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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