be taken if a female employee falsely accuses you, but only if she has filed a complaint of sexual harassment.
Thanks,
Dinesh Divekar
From India, Bangalore
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8034I understand your situation. This is the downside of the HR profession. When they work in the interest of the company, sometimes they have to face a backlash. The incident that you have been involved in is an illustrative example of this. We need to analyze the situation on two counts: hindsight and sight.
However, you have not mentioned what your designation is.
In hindsight, it can be said that you could have assigned the job of controlling employee attrition to a specific department or the General Manager. Have you analyzed the employee attrition at the organizational level and its breakdown by percentage? If a particular department has a high attrition level, then controlling attrition could have been a Key Result Area (KRA) for that manager.
If the General Manager expressed helplessness, why did he not escalate the matter to his superiors? The analytical study could have been presented to the superiors.
When you "confronted" her, how many persons were involved in the meeting? Considering her disposition to lack restraint, did you record the discussion that took place with her?
Now, coming to how to handle the situation. You mentioned that she blamed you for "harassment." However, not all harassment is necessarily sexual harassment. Has she made any specific complaints against you? What evidence could she have?
Even if it is a verbal complaint, what evidence could she have? Will it hold up in the inquiry?
If you believe you are innocent, you may submit an application to the MD of your company. In this application, you may request the company to conduct an inquiry into the harassment charges.
In the meantime, you may want to consult a lawyer to understand what steps can be taken if a female employee falsely accuses you, but only if she has filed a complaint of sexual harassment.
Thanks,
Dinesh Divekar
From India, Bangalore
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Dear colleague,
The issue is the high turnover rate in a given vertical primarily due to the rough behavior of the female head (Manager) of the activity. The high attrition rate due to her behavior is borne out by the exit interview reports. But when confronted with it, she has reacted immaturely by apparently not accepting it as a knee-jerk reaction and deliberately framing you under harassment charges. Her boss also seems to support her instead of counseling her.
If the exit interviews overwhelmingly reveal her rough behavior as the only cause of attrition, then the matter has to be escalated to the top decision-maker if her immediate boss shirks from taking responsibility. In the larger interest of the organization, she must be counseled by the top authority to mend her ways. The suggestion of including a reduction in the attrition rate as a part of her KRAs will surely make her introspect and act on it in a positive manner.
Her charge of harassment against you apparently is motivated and appears without factual basis. So you need not worry and take all actions until she changes herself or you make the organization change her.
Regards,
Vinayak Nagarkar
HR Consultant
From India, Mumbai
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The issue is the high turnover rate in a given vertical primarily due to the rough behavior of the female head (Manager) of the activity. The high attrition rate due to her behavior is borne out by the exit interview reports. But when confronted with it, she has reacted immaturely by apparently not accepting it as a knee-jerk reaction and deliberately framing you under harassment charges. Her boss also seems to support her instead of counseling her.
If the exit interviews overwhelmingly reveal her rough behavior as the only cause of attrition, then the matter has to be escalated to the top decision-maker if her immediate boss shirks from taking responsibility. In the larger interest of the organization, she must be counseled by the top authority to mend her ways. The suggestion of including a reduction in the attrition rate as a part of her KRAs will surely make her introspect and act on it in a positive manner.
Her charge of harassment against you apparently is motivated and appears without factual basis. So you need not worry and take all actions until she changes herself or you make the organization change her.
Regards,
Vinayak Nagarkar
HR Consultant
From India, Mumbai
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Employee Engagement – Scaling Down Attrition.pdf
SAMPLE Employee Attrition Calculation sheet for FY 09-10 .xls
An Employee's Manager.pps