I’ve Had It with You!

Another update from the Jungle….

Once there was an executive assistant (what we used to call a secretary) who worked for a toxic boss. Rachel was good at her job, but you’d never know it working for David.  Rachel and David joined the company a few months apart more than ten years ago. They only began working together about two years ago.

Before that, Rachel worked for several managers who gave her neutral or mildly positive marks on her annual performance review.  The unexciting performance reviews kept Rachel on the move, transferring to new managers in hopes of finding a better work relationship.  Now Rachel is desperate to move again because she’s had with David.

David is mean and nasty. He criticizes her work product mercilessly, often when other people are present. He makes snarky comments about her constant noshing, even though Rachel’s explained that she has a medical condition requiring her to eat healthy snacks frequently throughout the day.

David’s nastiness stems, at least in part, from Rachel’s mediocre performance. He’s had it with her, too.  He’ll never admit that his constant disapproval has affected her performance.  After all, he also answers to a difficult boss and doesn’t want to hear any whining from others. He’d love to offload Rachel on another manager but there haven’t been any openings.

Last week, David’s and Rachel’s luck changed. An internal job posting announced an opening for an executive assistant in another department. Rachel immediately submits her resume. The HR manager tells Rachel that she’s not eligible for consideration because David still needs to submit her performance review.

Rachel dashes out of the HR manager’s office and makes it to David’s office in Olympic Gold medal time. She glares at David and demands that he turn in her performance review immediately. David scowls at her. Then he says that he will give her the best damned review she’s ever had if it means he can get rid of her.

What can Rachel do next?

  1. She can complain to HR about David’s abusive attitude but that could make her sound whiny and hurt her chances of a transfer away from him.
  2. She can dump her trash of rotting apple cores on his desk when he’s in a meeting.
  3. She can say nothing and use his “great” review to get away from him.

In the actual situation, the executive assistant moved from one toxic manager to an even more toxic manager. Toxicity should be addressed with HR assistance rather than festering to the detriment of the entire organization.

If your company is struggling with HR issues, Corporate Compliance Risk Advisor can help you create HR policies that are appropriate for your company’s size and then serve as a resource to your staff as the policies are implemented.

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Get Rid of Him!

Another update from the Jungle….
image024Doug is getting close to retirement age after a long, not very distinguished, career. He’s still the consummate professional but it’s obvious that all is not well with him. He is out sick at least one day a week and he doesn’t do much work on the days he is in the office.

Doug’s problems are becoming a headache for Suzy, the HR manager. Suzy likes Doug; he’s always polite and respectful which is not true of his pushy boss. The pushy boss has ordered her to find a reason to fire Doug. Suzy privately thinks the pushy boss wants to make his budget look better by dumping Doug for a less experienced and lower salaried employee.

Suzy begins discrete inquiries of Doug’s behavior and job performance. His friends tell Suzy that Doug suffers from anxiety
attacks and depression. Doug’s anxiety attacks worsened when he was moved into an office on the 15th floor with a wall of windows. Doug has a fear of heights.

Doug’s also having trouble remembering things. Yesterday, Suzy overheard a junior team member
image025talking to Doug about a client problem. When Doug said the problem sounded familiar, his junior replied, “It ought to; it’s your client”.

Today Suzy is meeting with Doug’s boss. She suggests that Doug should be moved to an interior office but the boss says no; senior people like Doug must have a window office. Next Suzy asks for examples of Doug’s work that show he can’t do his basic job description. The boss has none. In fact, Suzy already knows the boss gave Doug a tepid, but positive, performance review.

What should Suzy do next?

  1. She can tell the pushy boss that he’s a dingbat for trying to fire an older worker who is obviously still competent and who has not received a negative performance review.
  2. She can read up on the definition of “disability” in the Americans with Disabilities Act in case Doug decides to ask for an accommodation.
  3. She can verify that the company has employment practices liability insurance because her gut instinct is that Doug’s boss is about to demonstrate the need for such coverage.

In the actual case, the older worker eventually took early retirement based on health reasons and faded away without raising any of the legal issues that were available to him. The pushy boss was promoted which allowed him to be pushy to a greater number of people simultaneously.

If your company is struggling with HR issues, Corporate Compliance Risk Advisor can help you create HR policies that are appropriate for your company’s size and then serve as a resource to your staff as the policies are implemented.

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Time & Money

Another update from the HR jungle….


Back in December, Sue, the HR director, decided she needed to review the employee handbook to ensure that all the information is still accurate. Now that her rum hangover from her cruise is gone, she’s focusing on this project.

Sue revised individual sections of the employee handbook over the past two years as the laws changed. For example, she changed the definition of employees eligible for health insurance. Under the old criteria, employees had to work at least 32 hours a week to be eligible. But under the Affordable Care Act (ACA), employees who average 30 hours per week are eligible for health coverage.

Of course, this piecemeal approach means that she may have missed something. She also knows that her company added employees since the handbook was last updated and she thinks that the increased number of employees means that additional employment laws now apply to the company. As she surveys the scope of the project, Sue worries about how she’ll manage to review and update the handbook while still keeping up with her regular duties.

What are Sue’s options?

  1. She can research federal and state government websites to collect information about employment laws and regulations that apply to employers with the number of employees that her company has.
  2. She can attend a seminar for HR professionals to learn about recent changes to federal and state employment laws, although the update won’t include existing laws that haven’t been revised and that may apply to her company.
  3. She can convince her employer that it is a better use of her time and their money to outsource this project to a subject matter expert.

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