Ensuring a Harmonious Work Environment (Introducing the ‘DISTURBED’ Framework)

Murad Salman Mirza

Ensuring a harmonious work environment Introducing the ‘DISTURBED’ framework

HR T o o l s & R e s o u r c e s

It is imperative that organizations manage ‘employee rage’ situations effectively as a part of operationalizing talent management strategies

O

rganizations are complex entities and each is governed by a unique set of dynamic circumstances that include both the controllable and uncontrollable factors. One of the key controllable aspects is employee well-being, which is a significant aspect of the overall equation for corporate success. Any undesirable shift in their behaviors at the workplace can be a sign of simmering misgivings that can manifest at unpredictable times and have the potential to seriously damage the ‘Employer’ brand in addition to critically disrupting workplace harmony. Therefore, it is imperative that organizations manage ‘Employee Rage’ situations effectively and efficiently as an important part of operationalizing the talent management strategies. This article focuses on providing a systematic approach to mitigating ‘Employee Rage’ situations, e.g., visible anger, demonstrative frustration, verbal discontent, virulent online postings, displayed aggressiveness, vented disagreements, violent confrontations, demeaning behavior, unethical measures, destructive tendencies, etc., by deploying the ‘DISTURBED’ framework to ensure a

harmonious workplace within progressive organizations. It has the following nine elements:

The aforementioned nine elements are divided into the following three main phases:

D etection of potential/actual

Realization Phase

‘employee rage’ situation nvestigation by a competent team I ource identification for realizing S root cause T aking approved action after discounting alternatives niform application of the agreed U solution in all affected and suspected areas R eviewing progress periodically for timely corrections B anishing residual negativity, fear and resentment from the workplace ngaging employees in an open diaE logue through various mediums on an individual, group, functional and organizational level evising robust preventive measures D as a consequence of the open dialogue and research of proven best practices

This phase focuses on ensuring that any problematic areas are timely identified and examined through an insightful study to provide a thorough assessment of the nature and magnitude of the presented challenge(s).

Resolution Phase This phase focuses on ensuring that the presented challenge(s) is/are comprehensively addressed and concrete corrective actions taken to resolve areas of concern in an effective manner.

Reformation Phase This phase focuses on ensuring that any lingering and/or wider implications of presented challenge(s) is/are proactively addressed to minimize/eliminate the occurrence of similar situations in the future.

The actual process of curtailing ‘Employee Rage’ situations can be realized through the flowchart on the next page:

The ‘DISTURBED’ Framework

30

Realization Phase

Resolution Phase

Reformation Phase

Detection of potential/actual ‘employee rage’ situation (D)

Taking the approved action after discounting alternatives (T)

Banishing residual negativity, fear and resentment from the workplace (B)

Investigation by a competent team (I)

Uniform application of the agreed solution in all affected and suspected areas (U)

Engaging employees in an open dialogue through various mediums on an individual, group, functional and organizational level (E)

Source identification for realizing root cause (S)

Reviewing progress periodically for timely corrections (R)

Devising and deploying robust preventive measures as a consequence of the open dialogue and research of proven best practices (D)

| DECEMBER 2016

Process Flowchart of the ‘DISTURBED’ Framework Formal and informal means of gauging employee rage

Investigation launched by a competent team

Y

Root cause identified

Approved action taken after discounting alternatives

Y

Employee rage detected?

N

Valid cause for concern with widespread implications?

Devising and deploying robust preventive measures as a consequence of the open dialogue and research of proven best practices

N

Refer to employee grievance procedures

Banishing residual negativity, fear & resentment from the workplace

Any undesirable shift in employee behavior at the workplace can be a sign of simmering misgivings that can seriously damage the employer brand Let’s re-visit the three phases to see how the flowchart enables the effective management of ‘Employee Rage’ situations.

Realization Phase The organization reinforces its management system with a series of formal and informal techniques to gauge the potential of an ‘Employee Rage’ situation.

Upon detection of an ‘Employee Rage’ situation by the HR/Talent Management function, an independent team is formed by the Head of HR/Talent Management to conduct an impartial investigation into the respective situation and find the actual root cause(s) that has/have the potential to adversely impact employee relations and the workplace environment. Once the complete picture of the situation emerges,

HR T o o l s & R e s o u r c e s

Engaging employees in an open dialogue through various mediums on an individual, group, functional and organizational level

Uniform application of agreed solution in all affected and suspected areas

Periodic progress review for timely corrections

Remain vigilant

a formal report is completed and sent to all concerned, e.g., senior management, functional head of problem area, involved parties, etc. This leads to the Resolution Phase.

Resolution Phase For localized impact, applicable employee grievance procedures are engaged and the situation is resolved amicably. In case of wider implications, a formal review is held under the leadership of senior management and all feasible options are considered by invited participants. At the end of deliberations, the most appropriate solution is authorized by the senior management to implement through robust corrective actions in all affected and suspected areas. The respective DECEMBER 2016 |

31

Are your employees enraged?

Some techniques to measure it

Examples of Formal Techniques

HR T o o l s & R e s o u r c e s

• • • • • • • • •

The framework is a ‘baseline’ upon which future strategies can be effectively established, developed, implemented and monitored process is carefully monitored and periodically reviewed to avoid derailing, and ensuring timely completion of desired measures in an efficient and effective manner. This leads to the Reformation Phase.

Reformation Phase This pertains to long-term assurances against challenges that have the potential to jeopardize the seamless functionality of a progressive organization. It is triggered once the identified ‘employee rage’ situation(s) has/have been effectively resolved and involves an honest scrutiny of the organization’s core values in terms of their continued relevance and being open to change in case of any significant lagging elements. It requires an empathetic ear to employee voices and devising robust solutions that are carved out of the best available options; and it demands transparency and the willingness to be held accountable for genuine concerns propounded by aggrieved employees who are the true saviors of the organization’s coveted ‘Employer’ brand. It also involves a ‘deep cleanse’ of the entire organization 32

| DECEMBER 2016

through an honest and methodical audit that identifies lingering areas of distress and/or potential hazards for the future and astutely suturing the looming gaps with robust preventive measures.

• • • • • • • • •

Achieving professional solace!

The aforementioned framework has been presented as a ‘baseline’, upon which, future strategies can be efficiently and effectively established, developed, implemented, monitored, reinforced and improved to complement the various initiatives within the Talent Management domain. Let’s commit to being a corporate role model for an invigorative work environment that is a bastion of professional solace! folLow

F > muradsalmanmirza About the author

Murad Salman Mirza is an innovative thinker and an astute practitioner in areas within and associated with the fields of Organizational Development, Talent Management and Business Transformation

Employee Surveys Focus Groups Exit Interviews Brainstorming Sessions Performance Appraisal Meetings Management Review Meetings Union Grievance/Negotiation Meetings HR Incidence/Disciplinary Reports Industry/Competitor/Functional Benchmarking Relevant Academic Research Review Applicable Law Review Workplace Improvement Methodologies, e.g., Kaizen, Quality Circles, 5S, Suggestion Schemes, etc.

Individual Counseling Sessions Key Stakeholder Formal Feedback (Customers, Suppliers, Shareholders, Peers, Colleagues, Regulators, etc.)

Psychometric Testing/Employee Profiling Sensitization Trainings Whistleblower Hotlines Change/Intervention/Transformation Impact Audits/Studies, e.g., Staff Reduction, Technology Incorporation, Employment Equity Studies, Organizational Justice Studies, Senior Leadership Changes, Industrial-Organizational (I-O) Psychologist Reports, HR Audits, Organizational Restructuring Impact Studies, Merger & Acquisition Studies, etc.

Examples of Informal Techniques • • • • • • • • • •

Mentor-Mentee Engagements Corporate Social Events Lunch Chats Staff Bonding Excursions Social Media Monitoring Random Networking Active Grapevine Monitoring Employee Engagement Activities Cyber monitoring Corporate Activities Volunteering Monitoring • Support Network Informal Feedback (Family, Friends, Acquaintances, etc.)

• Open Q&A forums with senior management