13 minute read
Rum
CAROLINE REIDY
managing director, The HR Suite
Tackling sensitive conversations
The HR Suite’s Caroline Reidy provides guidance for managers on the best way to conduct conversations with employees who may be experiencing mental health challenges or other sensitive issues
As the years progress and stigmas regarding mental health and other sensitive issues for employees are reducing, managers may fi nd themselves having conversations with their employees which they have little experience or confi dence in approaching. This article aims to provide guidance to managers in tackling sensitive conversations they may face with their employees.
Firstly, it is advisable that all companies have an Employee Assistance Programme (EAP) that an employee can avail of should they require it. An EAP offers support and guidance to employees who may be experiencing diffi culties that impact their work and personal lives. An EAP is a confi dential resource that employers often provide.
Adopt individual approach
It is important when managers are approaching sensitive conversations, they are mindful they are not professionally trained to support or advise an employee should the situation require professional advice or support beyond their capabilities. If the topic being discussed requires professional advice, they should advise employees of the supports available to them or provide guidance on who best to contact. As a manager, you can only control the workplace and provide any support or fl exibility they may require within your control.
When tackling sensitive conversations managers should be mindful that everyone’s experience is different. Two people with the same condition or same issues may have completely different mechanisms of coping, different signs of symptoms and different types of communication methods in expressing themselves. As a result, it is important that managers deal with people on an individual basis and that they don’t adopt a universal approach for all employees.
Maintain approachability
Key in tackling any sensitive conversation is that as a manager you are approachable. Ensuring managers have regular catch-ups with their employees creates the ability to have open conversations and enforces a level of trust where employees feel comfortable in approaching their manager about sensitive issues. Fostering an open and supportive culture within the company or amongst a team ensures the culture and team dynamic is a positive, open one.
It is important that any sensitive conversation is held in a confi dential setting where no other colleagues may interrupt but also a location where the employee feels at ease. You should ensure there are no interruptions or distractions during the conversation, make sure mobile phones are switched off, notifi cations on laptops or tablets are silenced etc. This will ensure the employee is comfortable and is reassured they have your full attention. A good starting point of the conversation is to simply ask “how are you?”. At all times throughout the conversation, questions should be open, simple and non-judgmental.
As a manager, maintaining good eye contact with the employee and speaking calmly at all times during the conversation are both important to put the employee at ease. You should acknowledge their words by way of a simple head nod or verbally in short words to show understanding and empathy throughout the conversation. It is important during any sensitive conversation that the manager is actively listening and fully engaged with the employee for the duration of the conversation. You may not be able to provide professional advice on the issue, however, the employee will feel listened to and supported in their workplace.
Ensuring as a manager you are patient with the employee is very important. As highlighted previously, each person deals with things differently and it may take one employee longer to say everything they need to say. You should gather as many details as possible regarding the situation to establish how best to support or direct the employee depending on the nature of the conversation.
Put supports in place
Your focus should always be on the person and not the actual problem; remember you are not trained to provide professional advice should they require this. Ask the employee what support they feel may help. Ask if there is anything you can do work-wise to help. Actively listen when the employee speaks; if it involves any work-related changes, for example, reducing their workload and it is something which you can do, advise them that you will do this and put the required supports in place. Ask if they have spoken to their GP already. Following this, you may suggest they consult their GP or provide the employee with any additional supports or programmes the company may offer or any public services you feel they may benefi t from.
During such a conversation, the manager should reassure the employee that anything discussed will be in confi dence unless they deem an immediate risk or danger to the employee or any colleagues, based on the information being discussed.
Where possible it is advisable that managers follow up in writing with the employee about any agreed work supports you discussed during the conversation and ensure that there is a follow-through on anything you mentioned in the meeting. As a manager you should regularly check in with the employee afterwards to see how they are doing and if there is anything further you can do going forward. ■
During a sensitive conversation, it is important to maintain good eye contact and speak calmly at all times to put the employee at ease
CONTACT THE HR SUITE:
If you require further information or advice on HR, please do not hesitate to contact The HR Suite’s consultants on (01) 9014335 or (066) 7102887 or email the company at info@thehrsuiteonline.com.
BARRY WHELAN
managing director of Excel Recruitment
www.excelrecruitment.com
Management mistakes to avoid!
Continuing last month’s series on management mistakes, Excel Recruitment’s Barry Whelan outlines 13 more errors managers should avoid in the pursuit of keeping staff members happy, motivated and productive
When candidates come to Excel Recruitment looking for a new role, we zone in on their ‘reason for leaving’. We want to understand completely why the candidate wants to move job, so that we can fi nd the right new job for them. One of the reasons that comes up consistently in the top fi ve is frustration with a manager or poor management. Here are the second set of the top bad management mistakes that can drive an employee out the door.
For all those managers out there interested in improving their ability to manage others, take heart in the fact that you’re only human. I know I for one have made every single one of these management mistakes at some point or another in my career.
Let’s start with another personal favourite of mine!
1) Belittle their team over things, both signifi cant and insignifi cant
When a soft deadline is missed, this manager raises it at a staff meeting by throwing their hands up and remarking about how everyone’s incompetence will ensure the closure of the organisation! The dramatic manager who makes mountains out of molehills is a prime example of a bad manager. While a good manager should never ‘lose it’ with the team, they may be forgiven for doing so in a crisis, but not for something insignifi cant.
2) Passive aggressiveness: Reminding the team of the power they hold over them
This manager does things like often making “jokes” about fi ring people, then laughs it off, like they want to show their team that they have a great sense of humour, but, at its heart, this behaviour is bullying.
3) Active aggressiveness
In a team huddle, this manager makes comments such as: “I know you have all performed really well and the business is performing, but we are only as good as last month and if anyone drops the ball, they will know about it.” Using direct threats and fear as motivation does not have a place in modern professional management.
4) Cross personal boundaries
The risk of crossing personal boundaries arises easily in social occasions involving work. How many employees have woken up the morning after the dreaded offi ce Christmas party with a completely different impression of their manager, who drank too much with the staff or became their pal at the party, before reverting to the previous relationship status come Monday morning as the boss.
5) Physically invade people’s spaces
No physical contact is permissible anymore. If a member of staff is upset in front of their manager, while human nature might illicit a response like a hug, this is a no-no. A bad manager invades an employee’s space. The employee takes a step back and they take a step forward. An employee asks for personal space, and they don’t give it and stand too close when talking.
6) Delegate autonomy, without meaning it
They tell you they want you to make the decision. They don’t want to be involved or indeed need to be, because you have the experience, and you are driving this project. They then take your decision, and go and
Managers should always be mindful of not crossing personal boundaries; a particularly pertinent issue during offi ce parties!
change everything, without bothering to explain why. This is so defl ating for staff.
7) Play favourites with team members, and make it obvious
This manager takes the same team member out for lunch every week; they make a big deal of their birthday, but not others. They play favourites and do not operate in a fair and equitable manner. This causes resentment and a poor team environment.
10) Criticise team members in front of their team
A critical tool of performance management is to criticise a team member away from their peers. This should be done outside of the process. Criticism should be given one-on-one and should always be constructive. Whilst public humiliation means everyone gets to learn, it is a sure way to make an employee have a browse through job boards.
11) Become defensive at the slightest constructive feedback
The bad manager asks for feedback in meetings and then bullies and belittles everyone who opens their mouth. Then when people don’t contribute to meetings, they act passive aggressive about it: “I guess no-one has anything to add and we’ll just have to go with my plan.”
12) Multi-task while interacting with others
This behaviour of a bad manager is very insulting to the team member. Clearing email while in an important conversation or taking calls midmeeting makes team members feel their input is not respected or indeed needed.
13) Take credit for employees’ ideas and work
No decision is made, or action is taken, that isn’t the idea of the manager. A bad manager will only carry out an idea that they believe is their own. How many managers have you had whereby you had to make them believe an idea was theirs to get it implemented! ■
The Irish Gin Strategy 2022-2026 from Drinks Ireland|Spirits sets ambitious goals to grow exports in key markets and develop a vibrant domestic market
New all-island strategy sets out plans to continue gin category growth by 2026
A new strategy has set out plans by Irish gin producers and brand owners to maintain market share and grow sales by 2026.
The plan sets out a range of goals and actions to drive exports in key markets, develop a vibrant domestic market, support the viability of Irish gin distilleries and ensure the quality and standards of Irish gin are protected.
There are now at least 37 distilleries on the island of Ireland producing Irish gin, with over 70 brands. The Irish Gin Strategy 2022-2026 from Drinks Ireland|Spirits, the allisland trade body, details how Irish gin has experienced several years of rapid growth. Between 2014 and 2020, the category grew by 184%.
While the ‘boom’ has been slowing in recent years, 2020 was the fi rst year where Irish gin sales declined, as a direct result of the pandemic. As the on-trade reopens, and global travel retail recovers, it’s anticipated that the category will return to pre-pandemic levels over time, and the new strategy details plans to drive strong and sustainable growth in the years ahead.
Currently, Ireland is the dominant market for Irish gin, but the strategy puts a heavy focus on driving export growth, earmarking the U.K., USA, Germany, Canada and global travel retail as the key targets in the coming years. Asia – and China specifi cally – has likewise been identifi ed as a target market.
The strategy also outlines how the sector plans to further grow the category domestically, by highlighting the local nature of Irish gin products and their important role in local economies.
New campaign kicks off with launch of TV commercial inspired by Bulmers Light’s ‘fl oaty little devil’ apples and includes out of home, digital, PR, radio, social and in-trade activity
Bulmers Light marketing hits new heights with creative campaign
Bulmers Light is encouraging consumers to look to the lighter side of life with its new ‘Floaty Little Devils’ campaign, which will run for six weeks across TV, out-of-home, digital, PR, radio, social and in-trade activity. The campaign aims to highlight the brand’s low calorie and taste credentials whilst bringing Bulmers Light’s unique sense of humour to life.
Kicking off the campaign is a new TV commercial, led by creative agency Goosebump in collaboration with Pull the Trigger Productions, which premiered during coverage of Ireland’s Six Nations clash against France. The commercial, which sees the Bulmers Light team harvesting the special fl oating apples, personifi es the brand’s unique tone of voice, connecting with Irish consumers who are looking for a lower calorie option without compromising on taste or personality.
The 360° campaign will also see the brand create a custom-made interactive game as part of a media partnership. The game will task users with catching Bulmers Light’s fl oaty little apples to be in with a chance of winning a variety of prizes including an exciting zero gravity experience.
NI Health Minister Robin Swann announced a consultation on MUP on 22 February
Independent retailers on both sides of the Irish border have reacted positively to the opening of consultation on the introduction of minimum unit pricing (MUP) for alcohol in Northern Ireland. MUP came into effect in the Republic on 1 January, sparking fears of a surge in cross-border shoppers seeking cheaper alcohol from off-licences in the province. Independent retailers believe MUP in Northern Ireland will create a “level playing fi eld” and bring alcohol prices in line with the Republic, Scotland and Wales, where it is already in place. The Fed (NFRN) Republic of Ireland president Martin Mulligan is also in favour of MUP being introduced in Northern Ireland, noting that it would be “particularly good for those retailers whose stores are on or close to the border”. Joe Archibald, the Fed’s district president for Northern Ireland, said big multiples and supermarkets “will no longer be able to undercut independents by selling cheaper alcohol as loss leaders. This should level things up and give everyone a fair crack of the whip.” NI Health Minister Robin Swann announced the consultation on 22 February. The consultation document is available online at health-ni.gov.uk with a closing date of 17 May.
Mark Ashbridge, founder of Established Coffee at the fi rst Black Bush Stories event of 2022
Bushmills hosts masterclass with Established Coffee
To honour International Irish Whiskey Day on 3 March 2022, Bushmills Irish Whiskey hosted a whiskey and coffee masterclass for enthusiasts from across the island of Ireland. The fi rst Black Bush Stories event of the year, in collaboration with Belfast coffee trailblazers Established Coffee, attendees enjoyed a 90 minute in-depth virtual tasting and cocktail workshop. To keep up to date with #BlackBushStories and join in the conversation, follow @BushmillsIRL on social media. ■
