What to do when two colleagues are at each other's throat

What happens when two members of your workforce don’t get on? What could be consequences of not dealing with it? Equally so, bashing heads together might not be the best answer. Left to fester, it can create a hostile and difficult working environment for everyone, whether in a small business, department or building. Therefore it is vital for employers and/or managers to know how and when to step in and sort out issues that could potentially cause a lot of harm to the business. Here is an example of a situation we recently came across and advised accordingly:

Scenario: Two of my staff members really don’t get on, and I’m finding that I’m getting caught in the middle of their antagonism towards each other. I don’t want to get rid of either of them, but I’m at the stage where I feel I have no choice as it is affecting my customers. Do you have any advice on how to deal with this situation?

Answer: Bad atmospheres and attitude can be contagious, so tackle the issue now..

Call them into a meeting and explain how their behaviour is impacting on work, their colleagues and you and that you are not going to allow this to continue. To improve the situation, hold individual meetings with them to try to understand the cause of their antagonism, and then all meet together to agree a positive way forward. Remind them that these meetings will be confidential and they must not involve other staff at all.

Meet again together and discuss the key issues. Try to get them to understand the impact of their behaviour on the other without saying who is right or wrong. Put the agreed action plan in writing to both and set a review date. Stress that breaches of this agreed code of conduct will result in a disciplinary action. The situation won’t magically improve overnight, but hopefully they can learn to respect each other, and you, within the workplace.

If the Olympics has taught us anything, it is that we build a stronger brand by being in a team with mutual respect heading in an agreed direction, therefore a delay in action could result in much deeper and painful consequences for all concerned.

For further advice, speak to The HR Dept

Would you like feet with that burger?

We’ve warned both employers and employees on several occasions about how the misuse of social media can land you in hot water. Taking to facebook or twitter to have a moan about a colleague is unlikely to do you any favours when a colleague takes a screen print of the comments to the boss’ office.

But we wonder what an employee of fast food chain Burger King was thinking when he posted a photo on the internet of himself stepping in lettuce. The picture was captioned with ‘This is the lettuce you eat at Burger King’. As you can imagine there were some disgruntled customers that were appalled by the image! The GPS data was tracked so that the location of where the image had been taken could be pinpointed and subsequently emails and phone calls were directed to the Burger King in question.

©4Chan

Upon hearing the commotion, Burger King took action and dismissed three of its employees who were involved.

It goes to show the damage that can be done by clowning around at work and employees and employers take note: anything that is posted to the internet is public and can be seen by anyone, and used by anyone! Naturally, having a social media policy in place to work alongside a disciplinary policy will endeavour to combat this happening to you. Go to our website for more information: www.hrdept.co.uk

The truth, the whole truth and nothing but the truth

Ever thought someone wasn’t telling you the truth, the whole truth, and nothing but the truth in a disciplinary meeting? How do you get the truth from that person? Well... in South Africa we have discovered you are able to use lie detectors in disciplinary meetings!

It certainly is different to our ‘reasonable doubt’ judgement when looking into disciplinary matters.

With theft, fraud, blackmail and sexual harassment cases, lie detectors are brought into disciplinary meetings which in South Africa is considered legal. Permission is always sought from the person being interviewed and it is always made clear that the person has the right to refuse. Naturally those that were taking medication and pregnant women are excluded. However, as with refusing to do an alcoholic breathalyser test, the inference might be that they had something to hide. This sub-technique works wonders.

Naturally on the occasions when the detector went off the scale, this could indicate that the person was being a little economical with the truth. When this was pointed out to them, on about 99% of cases; they then confessed all to the offence.

Using a lie detector in UK disciplinary meetings is likely to attract unwanted attention and we have yet to find reference to it in the best practise guidance of managing difficult disciplinary meetings!

Feel the burn

Making an employee who fails to meet a performance standard do squats or press ups seems about the most unusual way to discipline staff in the workplace!

Well this is the approach taken by the flagship Abercrombie & Fitch shop in Milan.  Staff who failed to greet customers with ‘sufficient cheeriness’ were ordered to do 10 press ups (male employees) or 10 squats (female employees). We won’t even comment on the sex discrimination occurring here with regards to ability of male and female employees!

Could this Abercrombie & Fitch model be 'cheerier'?

We must admit though novel, we would struggle to write this into any disciplinary policy!

Why a quiet word wouldn’t be sufficient in cases like this we are not sure, but some sort of ‘cheeriness competency framework’ would have to be developed.

We smiled after we read this, so no press ups or squats for The HR Dept!