The ‘Disturbed’ Framework for Curtailing 'Employee Rage' Situations

The ‘DISTURBED’ Framework for Curtailing ‘Employee Rage’ Situations (Ensuring a Harmonious Work Environment) Created, Developed and Presented by

Murad Salman Mirza Senior Vice President (Client Advocacy & Organizational Effectiveness) APAC & EMEA Regions

Table of Contents

• • • • • •

Objective Introduction Nine Elements of the ‘DISTURBED’ Framework Pictorial Depiction of the ‘DISTURBED’ Framework Process Flowchart of the ‘DISTURBED’ Framework Conclusion

Objective

• This presentation focuses on providing a systematic approach to mitigating ‘employee rage’ situations by deploying the ‘DISTURBED’ framework to ensure a harmonious workplace within progressive organizations

Introduction • Organizations 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 the workplace harmony. Therefore, it is imperative that organizations manage any ‘employee rage’ situations effectively and efficiently as an important part of operationalizing the talent management strategies

Nine Elements of the ‘DISTURBED’ Framework • • • • • • • • •

Detection of potential/actual ‘employee rage’ situation (D) Investigation by a competent team (I) Source identification for realizing root cause (S) Taking the approved action after discounting alternatives (T) Uniform application of the agreed solution in all affected and suspected areas (U) Reviewing progress periodically for timely corrections (R) Banishing residual negativity, fear and resentment from the workplace (B) Engaging employees in an open dialogue through various mediums on an individual, group, functional and organizational level (E) Devising robust preventive measures as a consequence of the open dialogue and research of proven best practices (D)

Pictorial Depiction of the ‘DISTURBED’ Framework Realization Phase Detection of potential/actual ‘employee rage’ situation (D) Investigation by a competent team (I) Source identification for realizing root cause (S)

Resolution Phase

Reformation Phase

Taking the approved action after discounting alternatives (T)

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

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)

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)

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

Employee Rage Detected?

No

Remain vigilant

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

Investigation launched by a competent team Root cause identified

Valid cause for concern with widespread implications?

No Refer to employee grievance procedures

Yes Approved action taken after discounting alternatives

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 & suspected areas

Periodic progress review for timely corrections

Banishing residual negativity, fear and resentment from the workplace

Conclusion • This framework has been presented as a ‘baseline’, upon which, future strategies can be effectively and efficiently established, developed, implemented, monitored, reinforced and improved to complement the various initiatives within the Talent Management domain • Lets commit to being a corporate role model for an invigorative work environment!