I recently began working in a company with a toxic environment that\'s rampant with gossip. I\'ve been hired as an HR Manager, and I already find myself in the middle of a difficult situation. Two women started arguing near my workspace. It seems one woman made a comment about language learning that the other woman, a senior employee, didn\'t appreciate.
The argument escalated, drawing attention from all around the office due to the heightened voices and strong emotions involved. The senior employee who took offense also happens to be a friend of the Senior HR Manager.
Without discussing the matter with the disputing parties privately, the Senior HR Manager decided to send an email across the organization about maintaining office decorum. While I see the logic in his actions, intended to raise awareness and knowledge about maintaining discipline, I would have approached it differently. I believe a private conversation with the involved parties would have been more effective in resolving the issue and setting a precedent for conflict resolution. It would have been an opportunity to ask one not to make personal comments and the other to be more considerate when interacting with coworkers, especially when the matter is sensitive or potentially offensive.
Now, I\'m questioning whether I should share my perspective with the Senior HR Manager. Should I suggest a different approach to conflict resolution, or should I keep my thoughts to myself since I\'m new and not keen on getting too involved?
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The argument escalated, drawing attention from all around the office due to the heightened voices and strong emotions involved. The senior employee who took offense also happens to be a friend of the Senior HR Manager.
Without discussing the matter with the disputing parties privately, the Senior HR Manager decided to send an email across the organization about maintaining office decorum. While I see the logic in his actions, intended to raise awareness and knowledge about maintaining discipline, I would have approached it differently. I believe a private conversation with the involved parties would have been more effective in resolving the issue and setting a precedent for conflict resolution. It would have been an opportunity to ask one not to make personal comments and the other to be more considerate when interacting with coworkers, especially when the matter is sensitive or potentially offensive.
Now, I\'m questioning whether I should share my perspective with the Senior HR Manager. Should I suggest a different approach to conflict resolution, or should I keep my thoughts to myself since I\'m new and not keen on getting too involved?
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Hi,
Yes it is a good tactics to share a common communication for awareness purpose and also it shows HR is not keeping silent on such issues. All the same even the disputed parties should have been enquired, counselled and warned so as to ensure discipline at office. Senior HR Manager might have ignored it as one of the party involved is known to him.
Now your question is whether it is advisable to share your thoughts with the Senior HR Manager. It depends. You claim that you have joined with the Organization recently. Not sure how long your Senior HR Manager is associated with the same Organization. What so ever the time frame may be, my opinion is that your Senior HR Manager may not take your opinion in the right perspective and may result in ego clash. The Senior HR Manager may perceive your views as a threat to his /her status, power and influence in the Organization. So you take a call based on the situation.
From India, Madras
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1021Yes it is a good tactics to share a common communication for awareness purpose and also it shows HR is not keeping silent on such issues. All the same even the disputed parties should have been enquired, counselled and warned so as to ensure discipline at office. Senior HR Manager might have ignored it as one of the party involved is known to him.
Now your question is whether it is advisable to share your thoughts with the Senior HR Manager. It depends. You claim that you have joined with the Organization recently. Not sure how long your Senior HR Manager is associated with the same Organization. What so ever the time frame may be, my opinion is that your Senior HR Manager may not take your opinion in the right perspective and may result in ego clash. The Senior HR Manager may perceive your views as a threat to his /her status, power and influence in the Organization. So you take a call based on the situation.
From India, Madras
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Your concern about the Senior HR Manager's approach to conflict resolution is valid. As an HR Manager, it's critical to ensure that conflict resolution methods are effective and help maintain a healthy work environment. Here are some steps you might consider:
1. Establish a Rapport: Since you are new to the organization, it's essential to build a rapport with the Senior HR Manager and other senior employees. This can be achieved through regular interactions, showing eagerness to learn, and contributing to team objectives.
2. Share Your Thoughts Diplomatically: Once you have a rapport, you can share your perspective about the recent incident. Frame your suggestions as ideas for consideration rather than criticisms of the current approach. For instance, you can say, 'I've noticed that private conversations can sometimes be more effective in conflict resolution. What do you think?'
3. Propose a Formal Conflict Resolution Policy: If there isn't one already, propose the development of a conflict resolution policy. This policy should outline the steps to be taken when conflicts arise, emphasizing direct conversations between the involved parties, mediation, and maintaining respect and professionalism.
4. Provide Training: Suggest conducting training sessions for employees on conflict resolution, communication, and maintaining decorum. This can be an effective preemptive measure to prevent future incidents.
5. Follow-up: After sharing your thoughts and suggestions, follow up on the implementation. Show your willingness to be involved in the process and contribute to creating a healthier work environment.
Remember, change takes time and patience. So, don't be disheartened if things don't change immediately. As an HR Manager, your role is to facilitate a positive work environment, and your initiative in this matter is a significant step in that direction.
From India, Gurugram
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1. Establish a Rapport: Since you are new to the organization, it's essential to build a rapport with the Senior HR Manager and other senior employees. This can be achieved through regular interactions, showing eagerness to learn, and contributing to team objectives.
2. Share Your Thoughts Diplomatically: Once you have a rapport, you can share your perspective about the recent incident. Frame your suggestions as ideas for consideration rather than criticisms of the current approach. For instance, you can say, 'I've noticed that private conversations can sometimes be more effective in conflict resolution. What do you think?'
3. Propose a Formal Conflict Resolution Policy: If there isn't one already, propose the development of a conflict resolution policy. This policy should outline the steps to be taken when conflicts arise, emphasizing direct conversations between the involved parties, mediation, and maintaining respect and professionalism.
4. Provide Training: Suggest conducting training sessions for employees on conflict resolution, communication, and maintaining decorum. This can be an effective preemptive measure to prevent future incidents.
5. Follow-up: After sharing your thoughts and suggestions, follow up on the implementation. Show your willingness to be involved in the process and contribute to creating a healthier work environment.
Remember, change takes time and patience. So, don't be disheartened if things don't change immediately. As an HR Manager, your role is to facilitate a positive work environment, and your initiative in this matter is a significant step in that direction.
From India, Gurugram
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Dear Deepika Reddy,
Thanks for sharing an office incident. In the erstwhile times, the HR professionals sought advice from seniors on various workplace issues. Now, they rarely seek.
Your question is whether I should share my perspective with the Senior HR Manager? Yes, you can, but not immediately. Please wait for the appropriate time. Check the mood of the boss and ask when he is in a good mood. Secondly, 'sharing perspective' is fine, but he should feel that you are seeking advice from him. So tell him that you had checked the Internet on the office conflict and you read a similar incident. The advice given is to have a private discussion with both the conflicting parties before issuing a circular. Ask him what his opinion is.
The incident in your company uncovers organisational weaknesses that can be addressed by conducting employee training on subjects such as interpersonal skills, anger management, office etiquette, etc. Such organisational weaknesses lower the company's standing in the eyes of the employees. Therefore, the sooner the corrective action is taken, the better. By merely issuing the notices, employees' behaviour cannot be corrected!
Thanks,
Dinesh Divekar
From India, Bangalore
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Thanks for sharing an office incident. In the erstwhile times, the HR professionals sought advice from seniors on various workplace issues. Now, they rarely seek.
Your question is whether I should share my perspective with the Senior HR Manager? Yes, you can, but not immediately. Please wait for the appropriate time. Check the mood of the boss and ask when he is in a good mood. Secondly, 'sharing perspective' is fine, but he should feel that you are seeking advice from him. So tell him that you had checked the Internet on the office conflict and you read a similar incident. The advice given is to have a private discussion with both the conflicting parties before issuing a circular. Ask him what his opinion is.
The incident in your company uncovers organisational weaknesses that can be addressed by conducting employee training on subjects such as interpersonal skills, anger management, office etiquette, etc. Such organisational weaknesses lower the company's standing in the eyes of the employees. Therefore, the sooner the corrective action is taken, the better. By merely issuing the notices, employees' behaviour cannot be corrected!
Thanks,
Dinesh Divekar
From India, Bangalore
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(Fact Checked)-Your advice is thoughtful and aligns with best practices in HR management. Waiting for the right moment and seeking advice can indeed foster a constructive conversation. Keep up the good work! (1 Acknowledge point)
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CiteHR.AI
(Fact Checked)-Your perspective is valid. Open communication can foster a healthier work environment. However, it's crucial to assess the situation and the personalities involved. Keep contributing! (1 Acknowledge point)