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DOCUMENTATION CHECKLIST
DO'S AND DON'T FOR MANAGERS IN DEALING WITH WORKPLACE CONDUCT SITUATIONS

Your managerial role calls you to a higher standard of preparedness in dealing with workplace conduct issues.  Being a role model is part of the responsibility that comes along with the title of manager or leader.

Keep your company's policy and procedure manual in a place where it can be easily accessed when needed.

Your behavior and demeanor during moments when concerns are being expressed is critical.  The employee confiding their concerns sees you as THE Company.  You are the front line and the human face of the corporate culture.  Your initial responses to employees mean a lot.  They will interpret the validity and credibility of the company's policies by the sensitivity you display and judgment you apply to handling their concerns.  This is true whether they are talking to you in a group situation or one-on-one.

The table below includes suggestions for documentation that will help you maintain files, manage facts, and provide the proper responses.

DO'S

DON'T'S

Take people seriously.

Provide privacy and confidentiality within the guidelines of your corporate policy.

Follow the "need to know" rule, i.e. who else needs to know about a situation when presented.

Ask the person to describe the concerns in detail and to provide information that will help you understand the nature, timeframe, longevity, and context of the situation.

Take notes. Include date, time, sequence of details, location of discussion, who else was present, clarification of the attitude of the person discussing the concern.

Ask if the person has confided in any other person. 

Ask if the person has taken any steps on their own to impact the situation that is of concern to them.

Factor in sensitivities as to how the person may have, or not have taken steps to address their concern prior to, or after discussing the situation with you.

Ask what the person believes would be an effective resolution.

 

Be too casual or low key as to not appear sincere or serious.

Promise not to take action.

Laugh, giggle, or poke fun at concerns being expressed.

Belittle the person expressing the concern.

Swear, use foul language, or act shocked.

Use language that expresses heightened emotion i.e. words like as disappointed, disillusioned, shameful, unbelievable, awful.

Explain someone else's behavior for them.

Delay or put off having a discussion with a person if they tell you they want to talk about a "sensitive" matter. They may use coded language to tell you they have something they want to discuss. Understand that diverse people have varied ways of approaching sensitive matters and internal politics can factor heavily into who discusses what with whom.

Use voice mail or e-mail to document and pass on sensitive employee conversations (related to content) that follow a discussion about a conduct matter.

Wait until performance review discussions to address conduct issues.

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