Dear All,
This is Navdeep from xxxxx. We are involved in software development. An issue has arisen in our organization.
I was conducting a session with one of our female employees, and during the session, she informed me that she is not comfortable with the senior male colleague who is providing her training. He had been calling her every day in the past month, but she had been ignoring him. How can I address this problem? Although he is not currently causing any disturbance, she feels uncomfortable whenever he conducts training sessions.
Another issue is how I can present this problem to my seniors, as one of our seniors is very aggressive.
Please assist me as soon as possible.
Thank you,
Navdeep
From India, Chandigarh
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This is Navdeep from xxxxx. We are involved in software development. An issue has arisen in our organization.
I was conducting a session with one of our female employees, and during the session, she informed me that she is not comfortable with the senior male colleague who is providing her training. He had been calling her every day in the past month, but she had been ignoring him. How can I address this problem? Although he is not currently causing any disturbance, she feels uncomfortable whenever he conducts training sessions.
Another issue is how I can present this problem to my seniors, as one of our seniors is very aggressive.
Please assist me as soon as possible.
Thank you,
Navdeep
From India, Chandigarh
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First of all, this kind of behavior is unacceptable at any level. You should be strong enough to report this incident to your senior management.
First, take a handwritten statement from the female employee regarding the issue. Then ask her to give a written complaint about that person. Next, invite the person involved to a meeting, explain the situation, and ask him to provide a written statement about the complaint.
Present your findings to the top management and let them take serious action. If they ask for your opinion on the incident, state that you want to impose the maximum penalty in this case. Explain that by punishing one person, it will deter others from engaging in such behavior in the future, sending a strong message.
Don't hesitate; be firm.
From India, Hyderabad
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11First, take a handwritten statement from the female employee regarding the issue. Then ask her to give a written complaint about that person. Next, invite the person involved to a meeting, explain the situation, and ask him to provide a written statement about the complaint.
Present your findings to the top management and let them take serious action. If they ask for your opinion on the incident, state that you want to impose the maximum penalty in this case. Explain that by punishing one person, it will deter others from engaging in such behavior in the future, sending a strong message.
Don't hesitate; be firm.
From India, Hyderabad
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Hello Navdeep,
Did you check with the female employee the ACTUAL reason for her discomfort? That becomes the key for your response—unless you know what's troubling her, there's no way you can handle the seniors, especially when one of them is aggressive.
I have also seen cases when an individual may mistake the behavioral pattern of others—seeing ill-intent where none existed (it may not be a right/wrong issue, just a mismatch of viewpoints). Just ensure that there are genuine grounds for her to feel the way she does before you think of taking up the matter forward for a solution.
All the best.
Regards,
TS
From India, Hyderabad
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Did you check with the female employee the ACTUAL reason for her discomfort? That becomes the key for your response—unless you know what's troubling her, there's no way you can handle the seniors, especially when one of them is aggressive.
I have also seen cases when an individual may mistake the behavioral pattern of others—seeing ill-intent where none existed (it may not be a right/wrong issue, just a mismatch of viewpoints). Just ensure that there are genuine grounds for her to feel the way she does before you think of taking up the matter forward for a solution.
All the best.
Regards,
TS
From India, Hyderabad
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Dear Ramnaresh,
Thank you for your suggestion. However, what if that girl is not ready to give a written statement because she thinks she doesn't want to create an issue and she doesn't want to be a part of any problem? How can I proceed further? Our project manager wants me to take action against this issue.
If I do not take any action against that employee, in the future, he may repeat this behavior with her or with any other girl. The senior manager may ask why you did not take any action against him at that time.
Thank you,
Navdeep
From India, Chandigarh
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Thank you for your suggestion. However, what if that girl is not ready to give a written statement because she thinks she doesn't want to create an issue and she doesn't want to be a part of any problem? How can I proceed further? Our project manager wants me to take action against this issue.
If I do not take any action against that employee, in the future, he may repeat this behavior with her or with any other girl. The senior manager may ask why you did not take any action against him at that time.
Thank you,
Navdeep
From India, Chandigarh
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Dear tajsateesh, She is not feeling comfortable with him whenever he is giving trainings to her she said she can concentrate on anything. thanx navdeep
From India, Chandigarh
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From India, Chandigarh
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Dear Navdeep, How can you take any action without evidence and investigating the reasons, likeTS has suggested? Even police do not act when people do not give a complaint in writing.
From United Kingdom
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From United Kingdom
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Hello Navdeep,
I think you aren't coming out clearly with the actual issue/problem. Can you please explain this statement of yours -- "if I am not taking any action against that employee in the future, he will do this again with her or with any other girl" -- in your response to Ramnaresh? Do "WHAT" again?
Please note that this is a forum where the identities of the organization(s) or individual(s) need not be revealed -- in fact, most threads don't, and no one insists too -- since the focus will always have to be [AND IS] on the facts of the case/situation.
So unless you explain the situation clearly and fully/completely, I am not sure whatever response(s) you get would resolve your problem -- the worst-case scenario being a half-baked solution, which is more dangerous than 'no solution.'
Regards,
TS
From India, Hyderabad
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I think you aren't coming out clearly with the actual issue/problem. Can you please explain this statement of yours -- "if I am not taking any action against that employee in the future, he will do this again with her or with any other girl" -- in your response to Ramnaresh? Do "WHAT" again?
Please note that this is a forum where the identities of the organization(s) or individual(s) need not be revealed -- in fact, most threads don't, and no one insists too -- since the focus will always have to be [AND IS] on the facts of the case/situation.
So unless you explain the situation clearly and fully/completely, I am not sure whatever response(s) you get would resolve your problem -- the worst-case scenario being a half-baked solution, which is more dangerous than 'no solution.'
Regards,
TS
From India, Hyderabad
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Dear Ts,
Okay, I will keep in mind all your points from now onwards. Thank you for informing me.
What does it mean if I am not conducting any session and not giving her any show cause or letter of explanation? Could it get worse because that female staff is not ready to provide a written complaint?
Thank you, NK
From India, Chandigarh
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Okay, I will keep in mind all your points from now onwards. Thank you for informing me.
What does it mean if I am not conducting any session and not giving her any show cause or letter of explanation? Could it get worse because that female staff is not ready to provide a written complaint?
Thank you, NK
From India, Chandigarh
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Dear Sargi,
It is unfortunate that this matter has emerged in your organization, and it is essential that one deals with such a situation with tact. In situations like this, whether male or female, it is not appropriate to put things in writing. Employees may feel that this is a breach of trust or may even feel that it will be used against them later.
The fact that this 'discomfort' has been mentioned means that it needs to be investigated. You don't need to attack the manager in question, but you have to subtly observe the behavior and gather facts around other situations, if they exist. If you can address the situation, you can help the organization. And if you do some research and find out that it is wrong, it will allay the fears of the female employee and help to retain her with the organization.
From India, Gurgaon
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It is unfortunate that this matter has emerged in your organization, and it is essential that one deals with such a situation with tact. In situations like this, whether male or female, it is not appropriate to put things in writing. Employees may feel that this is a breach of trust or may even feel that it will be used against them later.
The fact that this 'discomfort' has been mentioned means that it needs to be investigated. You don't need to attack the manager in question, but you have to subtly observe the behavior and gather facts around other situations, if they exist. If you can address the situation, you can help the organization. And if you do some research and find out that it is wrong, it will allay the fears of the female employee and help to retain her with the organization.
From India, Gurgaon
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Dear Sargi,
I completely agree with Annika's view. To add on the same; try to read their body language and their past rapport in the organization [Both the parties]. Also, check with other female colleagues to see what they think about the [male] trainer. Observe the trainer when he is around that female employee! Gather the facts and your observations and share them with your senior to retain the genuine one. Also, you can suggest a [high-level] training session on behavior for all the employees, even the trainers. By doing this, you are retaining the genuine employee and also correcting the other one whose approach/behavior is not ethical. I hope my suggestion is of some help.
From United Kingdom, Preston
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I completely agree with Annika's view. To add on the same; try to read their body language and their past rapport in the organization [Both the parties]. Also, check with other female colleagues to see what they think about the [male] trainer. Observe the trainer when he is around that female employee! Gather the facts and your observations and share them with your senior to retain the genuine one. Also, you can suggest a [high-level] training session on behavior for all the employees, even the trainers. By doing this, you are retaining the genuine employee and also correcting the other one whose approach/behavior is not ethical. I hope my suggestion is of some help.
From United Kingdom, Preston
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You have explained as under:
"I was conducting a session with one of our female employees, and during the session, she informed me that she is not comfortable with the senior male person who is providing her training. He had been calling her every day in the past month, but she was ignoring him. How can I solve this problem? Although he is not currently disturbing her, she feels uncomfortable whenever he is giving training."
You have requested the following:
"The other problem is how can I address this issue in front of my seniors, as one of our seniors is very aggressive."
Ask the lady if she has any complaints; she must report them to the management, not you, as you are not a member of the Management team. The male in question is your colleague and team member. It is possible that the lady is lying or joking with you. It is also possible that she is interested in you and seeking your attention. Many things could be possible, so do not consider this matter lightly. Simply ask the lady to contact the HR Department if she has any problems.
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"I was conducting a session with one of our female employees, and during the session, she informed me that she is not comfortable with the senior male person who is providing her training. He had been calling her every day in the past month, but she was ignoring him. How can I solve this problem? Although he is not currently disturbing her, she feels uncomfortable whenever he is giving training."
You have requested the following:
"The other problem is how can I address this issue in front of my seniors, as one of our seniors is very aggressive."
Ask the lady if she has any complaints; she must report them to the management, not you, as you are not a member of the Management team. The male in question is your colleague and team member. It is possible that the lady is lying or joking with you. It is also possible that she is interested in you and seeking your attention. Many things could be possible, so do not consider this matter lightly. Simply ask the lady to contact the HR Department if she has any problems.
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Hi Niya,
This has happened in the past at many organizations. People try to see if there is a chance of developing a relationship with a new, cute employee. In this particular case, I assume he has understood that she is not interested. Naturally, the employee who has been the target will remember that every time she sees him, so she will naturally be uncomfortable.
The problem may be, first, that the senior does not know this amounts to sexual harassment. I have seen that in many cases. That is why the Supreme Court guidelines ask organizations to conduct sensitizing training on the matter.
I would suggest the following:
- Explain to the lady that she has to make a written statement in confidence to you so that you can take action. Assure her it will be kept confidential.
- Irrespective of whether she does not, inform the management of the incident and that you are taking steps to prevent its recurrence.
- Get her training shifted to someone else (if possible).
- Call the senior over and explain to him that his calling a female employee repeatedly is wrong and it can be interpreted as sexual harassment, which could lead to severe penalties for him, including loss of job, loss of face, and criminal prosecution.
- Get an assurance that he will not do it again with anyone.
- Conduct sensitizing training for all managers and then juniors on avoiding and dealing with sexual harassment (ref. Vishakha case).
- Create and implement procedures for addressing such issues.
- Get the MD to issue a statement in this regard.
From India, Mumbai
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This has happened in the past at many organizations. People try to see if there is a chance of developing a relationship with a new, cute employee. In this particular case, I assume he has understood that she is not interested. Naturally, the employee who has been the target will remember that every time she sees him, so she will naturally be uncomfortable.
The problem may be, first, that the senior does not know this amounts to sexual harassment. I have seen that in many cases. That is why the Supreme Court guidelines ask organizations to conduct sensitizing training on the matter.
I would suggest the following:
- Explain to the lady that she has to make a written statement in confidence to you so that you can take action. Assure her it will be kept confidential.
- Irrespective of whether she does not, inform the management of the incident and that you are taking steps to prevent its recurrence.
- Get her training shifted to someone else (if possible).
- Call the senior over and explain to him that his calling a female employee repeatedly is wrong and it can be interpreted as sexual harassment, which could lead to severe penalties for him, including loss of job, loss of face, and criminal prosecution.
- Get an assurance that he will not do it again with anyone.
- Conduct sensitizing training for all managers and then juniors on avoiding and dealing with sexual harassment (ref. Vishakha case).
- Create and implement procedures for addressing such issues.
- Get the MD to issue a statement in this regard.
From India, Mumbai
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Lots of unbroken links are there.
The woman is uncomfortable. What the woman is telling - is it truth or lie? Is there a possibility that the woman is trying/tried to woo YOU (Thread Starter) or the Manager.
From India, Madras
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The woman is uncomfortable. What the woman is telling - is it truth or lie? Is there a possibility that the woman is trying/tried to woo YOU (Thread Starter) or the Manager.
From India, Madras
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Hey guys i am a female so she is not trying to woo me... dear mrpakistani i am from HR department thats why she is telling me this problem Thanx Navdeep
From India, Chandigarh
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From India, Chandigarh
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Dear Navdeep,
In the first instance, please ask the woman employee to file a written complaint against the male employee, duly specifying the nature of harassment she has experienced and the specific reasons for her discomfort. Then, forward the complaint to the competent authority who is empowered to take action against the employees for further proceedings. The Top Management will seek your comments on the matter. Your comments should be based on the observations you have made in your official interactions. The top management will then take appropriate action in response to the situation.
Thank you.
From Canada, Calgary
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In the first instance, please ask the woman employee to file a written complaint against the male employee, duly specifying the nature of harassment she has experienced and the specific reasons for her discomfort. Then, forward the complaint to the competent authority who is empowered to take action against the employees for further proceedings. The Top Management will seek your comments on the matter. Your comments should be based on the observations you have made in your official interactions. The top management will then take appropriate action in response to the situation.
Thank you.
From Canada, Calgary
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Dear Sir,
When dealing with a female employee, one should be polite and respectful. It is important to identify what may be causing her discomfort in the workplace. If necessary, ask a senior colleague to interact with her in a professional and considerate manner. If she lodges a complaint with management, it may be classified as sexual harassment. Please handle the situation with sensitivity and tact.
D. Gurumurthy
HR/IR Consultant
From India, Hyderabad
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When dealing with a female employee, one should be polite and respectful. It is important to identify what may be causing her discomfort in the workplace. If necessary, ask a senior colleague to interact with her in a professional and considerate manner. If she lodges a complaint with management, it may be classified as sexual harassment. Please handle the situation with sensitivity and tact.
D. Gurumurthy
HR/IR Consultant
From India, Hyderabad
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Dear Navdeep,
As per the law in any organization, you need to have an internal committee to handle sexual or mental harassment cases. Please refer to the books of law or the Sexual Harassment Act; you may find a solution. This case may not be related to sexual harassment, but you can definitely refer to it as it will guide you on how to handle this problem and resolve it.
Regards,
Sandesh Chavan
From India, Mumbai
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As per the law in any organization, you need to have an internal committee to handle sexual or mental harassment cases. Please refer to the books of law or the Sexual Harassment Act; you may find a solution. This case may not be related to sexual harassment, but you can definitely refer to it as it will guide you on how to handle this problem and resolve it.
Regards,
Sandesh Chavan
From India, Mumbai
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Dear,
I would advise you to conduct the inquiry without involving both employees initially. If the female employee is genuinely uncomfortable with the male employee's behavior, you should first speak to the male employee and issue an initial warning without involving the other employees. If the behavior persists, then you can escalate by issuing a formal memo as a disciplinary action. Additionally, ensure to keep the senior management informed throughout the process.
Thank you.
From India, Hyderabad
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I would advise you to conduct the inquiry without involving both employees initially. If the female employee is genuinely uncomfortable with the male employee's behavior, you should first speak to the male employee and issue an initial warning without involving the other employees. If the behavior persists, then you can escalate by issuing a formal memo as a disciplinary action. Additionally, ensure to keep the senior management informed throughout the process.
Thank you.
From India, Hyderabad
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Dear HR Folks,
From several responses to issues from our HR team, I find myself pondering a question - is HR in the business of creating issues or resolving them? I recall a time when, prior to joining the HR function, a seasoned HR professional mentioned that at times, they must create and then resolve issues to showcase their competence and capabilities to management. However, now that I am part of HR, I believe such strategies are outdated.
The primary challenge we face as HR professionals is failing to listen to our instincts and instead relying solely on logic. The brain, inherently, tends to complicate matters when presented with simplicity. This complexity often leads to further problems. Therefore, let's begin with our hearts.
In situations where you suspect a manager of wrongdoing or guilt, it's crucial to remember that you have only heard one side of the story. Misinterpretations of gestures and comments are common, leading to unfounded accusations. Sometimes, individuals make false allegations out of ulterior motives. It could even be a ploy by a female employee to signal comfort.
The best course of action is to engage in an informal conversation with the individual in question (who appears to be your colleague based on your description). Provide feedback on others' perceptions of their behavior and offer an opportunity for self-correction or behavioral adjustment. Communicate with the female employee to reassure her and prevent future occurrences. These discussions should be private, not public. Avoid likening HR to a police station or court; our role is to simplify matters.
In such scenarios, the real issue often lies in how one responds to a colleague's actions. For instance, the female employee's reaction to the trainer's behavior could be the root cause. As Stephen Covey states in "The Seven Habits of Highly Effective People," what truly impacts us is not others' actions but our responses to them. This variability in responses is what leads to differing outcomes.
I recommend steering clear of formal written complaints, involving senior management, or issuing warning letters initially. Attempt to resolve matters through straightforward methods. If these prove ineffective, other options can be explored. Remember, never initiate a process anticipating its conclusion.
Kind regards,
[Your Name]
From India, Delhi
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From several responses to issues from our HR team, I find myself pondering a question - is HR in the business of creating issues or resolving them? I recall a time when, prior to joining the HR function, a seasoned HR professional mentioned that at times, they must create and then resolve issues to showcase their competence and capabilities to management. However, now that I am part of HR, I believe such strategies are outdated.
The primary challenge we face as HR professionals is failing to listen to our instincts and instead relying solely on logic. The brain, inherently, tends to complicate matters when presented with simplicity. This complexity often leads to further problems. Therefore, let's begin with our hearts.
In situations where you suspect a manager of wrongdoing or guilt, it's crucial to remember that you have only heard one side of the story. Misinterpretations of gestures and comments are common, leading to unfounded accusations. Sometimes, individuals make false allegations out of ulterior motives. It could even be a ploy by a female employee to signal comfort.
The best course of action is to engage in an informal conversation with the individual in question (who appears to be your colleague based on your description). Provide feedback on others' perceptions of their behavior and offer an opportunity for self-correction or behavioral adjustment. Communicate with the female employee to reassure her and prevent future occurrences. These discussions should be private, not public. Avoid likening HR to a police station or court; our role is to simplify matters.
In such scenarios, the real issue often lies in how one responds to a colleague's actions. For instance, the female employee's reaction to the trainer's behavior could be the root cause. As Stephen Covey states in "The Seven Habits of Highly Effective People," what truly impacts us is not others' actions but our responses to them. This variability in responses is what leads to differing outcomes.
I recommend steering clear of formal written complaints, involving senior management, or issuing warning letters initially. Attempt to resolve matters through straightforward methods. If these prove ineffective, other options can be explored. Remember, never initiate a process anticipating its conclusion.
Kind regards,
[Your Name]
From India, Delhi
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In this case, you should find out whether she has told against him all truths or lies. If we take her version as true, first, you should analyze the facts and circumstances and take this matter to senior management or wait for some time to gather the facts, recorded evidence that are all against him and build confidence in her to receive a complaint. Based on the complaint, conduct an inquiry. Appoint a female Inquiry officer who should be qualified in LAW.
If she is reluctant to file a complaint against him, you should wait and gather evidence by installing cameras and recording conversations with her. Once he is caught, then your action will be easier to proceed further.
Regards,
D. Pannerselvam
From India, Mumbai
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If she is reluctant to file a complaint against him, you should wait and gather evidence by installing cameras and recording conversations with her. Once he is caught, then your action will be easier to proceed further.
Regards,
D. Pannerselvam
From India, Mumbai
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Now that a lot of water has already flowed down the river, belated action may not be in order. However, observing the behavior of the accused may be taken into account and brought to the notice of the superiors who matter for further advice.
From India, New Delhi
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From India, New Delhi
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The same problem happened in my organization as well. The lady was not ready to give the complaint in writing, but that man had troubled other female employees too. So, we took verbal statements from them, gathered the information, and presented it in front of management. Finally, management understood the situation, and we took action against that employee in a different way.
It's better to discuss with that lady, make her comfortable to explain the situation, and observe that person very closely. Take your time to make a decision, but in most cases, people will not give written complaints due to security concerns (both personal and professional). Therefore, you should handle this issue very carefully to ensure it does not affect your organization's culture, female employees, and even the male employee.
From India, Bangalore
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It's better to discuss with that lady, make her comfortable to explain the situation, and observe that person very closely. Take your time to make a decision, but in most cases, people will not give written complaints due to security concerns (both personal and professional). Therefore, you should handle this issue very carefully to ensure it does not affect your organization's culture, female employees, and even the male employee.
From India, Bangalore
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Dear Navdeep,
There are a number of issues involved. The lady does not want to give a written complaint. No proof exists of any abnormal behavior by the senior coworker. Apparently, there is no past record of any complaint against the person concerned.
In such circumstances, it will be difficult to take any concrete action, but if the lady is willing, take her to your senior and ask her to narrate her complaint. If she agrees to do so, which in this case does not seem likely, the concerned person can be asked to verbally explain his side of the case. Without the lady taking a stand, do not proceed.
Regards, Col. Rathi
From India, Delhi
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There are a number of issues involved. The lady does not want to give a written complaint. No proof exists of any abnormal behavior by the senior coworker. Apparently, there is no past record of any complaint against the person concerned.
In such circumstances, it will be difficult to take any concrete action, but if the lady is willing, take her to your senior and ask her to narrate her complaint. If she agrees to do so, which in this case does not seem likely, the concerned person can be asked to verbally explain his side of the case. Without the lady taking a stand, do not proceed.
Regards, Col. Rathi
From India, Delhi
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Before conducting the session, it may be better if you can apprise your superior of the complaint and your actions, along with a request for advice. Take your time and muster your courage to inquire politely about the details from the trainer after a normal exchange of pleasantries. If approved by your superior, you now need to take full charge of the case with complete responsibility.
From India, New Delhi
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From India, New Delhi
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Dear Navdeep,
I do not know the contents as spelled out in the complaint, so I am assuming that she has stated that coworker's actions amount to sexual harassment. If this is true, then it is a very serious charge. Do issue a Show Cause Notice to the person. In the rare case of his accepting his fault, terminate his services (This will not happen).
Upon receiving his reply, appoint a neutral Enquiry Officer--if possible from another branch located in another city. Both parties should be permitted to call witnesses to support their side of 'facts'. Get statements recorded and take action as per your Company Standard Operating Procedures. This is, in a nutshell, the action to be taken but is not as simple as it seems.
Regards,
Col. Suresh Rathi
From India, Delhi
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I do not know the contents as spelled out in the complaint, so I am assuming that she has stated that coworker's actions amount to sexual harassment. If this is true, then it is a very serious charge. Do issue a Show Cause Notice to the person. In the rare case of his accepting his fault, terminate his services (This will not happen).
Upon receiving his reply, appoint a neutral Enquiry Officer--if possible from another branch located in another city. Both parties should be permitted to call witnesses to support their side of 'facts'. Get statements recorded and take action as per your Company Standard Operating Procedures. This is, in a nutshell, the action to be taken but is not as simple as it seems.
Regards,
Col. Suresh Rathi
From India, Delhi
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Hi, this is Lakshmi,
I have read all the replies mentioned above. I am just a student, and I don't know whether I am right or wrong. According to me, I am giving my suggestion as below.
According to the above, I observed that if the girl is not ready, how should you react is the problem? First, you should motivate her. I think she might be afraid of him; that's why she is not ready to face this issue. One more thing is if you, Mr. Navdeep, don't have any evidence about this issue, there is a chance you will finally be blamed because you didn't know what really happened. Sometimes things go wrong even though you see them directly. So, motivate and talk to her personally. You should be daring enough to face problems like this. From this issue, he will learn a lesson so that this type of issue won't repeat.
There are so many people like this who behave wrongly with girls. Because of that, many parents are afraid of sending their daughters to work. Action should be taken against him, but Mr. Navdeep, you should be very careful. If you know the whole issue, then you can report it to your head, and you should have clarity about this issue. Mr. Ram's suggestion is also very nice; you can follow him.
If I am wrong, please correct me.
From United States, Cambridge
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I have read all the replies mentioned above. I am just a student, and I don't know whether I am right or wrong. According to me, I am giving my suggestion as below.
According to the above, I observed that if the girl is not ready, how should you react is the problem? First, you should motivate her. I think she might be afraid of him; that's why she is not ready to face this issue. One more thing is if you, Mr. Navdeep, don't have any evidence about this issue, there is a chance you will finally be blamed because you didn't know what really happened. Sometimes things go wrong even though you see them directly. So, motivate and talk to her personally. You should be daring enough to face problems like this. From this issue, he will learn a lesson so that this type of issue won't repeat.
There are so many people like this who behave wrongly with girls. Because of that, many parents are afraid of sending their daughters to work. Action should be taken against him, but Mr. Navdeep, you should be very careful. If you know the whole issue, then you can report it to your head, and you should have clarity about this issue. Mr. Ram's suggestion is also very nice; you can follow him.
If I am wrong, please correct me.
From United States, Cambridge
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Hi Navdeep,
First of all, congratulations on speaking out about such an issue and asking for suggestions.
Any kind of misbehavior with women is highly unethical and illegal.
If the guy who is disturbing the girl is a junior to you, just call him in person and threaten him by mentioning the law. Explain that the girl was prepared to file a complaint against him for eve-teasing, which carries heavy legal consequences, including imprisonment. Also, inform him that you have advised her to withhold the complaint and have assured him about his behavior.
Add, "If you misbehave with that girl or any other girl in the future, I will be the first to file a complaint against you. Your career will be ruined, and you will be behind bars in no time."
This approach should lead the person to change his behavior.
Next, advise the girl to be bold and ignore his presence in any training sessions. This will ensure she has a bright future.
If the problem persists, proceed with a police complaint. Rest assured that the police do not disclose the information of the girl who files the complaint.
Please let me know if you need any further assistance.
Best regards.
From United States, Chicago
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First of all, congratulations on speaking out about such an issue and asking for suggestions.
Any kind of misbehavior with women is highly unethical and illegal.
If the guy who is disturbing the girl is a junior to you, just call him in person and threaten him by mentioning the law. Explain that the girl was prepared to file a complaint against him for eve-teasing, which carries heavy legal consequences, including imprisonment. Also, inform him that you have advised her to withhold the complaint and have assured him about his behavior.
Add, "If you misbehave with that girl or any other girl in the future, I will be the first to file a complaint against you. Your career will be ruined, and you will be behind bars in no time."
This approach should lead the person to change his behavior.
Next, advise the girl to be bold and ignore his presence in any training sessions. This will ensure she has a bright future.
If the problem persists, proceed with a police complaint. Rest assured that the police do not disclose the information of the girl who files the complaint.
Please let me know if you need any further assistance.
Best regards.
From United States, Chicago
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Dear Navdeep,
You must act in the best interest of the organization. The female employee cannot continue to complain without putting her concerns in writing. Request your project manager to have a personal conversation with the training manager; once he realizes his behavior is being observed, he may be inclined to change (or deny any wrongdoing). If your project manager is unwilling to address the issue directly, you should inform both him and the female employee that you cannot work with such ambiguity.
From United Kingdom, London
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You must act in the best interest of the organization. The female employee cannot continue to complain without putting her concerns in writing. Request your project manager to have a personal conversation with the training manager; once he realizes his behavior is being observed, he may be inclined to change (or deny any wrongdoing). If your project manager is unwilling to address the issue directly, you should inform both him and the female employee that you cannot work with such ambiguity.
From United Kingdom, London
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Hi,
If the female employee has brought this to your attention, I believe as her HR, it's your duty to listen to her and ask what or how exactly she would like this addressed. This could also give you a clue regarding her comfort levels in taking things forward.
You need to ensure she feels glad she has spoken out to someone, and that someone being HR. This is also a part of our job. She needs to feel secure that her talk will be kept confidential if she wants to keep it that way. You cannot and should not force her to put it in writing. This only adds salt to the wounds and would make her feel you don't trust her.
Next, explain to her the steps you plan to take. Some of the steps could be as follows:
a. You would need to update a superior of yours and keep them (the highest-ranking person in HR) or the MD informed.
b. You need to meet this trainer and inform him of the charges brought up and mention that this is a preliminary discussion. The outcome of this discussion would be informed to him after a few days.
c. His reaction and responses to this meeting would help you understand what the real issue is (I sincerely hope).
d. If not, have another discussion with a senior employee present some days later.
e. During the discussion, please explain to the trainer that his reaction to the female colleague is not to change and there should be no thoughts of revenge or reaction. Yes, the trainer needs to know who and when the issue was raised. We need to be fair to him too.
f. The trainer needs to be informed that he is not to try and discuss this issue with the female separately or confront her in any way at all, even after the investigation is completed.
g. Lastly, please document the entire sequence of discussions and responses and store them in a safe folder.
These issues are expected to remain confidential with HR, and unless proven guilty, there is to be no word of a scandal at all.
If the trainer is guilty, I guess you will need to deal with the issue as per your policy guidelines.
If the charges brought against the trainer are proved to be false, you may need to initiate appropriate action against the female employee.
Please note, the female employee could, if she wished, take things forward legally if the company did not help make the place a safe place to work despite informing HR of the harassment she faced.
Regards,
Richard
From India, Mumbai
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If the female employee has brought this to your attention, I believe as her HR, it's your duty to listen to her and ask what or how exactly she would like this addressed. This could also give you a clue regarding her comfort levels in taking things forward.
You need to ensure she feels glad she has spoken out to someone, and that someone being HR. This is also a part of our job. She needs to feel secure that her talk will be kept confidential if she wants to keep it that way. You cannot and should not force her to put it in writing. This only adds salt to the wounds and would make her feel you don't trust her.
Next, explain to her the steps you plan to take. Some of the steps could be as follows:
a. You would need to update a superior of yours and keep them (the highest-ranking person in HR) or the MD informed.
b. You need to meet this trainer and inform him of the charges brought up and mention that this is a preliminary discussion. The outcome of this discussion would be informed to him after a few days.
c. His reaction and responses to this meeting would help you understand what the real issue is (I sincerely hope).
d. If not, have another discussion with a senior employee present some days later.
e. During the discussion, please explain to the trainer that his reaction to the female colleague is not to change and there should be no thoughts of revenge or reaction. Yes, the trainer needs to know who and when the issue was raised. We need to be fair to him too.
f. The trainer needs to be informed that he is not to try and discuss this issue with the female separately or confront her in any way at all, even after the investigation is completed.
g. Lastly, please document the entire sequence of discussions and responses and store them in a safe folder.
These issues are expected to remain confidential with HR, and unless proven guilty, there is to be no word of a scandal at all.
If the trainer is guilty, I guess you will need to deal with the issue as per your policy guidelines.
If the charges brought against the trainer are proved to be false, you may need to initiate appropriate action against the female employee.
Please note, the female employee could, if she wished, take things forward legally if the company did not help make the place a safe place to work despite informing HR of the harassment she faced.
Regards,
Richard
From India, Mumbai
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Dear All,
This is Navdeep from xxxxx. We are dealing in software development. An issue has arisen in our organization. During a session with one of our female employees, she expressed discomfort with a senior male colleague who has been providing her training. He has been calling her every day for the past month, which she has been ignoring. Even though he is not currently disturbing her, she feels uncomfortable whenever he conducts training sessions. How can I address this issue as she is uncomfortable with him?
Another concern is how to address this issue with my seniors, especially since one of them is very aggressive. Please assist me as soon as possible.
Thank you,
Navdeep
Dear Sir,
The law has been clarified through the judgment of Vishakha vs State of Rajasthan, where guidelines on handling sexual harassment cases are outlined. You should establish an inquiry panel predominantly composed of women, chaired by a woman, to investigate the allegations against the employee engaging in such behavior. Begin by issuing a chargesheet. The judgment also specifies what constitutes sexual harassment.
Furthermore, it is essential to establish a sexual harassment committee in your organization, as it is a legal requirement. This committee should consist of at least half women members. Any reports of sexual harassment by female employees should be directed to this committee, which will take appropriate actions as needed.
9011075672
From India, Pune
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This is Navdeep from xxxxx. We are dealing in software development. An issue has arisen in our organization. During a session with one of our female employees, she expressed discomfort with a senior male colleague who has been providing her training. He has been calling her every day for the past month, which she has been ignoring. Even though he is not currently disturbing her, she feels uncomfortable whenever he conducts training sessions. How can I address this issue as she is uncomfortable with him?
Another concern is how to address this issue with my seniors, especially since one of them is very aggressive. Please assist me as soon as possible.
Thank you,
Navdeep
Dear Sir,
The law has been clarified through the judgment of Vishakha vs State of Rajasthan, where guidelines on handling sexual harassment cases are outlined. You should establish an inquiry panel predominantly composed of women, chaired by a woman, to investigate the allegations against the employee engaging in such behavior. Begin by issuing a chargesheet. The judgment also specifies what constitutes sexual harassment.
Furthermore, it is essential to establish a sexual harassment committee in your organization, as it is a legal requirement. This committee should consist of at least half women members. Any reports of sexual harassment by female employees should be directed to this committee, which will take appropriate actions as needed.
9011075672
From India, Pune
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Dear Navdeep, I agree with Mr. Ram Naresh. First & Foremost, insist her to give the written complaint. and without which, dont procced to intimate anything to Seniors. Regards, Sunil
From India, Bangalore
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From India, Bangalore
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Dear Navdeep,
This is a very sensitive issue. She has not explained in detail what kind of problem she is facing from him. Her explanations such as "I'm not comfortable with him" are a very vague description deserving follow-up action. However, in the circumstances explained, in the absence of a written complaint, HR cannot take any formal action on record. However, if it is possible, you can check with other colleagues friendly with you, secretly, about his nature and if he had behavioral problems with others too. This is necessary to make sure within yourself some problem is there prima facie. If so, you can talk to him personally in a friendly atmosphere and diplomatically push through such opinions are going around in the company without mentioning her name. If he is apologetic, you may inform her accordingly. If it is not working out and if he becomes aggressive, you have to make it demi-official, record her version, and send a secret note to your counterpart in his department for further action. It's all the more necessary for you to bring it to the logical conclusion.
Nevertheless, it would be premature to presume the presence of sexual harassment between them. We also can go through a similar topic that was discussed in this forum:
https://www.citehr.com/12027-sexual-harassment-workplace-india.html
Kumar S.
From India, Bangalore
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This is a very sensitive issue. She has not explained in detail what kind of problem she is facing from him. Her explanations such as "I'm not comfortable with him" are a very vague description deserving follow-up action. However, in the circumstances explained, in the absence of a written complaint, HR cannot take any formal action on record. However, if it is possible, you can check with other colleagues friendly with you, secretly, about his nature and if he had behavioral problems with others too. This is necessary to make sure within yourself some problem is there prima facie. If so, you can talk to him personally in a friendly atmosphere and diplomatically push through such opinions are going around in the company without mentioning her name. If he is apologetic, you may inform her accordingly. If it is not working out and if he becomes aggressive, you have to make it demi-official, record her version, and send a secret note to your counterpart in his department for further action. It's all the more necessary for you to bring it to the logical conclusion.
Nevertheless, it would be premature to presume the presence of sexual harassment between them. We also can go through a similar topic that was discussed in this forum:
https://www.citehr.com/12027-sexual-harassment-workplace-india.html
Kumar S.
From India, Bangalore
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Many a time, a female employee would be uncomfortable giving a complaint in writing due to fear of repercussion, and it would be very unfair on the part of the management to do so. A woman would not put such a serious allegation against a senior unless she is convinced about his intentions. The trainer concerned should be spoken to and given a subtle warning to ensure that such incidents are not repeated.
From India, Calcutta
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From India, Calcutta
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Hi Navdeep,
Such incidents should be carefully handled. First, check with the female employee to verify the truth of her report by examining the call history. Only if what she has stated is accurate, action can be taken.
Additionally, review the senior manager's work history and any previous complaints against him before reporting to the relevant individuals.
Regards,
From India, Hyderabad
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Such incidents should be carefully handled. First, check with the female employee to verify the truth of her report by examining the call history. Only if what she has stated is accurate, action can be taken.
Additionally, review the senior manager's work history and any previous complaints against him before reporting to the relevant individuals.
Regards,
From India, Hyderabad
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Going through all the discussions, I could find that the lady is not ready to be highlighted in any manner. Reporting to higher authorities is being avoided in some manner by any reason. But things do not stop here. This is a warning to the system. Indirect warnings can be issued in the form of circulars or drafting a policy on sexual harassment. All the best, you will be out of the problem.
From India, Surat
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From India, Surat
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Dear Navdeep,
I am assuming that you work in the HR function. If that is the case, then you will have to follow the guidelines laid out in your policy/policies regarding misbehavior, ill-treatment, or harassment. The first thing you must ensure is that any complaint received about another individual/employee is in writing, especially when it involves the integrity of the individuals concerned.
In fact, the female employee should discuss her discomfort with the individual in question. If this does not resolve the issue, she should bring the matter to HR's attention or that of her supervisor.
In the absence of a written complaint, HR would be hard-pressed to investigate and substantiate any claims for action or remedial measures.
Lastly, any proposed action must be based on strong and credible evidence. Every effort should be made to collect and analyze all evidence, and decisions should be made after careful deliberation. Sufficient time should be given to all parties involved to review and defend their actions. Ideally, the entire process could be overseen by a senior person with no direct reporting relationship with either party.
In the final analysis, your credibility is also at stake.
Thank you.
From India, Mumbai
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I am assuming that you work in the HR function. If that is the case, then you will have to follow the guidelines laid out in your policy/policies regarding misbehavior, ill-treatment, or harassment. The first thing you must ensure is that any complaint received about another individual/employee is in writing, especially when it involves the integrity of the individuals concerned.
In fact, the female employee should discuss her discomfort with the individual in question. If this does not resolve the issue, she should bring the matter to HR's attention or that of her supervisor.
In the absence of a written complaint, HR would be hard-pressed to investigate and substantiate any claims for action or remedial measures.
Lastly, any proposed action must be based on strong and credible evidence. Every effort should be made to collect and analyze all evidence, and decisions should be made after careful deliberation. Sufficient time should be given to all parties involved to review and defend their actions. Ideally, the entire process could be overseen by a senior person with no direct reporting relationship with either party.
In the final analysis, your credibility is also at stake.
Thank you.
From India, Mumbai
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Hi everyone,
I am facing the same problem. Our Manager of Accounts called up a technical team member, a woman, a few months back for dinner, but she refused. He persisted in asking her about it. It is important to note that he is a married man with two kids, aged 45, while she is a 25-year-old unmarried woman. She tolerated it for some time, but today it happened again, and now she is uncomfortable with his presence. The Accounts manager has a history of behaving this way towards women and talking about them, but this is the first case reported in the office.
She has now reported the incident to his boss. I can go and talk to that manager and the higher management, but I am confused about which one to approach first. I am not surprised that the manager behaved in this manner, given his history.
I need a little help in creating guidelines for others to follow.
Zeeshan Iqbal
Assistant Manager HR
From Pakistan
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I am facing the same problem. Our Manager of Accounts called up a technical team member, a woman, a few months back for dinner, but she refused. He persisted in asking her about it. It is important to note that he is a married man with two kids, aged 45, while she is a 25-year-old unmarried woman. She tolerated it for some time, but today it happened again, and now she is uncomfortable with his presence. The Accounts manager has a history of behaving this way towards women and talking about them, but this is the first case reported in the office.
She has now reported the incident to his boss. I can go and talk to that manager and the higher management, but I am confused about which one to approach first. I am not surprised that the manager behaved in this manner, given his history.
I need a little help in creating guidelines for others to follow.
Zeeshan Iqbal
Assistant Manager HR
From Pakistan
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Dear Sargi,
It is very difficult to address such issues, but there is a way that evolves with time and requires patience. You have to set informal informers around the act or behavior that might take place.
Before going into detail with a solution, we should understand that not every report of a female employee needs to be true in all perspectives. It could be that the training style of a particular senior is not suitable for that lady, or other factors may be at play, such as her lack of interest in learning and the trainer's strict approach to learning principles. Therefore, be sure to investigate what actually happened and is happening when she feels uncomfortable with that particular senior. Check informally with any senior employee during casual conversation about the behavior of that senior trainer in the past with anyone. Do not blindly sympathize with the female employee.
After considering all aspects, if you find the senior at fault, do not hesitate to convey your observations and findings to the senior management. You are performing your duty without prejudice towards anyone; express your concerns truthfully. Then, leave the matter to be decided by the management.
All the best.
Dilip
From India, Surat
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It is very difficult to address such issues, but there is a way that evolves with time and requires patience. You have to set informal informers around the act or behavior that might take place.
Before going into detail with a solution, we should understand that not every report of a female employee needs to be true in all perspectives. It could be that the training style of a particular senior is not suitable for that lady, or other factors may be at play, such as her lack of interest in learning and the trainer's strict approach to learning principles. Therefore, be sure to investigate what actually happened and is happening when she feels uncomfortable with that particular senior. Check informally with any senior employee during casual conversation about the behavior of that senior trainer in the past with anyone. Do not blindly sympathize with the female employee.
After considering all aspects, if you find the senior at fault, do not hesitate to convey your observations and findings to the senior management. You are performing your duty without prejudice towards anyone; express your concerns truthfully. Then, leave the matter to be decided by the management.
All the best.
Dilip
From India, Surat
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Dear Navdeep,
Please ask your trainer to provide you with the ethics code from the training company. Why did the trainer contact your female employee? Did she request personal counseling from the trainer? You need to investigate the matter in a way that ensures justice for both parties.
It is unfortunate for a trainer to offer counseling without it being requested. Be patient and discuss the issue calmly with both the trainer and the employee. Ask yourself— if the employee were not female, what approach would you take to resolve the case?
All the best,
Mukul
From India, Mumbai
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Please ask your trainer to provide you with the ethics code from the training company. Why did the trainer contact your female employee? Did she request personal counseling from the trainer? You need to investigate the matter in a way that ensures justice for both parties.
It is unfortunate for a trainer to offer counseling without it being requested. Be patient and discuss the issue calmly with both the trainer and the employee. Ask yourself— if the employee were not female, what approach would you take to resolve the case?
All the best,
Mukul
From India, Mumbai
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Hi Navdeep,
Just want to point out that even if the employee has informed you only verbally, you should file a report about the incident(s).
A male superior contacting a female subordinate outside the workplace and/or after work hours is highly inappropriate. If the contact is unwanted, it borders on sexual harassment.
Most working women in India avoid filing official complaints about sexual harassment due to fear of scandals. Women are usually blamed by their co-workers for instigating the male superior and are accused of trying to 'sleep their way to the top' and other such nonsense.
In most cases, women prefer to quit their job and join another company.
Additionally, the fact that the employee is unwilling to formally report such an issue indicates that the employee does not feel that she is in a safe working environment and is worried about retribution.
Just my 2 cents :)
From India, Mangaluru
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Just want to point out that even if the employee has informed you only verbally, you should file a report about the incident(s).
A male superior contacting a female subordinate outside the workplace and/or after work hours is highly inappropriate. If the contact is unwanted, it borders on sexual harassment.
Most working women in India avoid filing official complaints about sexual harassment due to fear of scandals. Women are usually blamed by their co-workers for instigating the male superior and are accused of trying to 'sleep their way to the top' and other such nonsense.
In most cases, women prefer to quit their job and join another company.
Additionally, the fact that the employee is unwilling to formally report such an issue indicates that the employee does not feel that she is in a safe working environment and is worried about retribution.
Just my 2 cents :)
From India, Mangaluru
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Dear,
I think this is not a complicated issue. First, you hear the complaint from the lady, and if it is something important to be judged, call the person and tell him about the complaint. It should be communicated; otherwise, he will repeat the same mistake. If he continues repeating the same thing, please don't wait for a written complaint. Discuss with seniors and take the necessary action. Your judgment regarding the problem is important. Don't show any favoritism towards the trainer or the lady. Your warning is also important. I think for a case like this, a talk with the trainer is enough. Please, as a first phase, deal with all things confidentially. Both aspects are important for the organization.
From India, Hyderabad
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I think this is not a complicated issue. First, you hear the complaint from the lady, and if it is something important to be judged, call the person and tell him about the complaint. It should be communicated; otherwise, he will repeat the same mistake. If he continues repeating the same thing, please don't wait for a written complaint. Discuss with seniors and take the necessary action. Your judgment regarding the problem is important. Don't show any favoritism towards the trainer or the lady. Your warning is also important. I think for a case like this, a talk with the trainer is enough. Please, as a first phase, deal with all things confidentially. Both aspects are important for the organization.
From India, Hyderabad
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Hello Navdeep,
Just a suggestion: stay away from such kinds of tricks in the corporate world. I am sure you got my point. You can neither go to the Training Manager and confront him, nor is that lady ready to come into the picture. I hope you did not take this in the wrong sense.
Thank you,
Ryan
From India, Pune
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Just a suggestion: stay away from such kinds of tricks in the corporate world. I am sure you got my point. You can neither go to the Training Manager and confront him, nor is that lady ready to come into the picture. I hope you did not take this in the wrong sense.
Thank you,
Ryan
From India, Pune
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Talk to them separately in a probing manner, without being harsh, and try to see what is the reason behind such discomfort by the lady. If the guy is wrong or displayed anything that might amount to workplace harassment, shift him elsewhere, as calling up women employees after work hours for non-professional reasons may be linked with workplace harassment.
Saurav Das
Director
[Home Page](http://www.oakwoodtrainingventures.in)
[Home](http://www.oakwoodacademy.in)
From India, Mumbai
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Saurav Das
Director
[Home Page](http://www.oakwoodtrainingventures.in)
[Home](http://www.oakwoodacademy.in)
From India, Mumbai
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This point made by Ryan is also valid. You never know what’s behind the bushes. So be careful before you get stung in the process unless you are in a position of greater authority. Saurav Das
From India, Mumbai
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From India, Mumbai
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User input:
Can anyone solve these interview questions?
1. How would you describe yourself?
2. How would you describe your ideal job?
3. Why did you choose this career?
4. What motivates you to do a good job?
5. What goals do you have in your career?
6. How do you plan to achieve these goals?
7. What do you know about our company?
8. What exactly do you look for in a job?
9. What accomplishments have given you the most satisfaction in your life?
10. What is your greatest strength?
11. What is your greatest weakness?
12. How much do you expect if we offer you this position?
13. What do you believe is the most difficult part of being a supervisor of people?
14. Can you work well under deadlines or pressure?
15. Tell me about a time when you failed to meet a deadline. What were the repercussions?
16. Give me an example of any major problem you faced and how you solved it?
17. Have you ever worked with someone that you did not get along with as part of a team? How did you handle that situation?
18. How do you feel about the possibility of relocating? Is it okay for me if the place is good and suits me?
Regards,
qs
From India, Gurgaon
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Can anyone solve these interview questions?
1. How would you describe yourself?
2. How would you describe your ideal job?
3. Why did you choose this career?
4. What motivates you to do a good job?
5. What goals do you have in your career?
6. How do you plan to achieve these goals?
7. What do you know about our company?
8. What exactly do you look for in a job?
9. What accomplishments have given you the most satisfaction in your life?
10. What is your greatest strength?
11. What is your greatest weakness?
12. How much do you expect if we offer you this position?
13. What do you believe is the most difficult part of being a supervisor of people?
14. Can you work well under deadlines or pressure?
15. Tell me about a time when you failed to meet a deadline. What were the repercussions?
16. Give me an example of any major problem you faced and how you solved it?
17. Have you ever worked with someone that you did not get along with as part of a team? How did you handle that situation?
18. How do you feel about the possibility of relocating? Is it okay for me if the place is good and suits me?
Regards,
qs
From India, Gurgaon
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Dear Navdeep,
Regarding your issue, I suggest that you first ask the girl whether the problem is job-related or personal. Provide her with suggestions on how to socialize with seniors. If the issue is personal, follow Ramnaresh's advice and speak to the senior directly. If he does not listen, escalate the matter to a higher authority.
Attempt to resolve the problem independently initially since he is a senior, or involve higher management if necessary.
With Regards, A. Rajesh.
From India, Hyderabad
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Regarding your issue, I suggest that you first ask the girl whether the problem is job-related or personal. Provide her with suggestions on how to socialize with seniors. If the issue is personal, follow Ramnaresh's advice and speak to the senior directly. If he does not listen, escalate the matter to a higher authority.
Attempt to resolve the problem independently initially since he is a senior, or involve higher management if necessary.
With Regards, A. Rajesh.
From India, Hyderabad
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can anu slove these interview qns 1. How would you describe yourself? 2. How would you describe your ideal job? Unrelated topic. Please post it as a new thread.
From United Kingdom
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From United Kingdom
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Hope you are aware of the Supreme Court judgment called the Vishakha case, which is very important and applies to private industries as well. You should have an internal committee of women employees to look into such complaints. If there are no female employees senior enough, you can engage a female social worker of repute from your area or a female advocate.
Complaints of "being uncomfortable with a particular male manager or employee" should be taken seriously. The victim may not want to explain the exact reason or background to a male colleague or boss. Hence, such complaints should be registered and brought before the committee of females or the outside female social worker/advocate so that she is able to explain her problem in confidence to a female.
Quick and proactive action should be taken in response to such complaints.
From India, Coimbatore
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Complaints of "being uncomfortable with a particular male manager or employee" should be taken seriously. The victim may not want to explain the exact reason or background to a male colleague or boss. Hence, such complaints should be registered and brought before the committee of females or the outside female social worker/advocate so that she is able to explain her problem in confidence to a female.
Quick and proactive action should be taken in response to such complaints.
From India, Coimbatore
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Dear Navdeep,
As rightly said by Annika, employees are not comfortable giving any complaints in writing. Therefore, you can talk to your manager about this and request his assistance in the investigation.
Best Regards,
Rashmi
From India, Mumbai
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As rightly said by Annika, employees are not comfortable giving any complaints in writing. Therefore, you can talk to your manager about this and request his assistance in the investigation.
Best Regards,
Rashmi
From India, Mumbai
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Dear Navdeep,
I can relate to the situation here. I will try to explain with the same analogy as how we dealt with the situation.
Ours is a five-star hotel, and we were in the pre-opening stage when things are still awaited to be set for the operations. A female staff happened to be the receiver of some disrespectful remarks from a male staff while passing by. As a usual course of matter, she noticed, got disturbed, but immediately ignored the episode just to escape from any "case" involving her. However, another staff member noticed this and informed the guilty staff's HOD. Now, all seniors act very extremely in such cases. Either they'll ignore the whole thing or they might take the guilty to task, the latter being preferred by most. This HOD also took it very seriously.
He called up the girl (victim), the boy (guilty), and the witness to the HR Dept. They had a joint meeting where the girl was encouraged to share her concern, the boy was also given a chance to prove the incident wrong. The witness could support the incident in the right light. The whole incident was documented, and the male staff (guilty) was immediately expelled.
A further announcement of the case was made among the other staff members to cease unnecessary gossips, to teach all a lesson, and to secure the work environment one fold ahead. This actually worked! It's been more than 24 months since this incident, and the hotel has not witnessed any such kind of act to date.
Sexual Harassment Policy is as important a document as hiring a female worker. She brings with herself an amount of her expertise, experience, and know-how, plus expectations to be safe and secure at work. That's what any organization should value and safeguard her social and professional interests!
Regards,
Parul Makkar
From India, New Delhi
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I can relate to the situation here. I will try to explain with the same analogy as how we dealt with the situation.
Ours is a five-star hotel, and we were in the pre-opening stage when things are still awaited to be set for the operations. A female staff happened to be the receiver of some disrespectful remarks from a male staff while passing by. As a usual course of matter, she noticed, got disturbed, but immediately ignored the episode just to escape from any "case" involving her. However, another staff member noticed this and informed the guilty staff's HOD. Now, all seniors act very extremely in such cases. Either they'll ignore the whole thing or they might take the guilty to task, the latter being preferred by most. This HOD also took it very seriously.
He called up the girl (victim), the boy (guilty), and the witness to the HR Dept. They had a joint meeting where the girl was encouraged to share her concern, the boy was also given a chance to prove the incident wrong. The witness could support the incident in the right light. The whole incident was documented, and the male staff (guilty) was immediately expelled.
A further announcement of the case was made among the other staff members to cease unnecessary gossips, to teach all a lesson, and to secure the work environment one fold ahead. This actually worked! It's been more than 24 months since this incident, and the hotel has not witnessed any such kind of act to date.
Sexual Harassment Policy is as important a document as hiring a female worker. She brings with herself an amount of her expertise, experience, and know-how, plus expectations to be safe and secure at work. That's what any organization should value and safeguard her social and professional interests!
Regards,
Parul Makkar
From India, New Delhi
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Dear Parul Makkar,
Good contribution. I feel your hotel has handled the issue rightly. The problem of female staff is acute in the hospitality industry. I will recommend you to read the well-known judgment of the Supreme Court in the Vishakha case, which is available on the internet. Labor Commissioners have issued directions based on that judgment, and it is necessary to follow those directions also, even if you are handling the situation excellently.
Regards,
Abdul Hameed Formerly Addl. Commissioner ESI Corporation New Delhi
From India, Coimbatore
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Good contribution. I feel your hotel has handled the issue rightly. The problem of female staff is acute in the hospitality industry. I will recommend you to read the well-known judgment of the Supreme Court in the Vishakha case, which is available on the internet. Labor Commissioners have issued directions based on that judgment, and it is necessary to follow those directions also, even if you are handling the situation excellently.
Regards,
Abdul Hameed Formerly Addl. Commissioner ESI Corporation New Delhi
From India, Coimbatore
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Hello Navdeep,
What happened to you? Don't keep any problems within you. It may create many issues for you. Just present your findings to the top management. Before that, ensure your findings are correct. Collect all details very carefully. Don't panic.
All the best!
Regards,
Venkat
From India, Salai
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What happened to you? Don't keep any problems within you. It may create many issues for you. Just present your findings to the top management. Before that, ensure your findings are correct. Collect all details very carefully. Don't panic.
All the best!
Regards,
Venkat
From India, Salai
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Dear Shaik She told me because i am in HR department & she is not comfortble because he is sometime getting extra helpful to her. Regards: Navdeep
From India, Chandigarh
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From India, Chandigarh
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[QUOTE=sargi;1821371]
Dear All,
This is Navdeep from xxxxx. We are dealing with software development. An issue has arisen in our organization.
I was conducting a session with one of our female employees, and she told me that the senior male person who is providing her with training makes her uncomfortable. He had been calling her every day for the past month, but she was ignoring him. How can I solve this problem? Although he is not currently disturbing her, she feels uncomfortable whenever he is providing training.
Another issue is how to address this problem in front of my seniors, as one of our seniors is very aggressive. Please help me as soon as possible.
Thank you,
Navdeep
Navdeep, do not take action against the manager without knowing about previous experiences. First, investigate what is happening on both sides. Determine if the female employee's complaint is valid or if the manager's behavior is inappropriate.
Take action based only on evidence.
Thank you and stay safe.
mdsafi
From India, Gurgaon
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Dear All,
This is Navdeep from xxxxx. We are dealing with software development. An issue has arisen in our organization.
I was conducting a session with one of our female employees, and she told me that the senior male person who is providing her with training makes her uncomfortable. He had been calling her every day for the past month, but she was ignoring him. How can I solve this problem? Although he is not currently disturbing her, she feels uncomfortable whenever he is providing training.
Another issue is how to address this problem in front of my seniors, as one of our seniors is very aggressive. Please help me as soon as possible.
Thank you,
Navdeep
Navdeep, do not take action against the manager without knowing about previous experiences. First, investigate what is happening on both sides. Determine if the female employee's complaint is valid or if the manager's behavior is inappropriate.
Take action based only on evidence.
Thank you and stay safe.
mdsafi
From India, Gurgaon
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Dear Mr. Navdeep,
Thank you for your prompt reply.
Please pay attention to my views below.
1) If she is getting additional help, she has the right to accept or reject it. She could have either communicated to him boldly or warned him not to repeat it in the nearest future. I wonder if she had done this or not.
2) If she can sort out her issue on her own, there is no right for anyone to ignite this issue and compel her to take serious action.
3) If you are the authority, only then you have the right to call both employees for discussions if the matter is getting worse.
4) Focus on the issue/problem being faced/experienced and the loss incurred by her, but don't take anything for granted unless there is enough evidence to prove him/her guilty because at times female employees are habitual of making an issue out of nothing. This is proportional to their living style, boldness, and decision-making.
5) Except for these two employees, no one knows what happened initially. There might have been a healthy relationship that later turned into conflict. I am not sure about this, but sometimes there might be instances of someone taking revenge by registering fake complaints. Be careful about such behaviors.
6) Last but not least, I am repeating this again. To my knowledge, if she is an assertive and bold employee, she could have dealt with this problem herself without disclosing it to you. But why did she reveal it to you when he had stopped offering additional support, instead of reporting it when the iron was hot?
Because of the blind law, which is always in favor of females, any issues related to female employees need to be dealt with wisely. Since we are educated, mature professionals, I advise not to react or take her side whenever a female employee registers her complaints without carrying out proper investigation.
Take support from your management and sort out the issue/problem to ensure there won't be any such issues in the future.
With profound regards,
From India, Chennai
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Thank you for your prompt reply.
Please pay attention to my views below.
1) If she is getting additional help, she has the right to accept or reject it. She could have either communicated to him boldly or warned him not to repeat it in the nearest future. I wonder if she had done this or not.
2) If she can sort out her issue on her own, there is no right for anyone to ignite this issue and compel her to take serious action.
3) If you are the authority, only then you have the right to call both employees for discussions if the matter is getting worse.
4) Focus on the issue/problem being faced/experienced and the loss incurred by her, but don't take anything for granted unless there is enough evidence to prove him/her guilty because at times female employees are habitual of making an issue out of nothing. This is proportional to their living style, boldness, and decision-making.
5) Except for these two employees, no one knows what happened initially. There might have been a healthy relationship that later turned into conflict. I am not sure about this, but sometimes there might be instances of someone taking revenge by registering fake complaints. Be careful about such behaviors.
6) Last but not least, I am repeating this again. To my knowledge, if she is an assertive and bold employee, she could have dealt with this problem herself without disclosing it to you. But why did she reveal it to you when he had stopped offering additional support, instead of reporting it when the iron was hot?
Because of the blind law, which is always in favor of females, any issues related to female employees need to be dealt with wisely. Since we are educated, mature professionals, I advise not to react or take her side whenever a female employee registers her complaints without carrying out proper investigation.
Take support from your management and sort out the issue/problem to ensure there won't be any such issues in the future.
With profound regards,
From India, Chennai
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yeah as per khadir, they might have earlier been in some affair and had good times then something must have happened wrong, so we cant tell if that female is totally innocent like cow
From India, Madras
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From India, Madras
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Hi friends,
I think a very simple matter is being dragged out for far too long. A woman has to be very courageous in this world to survive. The lady in question should directly face the oppressor, point out his wrongdoings, and at the same time make it clear to him that she will not only bring his misadventures to the notice of company management but also to law enforcement authorities if he does not behave himself. The matter will be solved, and if the concerned person continues in the same way, she should do whatever is possible to teach him a lesson so that he does not try his antics with others. Suffering in silence, fearing losing her job, or worrying about 'what will people say' will not take her anywhere. However, seniors have given ample suggestions for her comfort.
Best wishes,
Aspirations
From India, Bangalore
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I think a very simple matter is being dragged out for far too long. A woman has to be very courageous in this world to survive. The lady in question should directly face the oppressor, point out his wrongdoings, and at the same time make it clear to him that she will not only bring his misadventures to the notice of company management but also to law enforcement authorities if he does not behave himself. The matter will be solved, and if the concerned person continues in the same way, she should do whatever is possible to teach him a lesson so that he does not try his antics with others. Suffering in silence, fearing losing her job, or worrying about 'what will people say' will not take her anywhere. However, seniors have given ample suggestions for her comfort.
Best wishes,
Aspirations
From India, Bangalore
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Dear Navdeep,
You seem to be having two problems: one, that one of your female employees is not comfortable with a male trainer/officer of your company, and two, that this or a similar incident may not recur with another female employee.
Long back, say about 15 years ago, the Government of India had issued instructions to all departments and industrial organizations to notify a women's grievance redressal cell. This cell may be headed by a woman officer of the organization along with a few other officers to address any complaints made by a female employee against a male officer/employee for making indecent remarks/expressions/gestures. Making indecent remarks/expressions/gestures was declared as one of the major misconducts.
In view of the above position, it is incumbent upon the employee concerned to make a formal complaint to her controlling officer/HR Officer regarding the sexual harassment she experienced from the other officer. The complaint must contain a clear and verbatim account of the actions of the male officer that caused her harassment. As the HR Officer, you should conduct an inquiry by a committee consisting of a female officer and a male officer and submit a report to the Head of the organization for appropriate action. Please ensure that the entire inquiry proceedings are conducted in private.
If the affected employee does not wish to raise the issue formally, please investigate the following:
a. Is the complainant attempting to implicate the other officer for other reasons?
b. What are the reasons she does not want to make/pursue her complaint?
Regardless, it is advisable to conspicuously notify the composition of the Women's Grievance Redressal Committee and the name of the nodal officer to prevent the recurrence of such incidents.
If you are unable to locate the instructions referred to above, please reach out, and I will try to find them for you.
Regards,
S.K. Johri
From India, Delhi
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You seem to be having two problems: one, that one of your female employees is not comfortable with a male trainer/officer of your company, and two, that this or a similar incident may not recur with another female employee.
Long back, say about 15 years ago, the Government of India had issued instructions to all departments and industrial organizations to notify a women's grievance redressal cell. This cell may be headed by a woman officer of the organization along with a few other officers to address any complaints made by a female employee against a male officer/employee for making indecent remarks/expressions/gestures. Making indecent remarks/expressions/gestures was declared as one of the major misconducts.
In view of the above position, it is incumbent upon the employee concerned to make a formal complaint to her controlling officer/HR Officer regarding the sexual harassment she experienced from the other officer. The complaint must contain a clear and verbatim account of the actions of the male officer that caused her harassment. As the HR Officer, you should conduct an inquiry by a committee consisting of a female officer and a male officer and submit a report to the Head of the organization for appropriate action. Please ensure that the entire inquiry proceedings are conducted in private.
If the affected employee does not wish to raise the issue formally, please investigate the following:
a. Is the complainant attempting to implicate the other officer for other reasons?
b. What are the reasons she does not want to make/pursue her complaint?
Regardless, it is advisable to conspicuously notify the composition of the Women's Grievance Redressal Committee and the name of the nodal officer to prevent the recurrence of such incidents.
If you are unable to locate the instructions referred to above, please reach out, and I will try to find them for you.
Regards,
S.K. Johri
From India, Delhi
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Why Discomfort
What did she do when he was calling her continuously?
Why was it not reported to the management or HR at that time?
Did you ever speak to the concerned trainer?
Is the same sense of feeling prevailing among other female employees who are undergoing training?
Does this female employee have discomfort with the content or the person?
Why the hesitation in giving a written complaint?
What is your problem if your seniors are aggressive?
If action has to be taken, then it has to be taken, so why bother about aggressiveness?
As HR, why is there so much hesitation and dilemma from your side?
Please answer the above to yourself; you will get an answer...
From India, Coimbatore
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What did she do when he was calling her continuously?
Why was it not reported to the management or HR at that time?
Did you ever speak to the concerned trainer?
Is the same sense of feeling prevailing among other female employees who are undergoing training?
Does this female employee have discomfort with the content or the person?
Why the hesitation in giving a written complaint?
What is your problem if your seniors are aggressive?
If action has to be taken, then it has to be taken, so why bother about aggressiveness?
As HR, why is there so much hesitation and dilemma from your side?
Please answer the above to yourself; you will get an answer...
From India, Coimbatore
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Hi Navdeep,
I am very perturbed but not surprised to learn about the incident. Sexual harassment, in different forms, takes place at a lot of places. The replies of a lot of members reflect the male dominant attitude of our society:
- Blame the victim (woman)
- Why doesn't she put it in writing
- She must have had an affair
My suggestions are:
1. Ask her for specifics.
2. Tell her to be bold and firm with that guy.
3. In case he still persists, report to your higher manager with the details.
4. If there is a problem with the training manager, it needs to be sorted out at the earliest lest he gets bolder with subsequent acts.
5. Creating a positive and safe environment for women is the responsibility of every company and HR personnel.
6. Be bold and take appropriate steps; someone should bell the cat.
From India, Delhi
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I am very perturbed but not surprised to learn about the incident. Sexual harassment, in different forms, takes place at a lot of places. The replies of a lot of members reflect the male dominant attitude of our society:
- Blame the victim (woman)
- Why doesn't she put it in writing
- She must have had an affair
My suggestions are:
1. Ask her for specifics.
2. Tell her to be bold and firm with that guy.
3. In case he still persists, report to your higher manager with the details.
4. If there is a problem with the training manager, it needs to be sorted out at the earliest lest he gets bolder with subsequent acts.
5. Creating a positive and safe environment for women is the responsibility of every company and HR personnel.
6. Be bold and take appropriate steps; someone should bell the cat.
From India, Delhi
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[QUOTE=ashvan.2927@gmail.com;1823202]Dear Sir,
Company does not have any Harassment policy?
Hi,
I completely agree with the above statement. Having a harassment policy makes taking action and conducting inquiries easier. You can still address this now. You should include clauses regarding not entertaining verbal complaints, enforcing strict disciplinary action against the guilty, and other relevant provisions. Circulate a hard copy and obtain acknowledgement from all staff members. This will send a clear message to the accused, especially if they are truly harassing a female colleague.
As your foundation in this area is not very strong, sending a generic message will suffice. It will also ensure stronger support for any harassed victims in the future.
From India, Mumbai
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Company does not have any Harassment policy?
Hi,
I completely agree with the above statement. Having a harassment policy makes taking action and conducting inquiries easier. You can still address this now. You should include clauses regarding not entertaining verbal complaints, enforcing strict disciplinary action against the guilty, and other relevant provisions. Circulate a hard copy and obtain acknowledgement from all staff members. This will send a clear message to the accused, especially if they are truly harassing a female colleague.
As your foundation in this area is not very strong, sending a generic message will suffice. It will also ensure stronger support for any harassed victims in the future.
From India, Mumbai
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Unfortunate incident. I agree with Simhan and TS. I would not completely agree with Annika.
Navdeep,
TS explained the formal procedure to deal with this menace and is the most appropriate. As an alternative, let me ask you:
> How was this issue reported to you (written/verbal)?
> Have you got any form of writing remotely indicating the issue from any of the complainants?
If the lady is not ready to give any form of written complaint/statement, would the Project Manager, who is insisting to take some action, be ready to give it in writing (he can very well do it as it is his jurisdiction)? Moreover, you said that the manager had kept on calling (I guess by phone) the lady for a month but now stopped calling. Could it be considered that he has improved from then? Is the lady unable to recover/work around from an earlier instance?
If these options are not in order, I am sorry that you can't do much to help the situation. As rightly said, even police wouldn't do anything.
For any covert operation, based on your seniority, there should be a strong recorded reason that justifies your act. Any hasty decisions could backfire at you.
In another angle, this could also be a result of some fallback/differences between the lady and the Train Manager OR maybe the PM and the Train Manager where the lady is being used to settle scores???
Now, let me tell you about my recent experience. My own sister, working in a reputed Hospitality firm as a Management Trainee, faced a difficulty with a line manager of Ops. After initially ignoring when the problem got more difficult (such as lewd comments/erratic phone calls), she reported it to the Personnel Manager. She stood firm on her ground, and I am really proud of her for that. The management responded quickly and investigated the issue with solid support to her. He was found guilty and strong action is on the way. All this happened because she acted the way she should have in the first place (and of course, by God's grace). Hence, without proper channels, the issue could backfire on anyone.
Hope this helps you make a decision.
God bless.
From India, Mumbai
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Navdeep,
TS explained the formal procedure to deal with this menace and is the most appropriate. As an alternative, let me ask you:
> How was this issue reported to you (written/verbal)?
> Have you got any form of writing remotely indicating the issue from any of the complainants?
If the lady is not ready to give any form of written complaint/statement, would the Project Manager, who is insisting to take some action, be ready to give it in writing (he can very well do it as it is his jurisdiction)? Moreover, you said that the manager had kept on calling (I guess by phone) the lady for a month but now stopped calling. Could it be considered that he has improved from then? Is the lady unable to recover/work around from an earlier instance?
If these options are not in order, I am sorry that you can't do much to help the situation. As rightly said, even police wouldn't do anything.
For any covert operation, based on your seniority, there should be a strong recorded reason that justifies your act. Any hasty decisions could backfire at you.
In another angle, this could also be a result of some fallback/differences between the lady and the Train Manager OR maybe the PM and the Train Manager where the lady is being used to settle scores???
Now, let me tell you about my recent experience. My own sister, working in a reputed Hospitality firm as a Management Trainee, faced a difficulty with a line manager of Ops. After initially ignoring when the problem got more difficult (such as lewd comments/erratic phone calls), she reported it to the Personnel Manager. She stood firm on her ground, and I am really proud of her for that. The management responded quickly and investigated the issue with solid support to her. He was found guilty and strong action is on the way. All this happened because she acted the way she should have in the first place (and of course, by God's grace). Hence, without proper channels, the issue could backfire on anyone.
Hope this helps you make a decision.
God bless.
From India, Mumbai
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Dear All,
This is a typical problem in many organizations. I would suggest that the HR person can take into confidence her HR Senior (aggressive man) and speak to the male trainer. She needs to speak to him in a specific way, as if she got to know from a reliable source that he was trying to call up this lady and she has misunderstood that he is interested in her, which is making her feel uncomfortable. Through this discussion, you will send a message to this guy that his actions are not acceptable and that HR is aware of the situation. Then, try to find a different trainer for her.
Hope this suggestion works out.
Regards,
Swarnesh
From India, Madras
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This is a typical problem in many organizations. I would suggest that the HR person can take into confidence her HR Senior (aggressive man) and speak to the male trainer. She needs to speak to him in a specific way, as if she got to know from a reliable source that he was trying to call up this lady and she has misunderstood that he is interested in her, which is making her feel uncomfortable. Through this discussion, you will send a message to this guy that his actions are not acceptable and that HR is aware of the situation. Then, try to find a different trainer for her.
Hope this suggestion works out.
Regards,
Swarnesh
From India, Madras
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One more point: even if you need proof at a later stage (if that male trainer denies), you can obtain call statements from both numbers from the mobile operator, which could serve as proof even with the police.
I completely understand that, since she is a lady and new to the organization, she is not willing to provide it in writing. You just can't leave it like that; otherwise, the faith in you would be lost.
Regards,
Swarnesh
From India, Madras
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I completely understand that, since she is a lady and new to the organization, she is not willing to provide it in writing. You just can't leave it like that; otherwise, the faith in you would be lost.
Regards,
Swarnesh
From India, Madras
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Dear Navdeep,
I think this is an isolated case emerging from oral descriptions, not formally moved. It may be risky even for Navdeep to take it up further. If the accused happens to be a close friend of Navdeep, he can informally talk to him about the problem the fresher lady is facing. A thought of going to the police, etc., appears to be too much, especially since it remains as a one-sided story presently. How much a third person can do in the circumstances explained is a big question.
If Navdeep is bold enough and willing to take a risk without victimization, he could as well talk to the other senior and caution him about her feelings and experience with him. Navdeep could advise/request him to correct his ways and approaches with her with a view to settle the matter within the three persons involved.
Kumar.s.
From India, Bangalore
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I think this is an isolated case emerging from oral descriptions, not formally moved. It may be risky even for Navdeep to take it up further. If the accused happens to be a close friend of Navdeep, he can informally talk to him about the problem the fresher lady is facing. A thought of going to the police, etc., appears to be too much, especially since it remains as a one-sided story presently. How much a third person can do in the circumstances explained is a big question.
If Navdeep is bold enough and willing to take a risk without victimization, he could as well talk to the other senior and caution him about her feelings and experience with him. Navdeep could advise/request him to correct his ways and approaches with her with a view to settle the matter within the three persons involved.
Kumar.s.
From India, Bangalore
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I appreciate Kumar's support for Navdeep. She has already started receiving divergent opinions.
HR represents the employee and the employer but is essentially a professional with a human touch. Conducting espionage on others without proper authorization from seniors could cause more harm not only to the complainant but also to whoever is pursuing the case.
HR is not superhuman or above the corporate hierarchy, and expectations to perform exceptionally in this sensitive case could backfire without a doubt.
I shared my recent experience to demonstrate how much I care about such issues and to justify my involvement in a dialogue.
Navdeep, I believe you have received your answer. You may seek guidance from TS, Jhuma, Kumar, and Simhan.
Thanks.
From India, Mumbai
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HR represents the employee and the employer but is essentially a professional with a human touch. Conducting espionage on others without proper authorization from seniors could cause more harm not only to the complainant but also to whoever is pursuing the case.
HR is not superhuman or above the corporate hierarchy, and expectations to perform exceptionally in this sensitive case could backfire without a doubt.
I shared my recent experience to demonstrate how much I care about such issues and to justify my involvement in a dialogue.
Navdeep, I believe you have received your answer. You may seek guidance from TS, Jhuma, Kumar, and Simhan.
Thanks.
From India, Mumbai
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Dear Navdeep,
This is a serious case, and if it's happening, you should stop it.
1) If a girl/woman is not comfortable with another person, she has to go to the Harassment committee, where mostly ladies are the committee members.
2) If a girl/woman is not comfortable with another person, she has to provide in writing the problem and root cause to HR/Admin.
3) If a girl/woman is not comfortable with another person, she has to talk to that person in the presence of an HR/Admin representative about the problem. Also, take a one-on-one meeting with them facilitated by an HR/Admin Representative.
Finally, submit the report to top management in writing or through any other means. Also, monitor post-event activities for confirmation.
From India, New Delhi
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This is a serious case, and if it's happening, you should stop it.
1) If a girl/woman is not comfortable with another person, she has to go to the Harassment committee, where mostly ladies are the committee members.
2) If a girl/woman is not comfortable with another person, she has to provide in writing the problem and root cause to HR/Admin.
3) If a girl/woman is not comfortable with another person, she has to talk to that person in the presence of an HR/Admin representative about the problem. Also, take a one-on-one meeting with them facilitated by an HR/Admin Representative.
Finally, submit the report to top management in writing or through any other means. Also, monitor post-event activities for confirmation.
From India, New Delhi
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Dear Navdeep,
If she doesn't want to create any issue and be a part of any issue, then why the hell do you want to create an issue? Without a handwritten statement, nothing tangible can come out, dude.
Regards,
Ankit
From India
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If she doesn't want to create any issue and be a part of any issue, then why the hell do you want to create an issue? Without a handwritten statement, nothing tangible can come out, dude.
Regards,
Ankit
From India
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Dear All,
I agree with you, but as an HR professional, I think we should provide a high level of comfort to our employees so that they can easily open up in front of us. Most of the time, female employees hesitate when asked to submit anything in writing. I have faced the same problem in my company. However, if we instill confidence that nothing adverse will happen to them in the future and that the management will support them, they are more likely to disclose every problem.
Additionally, a written complaint serves as evidence on which we can base any necessary actions if an individual is unwilling to provide information in writing. It's crucial to convince that individual to document their concerns. If they remain unwilling, discuss the issue with your seniors. You can also address this matter in an open meeting without naming anyone specifically; it can be presented as a general message.
This approach will undoubtedly be beneficial.
Regards,
Archana
From India, Mumbai
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I agree with you, but as an HR professional, I think we should provide a high level of comfort to our employees so that they can easily open up in front of us. Most of the time, female employees hesitate when asked to submit anything in writing. I have faced the same problem in my company. However, if we instill confidence that nothing adverse will happen to them in the future and that the management will support them, they are more likely to disclose every problem.
Additionally, a written complaint serves as evidence on which we can base any necessary actions if an individual is unwilling to provide information in writing. It's crucial to convince that individual to document their concerns. If they remain unwilling, discuss the issue with your seniors. You can also address this matter in an open meeting without naming anyone specifically; it can be presented as a general message.
This approach will undoubtedly be beneficial.
Regards,
Archana
From India, Mumbai
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Hi Navdeep,
My point is to silently observe two people conduct. You can also think about this from the perspective that the girl may blame. Simply, you can educate the girl about the whistle-blowing policy. In this case, only the top decision-makers may get involved, not the opposite party, and this will be kept confidential by the management. Of course, there will be punishment for the deviated employee.
Just ask the girl when the person called during nighttime and then get the itemized phone statement from the telecom company you are tied with. With the help of the statement, we can easily prove without an investigation. Or, you can call the person directly and ask the reason for calling during unofficial hours.
Regards,
Vikram.D
From India, Madras
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My point is to silently observe two people conduct. You can also think about this from the perspective that the girl may blame. Simply, you can educate the girl about the whistle-blowing policy. In this case, only the top decision-makers may get involved, not the opposite party, and this will be kept confidential by the management. Of course, there will be punishment for the deviated employee.
Just ask the girl when the person called during nighttime and then get the itemized phone statement from the telecom company you are tied with. With the help of the statement, we can easily prove without an investigation. Or, you can call the person directly and ask the reason for calling during unofficial hours.
Regards,
Vikram.D
From India, Madras
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Dear Navdeep,
I believe that if you were to ask a senior female employee to inquire about her trainee and the challenges they are facing during training sessions, you would be able to gain a clearer understanding of the issue.
Regards,
Kanthiah Alias Deepak Ram
From India, Madras
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I believe that if you were to ask a senior female employee to inquire about her trainee and the challenges they are facing during training sessions, you would be able to gain a clearer understanding of the issue.
Regards,
Kanthiah Alias Deepak Ram
From India, Madras
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In this specific case, where the female is unwilling to make a complaint, you could take the following actions:
1. Ask the female in writing to provide details of the incident(s) so that appropriate action can be taken. This is to cover your actions, so that later you are not questioned about why no action was taken earlier. Regardless of other measures, this step is essential (even if the female claims there was nothing). This advice is based on personal experience.
2. Contact the senior (who has been making her uncomfortable) and counsel him if the female refuses to testify in writing.
3. If there are other trainers available, assign another one to her.
4. Advise the female on how to handle such situations with confidence. Generally, such individuals can be managed if the female initially displays firm resolve.
Hope this guidance is helpful.
Manoj
From India, Delhi
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1. Ask the female in writing to provide details of the incident(s) so that appropriate action can be taken. This is to cover your actions, so that later you are not questioned about why no action was taken earlier. Regardless of other measures, this step is essential (even if the female claims there was nothing). This advice is based on personal experience.
2. Contact the senior (who has been making her uncomfortable) and counsel him if the female refuses to testify in writing.
3. If there are other trainers available, assign another one to her.
4. Advise the female on how to handle such situations with confidence. Generally, such individuals can be managed if the female initially displays firm resolve.
Hope this guidance is helpful.
Manoj
From India, Delhi
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Dear Navdeep, She is female thats y she is maintaing distance. Moreover she is not willing to creating problem. Better if handling her one female leader that will be better. Best regards,
From India, Mumbai
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From India, Mumbai
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Hello Navdeep,
You can search for another alternate trainer to train your employees; it is not necessary that only one person will conduct training sessions. You can inform your superior that he has provided all the necessary input regarding the training, and now we should look for another person who can provide practical training. This should resolve your issue.
Regards,
Ruchi
From India, Bangalore
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You can search for another alternate trainer to train your employees; it is not necessary that only one person will conduct training sessions. You can inform your superior that he has provided all the necessary input regarding the training, and now we should look for another person who can provide practical training. This should resolve your issue.
Regards,
Ruchi
From India, Bangalore
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Dear Sargi & others,
I am following this thread. Most of them are correct in their point of view. In my opinion, when somebody complains against somebody, if the issue is serious, the complaint may be taken in writing which enables to investigate if the complainant agrees. Also, the other way could be to observe the person in question whether his behavior is alright or questionable? Once you get the feedback, it gives you enough tools to question the said person. But you need to handle this very diplomatically till such time it is proved. Once proved, you can be tough in handing him the necessary punishment in the form of a show cause notice, an apology, and a warning or termination depending on the gravity of the complaint.
-Srinaren
From India, Bangalore
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I am following this thread. Most of them are correct in their point of view. In my opinion, when somebody complains against somebody, if the issue is serious, the complaint may be taken in writing which enables to investigate if the complainant agrees. Also, the other way could be to observe the person in question whether his behavior is alright or questionable? Once you get the feedback, it gives you enough tools to question the said person. But you need to handle this very diplomatically till such time it is proved. Once proved, you can be tough in handing him the necessary punishment in the form of a show cause notice, an apology, and a warning or termination depending on the gravity of the complaint.
-Srinaren
From India, Bangalore
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Here, I would like to inform all of my members that we are a consultancy agency recruiting for various companies based on the candidate's job profile matching. Kindly contact with a reference from Deepak Kumar Jha at contact number 9804309244.
Thank you.
From India, Calcutta
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Thank you.
From India, Calcutta
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Is there no provision for a good recruitment policy in India when all of us are looking for recruitment opportunities? We have observed that most recruitment processes are handled by consultancy agencies rather than companies directly. Could you kindly suggest how we can proceed with direct recruitment?
Thank you.
From India, Calcutta
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Thank you.
From India, Calcutta
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Dear Mr. Deepak Jha,
I saw your business solicitation. But do you think this is the right place to do that? Don't you agree that the matter being discussed in this thread is of some corporate gravity? This is very undesirable. By posting your solicitation here in this blog, you have lost quality businesses that might have come to you (at least my business).
And you had a general comment about 'recruitment policy in our India'! I request you not to disclose your company name here, so that the business is saved.
Thank you. God Bless.
From India, Mumbai
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I saw your business solicitation. But do you think this is the right place to do that? Don't you agree that the matter being discussed in this thread is of some corporate gravity? This is very undesirable. By posting your solicitation here in this blog, you have lost quality businesses that might have come to you (at least my business).
And you had a general comment about 'recruitment policy in our India'! I request you not to disclose your company name here, so that the business is saved.
Thank you. God Bless.
From India, Mumbai
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hello Navdeep the problem what you having now you have chance to give counseling to the both persons and you just find the reasons after find solution all the best
From India, Visakhapatnam
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From India, Visakhapatnam
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In my own opinion, since the lady said he keeps calling her and she kept ignoring him, I don't see any case here. I believe she is mature enough to be working in an organization. Let her hear him out, know why he was calling her non-stop, from then she can know what exactly he is saying and respond to him maturely by politely turning down his date invitations or telling him to stop calling her if he doesn't have any officially related matter to discuss with her. If possible, let her record the calls as evidence. Then, if he victimizes her in any way, she can then lay a complaint to HR with evidence, not on assumption.
From Nigeria, Lagos
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From Nigeria, Lagos
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Dear Deepak,
There is no obligation or policy that obligates you to recruit through a recruiting agency. Organizations often utilize recruiting agencies to bypass the standard recruitment procedure in order to avoid the time and cost involved. Additionally, organizations may resort to this approach due to a lack of sufficient skilled personnel to handle recruitment internally. Otherwise, the organization can conduct recruitment directly.
Regards,
S.K. Johri
From India, Delhi
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There is no obligation or policy that obligates you to recruit through a recruiting agency. Organizations often utilize recruiting agencies to bypass the standard recruitment procedure in order to avoid the time and cost involved. Additionally, organizations may resort to this approach due to a lack of sufficient skilled personnel to handle recruitment internally. Otherwise, the organization can conduct recruitment directly.
Regards,
S.K. Johri
From India, Delhi
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Hello Navdeep,
I strongly agree with Annika's point. In addition to that, you can take help of technology to present your findings in front of the management. For example, if he contacts the girl over the phone, she can record it. Another option you have is to record during your research based on him and show it to the management. It will require time and effort.
Regards,
HR Priya
From India, Mumbai
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I strongly agree with Annika's point. In addition to that, you can take help of technology to present your findings in front of the management. For example, if he contacts the girl over the phone, she can record it. Another option you have is to record during your research based on him and show it to the management. It will require time and effort.
Regards,
HR Priya
From India, Mumbai
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Dear Navdeep,
The aggrieved employee has to make a complaint of the alleged sexual harassment either to you or her HOD, and then only an inquiry in camera and subsequent action can follow. In case she feels simply uncomfortable, you have to ensure that she handles the situation tactfully or consider transferring her to another department to avoid any commotion.
Regards,
S.K. Johri
From India, Delhi
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The aggrieved employee has to make a complaint of the alleged sexual harassment either to you or her HOD, and then only an inquiry in camera and subsequent action can follow. In case she feels simply uncomfortable, you have to ensure that she handles the situation tactfully or consider transferring her to another department to avoid any commotion.
Regards,
S.K. Johri
From India, Delhi
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Dear Navdeep,
First of all, don't hesitate to take your female employee into confidence and ask for a written explanation as to why she is not comfortable with Tr. MGR. If she provides a genuine issue, then you can proceed. However, please remember to proceed only after receiving the written explanation from her.
Piyush Dwivedi
From India, Delhi
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First of all, don't hesitate to take your female employee into confidence and ask for a written explanation as to why she is not comfortable with Tr. MGR. If she provides a genuine issue, then you can proceed. However, please remember to proceed only after receiving the written explanation from her.
Piyush Dwivedi
From India, Delhi
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Hi,
This issue should be escalated, but before that, a one-on-one session should be conducted with the female employee in order to understand the root cause of the problem or if there was any incident with the trainer. This would help you to get a fair idea of what to discuss with the seniors.
Regards,
Bestbpo
From India, Delhi
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This issue should be escalated, but before that, a one-on-one session should be conducted with the female employee in order to understand the root cause of the problem or if there was any incident with the trainer. This would help you to get a fair idea of what to discuss with the seniors.
Regards,
Bestbpo
From India, Delhi
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Dear Navdeep, Please complaint with the help of suggestion box where no Name and employee ID is required. Regards Pandey
From India, Mumbai
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From India, Mumbai
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Hello Navdeep,
I have been following this thread since you posted it and the discussion started. I believe it has been explored from almost every perspective, and you have shared a wealth of information and ideas (I would say you are well-informed). Please share your thoughts with us now on what you are looking for. Some members have started discussing other issues rather than sticking to the intended topic of the thread.
Please provide your final comments if possible.
Thank you.
Dilip Bhandari
From India, Surat
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I have been following this thread since you posted it and the discussion started. I believe it has been explored from almost every perspective, and you have shared a wealth of information and ideas (I would say you are well-informed). Please share your thoughts with us now on what you are looking for. Some members have started discussing other issues rather than sticking to the intended topic of the thread.
Please provide your final comments if possible.
Thank you.
Dilip Bhandari
From India, Surat
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Dear All,
I believe that issuing an indirect verbal warning will serve the purpose. Alternatively, you can develop a sexual harassment policy and distribute it to all employees. Please contact the training manager and thoroughly explain the policy to him so that he may comprehend it and adjust his behavior accordingly.
Regards,
N. Ramani Sharma
From India, Delhi
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I believe that issuing an indirect verbal warning will serve the purpose. Alternatively, you can develop a sexual harassment policy and distribute it to all employees. Please contact the training manager and thoroughly explain the policy to him so that he may comprehend it and adjust his behavior accordingly.
Regards,
N. Ramani Sharma
From India, Delhi
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Dear Navneet,
First of all, please investigate all the incidents involving this girl as there is no assumption that boys are always at fault. If such a problem arises, do not hesitate to seek advice from our seniors; they will provide a fair assessment of the situation. If the girl does not take any action against him, then you should take appropriate action.
Warm regards,
Moni.
From India, Faridabad
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First of all, please investigate all the incidents involving this girl as there is no assumption that boys are always at fault. If such a problem arises, do not hesitate to seek advice from our seniors; they will provide a fair assessment of the situation. If the girl does not take any action against him, then you should take appropriate action.
Warm regards,
Moni.
From India, Faridabad
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