Relationship with HR causes whispers, breakdown of trust
1421
I enjoyed your article, "How To Root Out Favortism.” My question is what if the site manager and HR specialist have a "favored" relationship? They eat lunches together with the group of managers. They sit right next to each during these "power" lunches on Friday. At one site event, while waiting for the twilight shift meeting, I saw them coming back from dinner together, just the two of them.
They have prolonged conversations, alternating at each other's office. Most days the doors are open and in some days, the doors are closed. I don't recall us having too many HR issues at the site. I have spoken with the site manager and coyly mentioned that the HR specialist is his BFF. He neither confirmed nor denied. I have talked to the site manager for work-related advice, but have caught him at the HR office having non-work related conversations several times. The last incident, I merely walked away with my hands up in the air.
Through a confidential source, it was reviewed during the opening of the site's suggestion box-- an employee had written that he/she noticed their behavior and felt not safe to see HR, fearing that the relationship is more personal than business. Those in attendance at the reading of the suggestion box notes were the site manager, assistant site manager and the HR specialist. What I found deeply disturbing was the response. He said, "How could he/she know and how could he/she see us in the front office?" I was also informed that names were being tossed around on who may have authored the note. Names of employees who they feel are habitual complainers.
The site manager is a very good leader and very knowledgeable and intelligent. I don't understand why the site manager does not see this unethical issue brewing. But my fear is that we may need a new HR specialist that is more of an advocate of our employees and not so cuddly with the site manager. However, since the site manager is male, he is simply viewing this as two colleagues bonding.
I firmly believe that this issue should be handled at face value and that the "perceived" behavior should be corrected. Instead, the HR and site manager are throwing names around? I know I should report this to our HR offices at our headquarters but without being present at these meetings, I do not have concrete evidence, with the exception of the ones I mentioned above. I believe that this note will be thrown under the rug and not dealt with. The morale of our employees is at stake and I don't think the site manager and HR specialist realize the consequences of their non-action approach or by
throwing names out and observing them. When I went through management training, we were exposed to HR policies and guidelines. So, I have a general knowledge of work ethics and codes of conduct matters.
Thank you for your time and I look forward to hearing your comments and suggestion.
A Concerned Management Team Member
Answer:
Even if they are nothing more than two colleagues talking about work-related matters, they can’t dismiss the perception it is creating. At face value, eating lunch or dinner together and sitting next to each other is perfectly normal behavior for a site manager and HR specialist. And there is nothing wrong with casual conversation about personal matters. The HR specialist should be closely aligned with him. She should be treating him as her most important internal customer.
On the flip side, however, is the fact that she must support the rest of the management team and employees, as well, especially if she is the only HR representative at the site. To do that effectively, she should cultivate a reputation as an objective problem-solver, dedicated to doing what is right for the organization at all levels.
It is troubling that the suggestion box comment was met with such a hostile, defensive reaction. Apparently, they think this is only one person’s view. It also makes them look guilty. Unfortunately, it also sends a signal that they aren’t open to your feedback, either.
If this is a widely held view among your management peers at the site, you have a few options. In order of risk, you could fill the suggestion box with more comments about the perception this has created; you could speak with the HR specialist and tell her it is a widely held perception that is negatively impacting her role and reputation; you could speak to the site manager and share the same concern; or you could report it to headquarters, which would trigger an investigation.
I am a fan of face-to-face communication, even though it is tough to do. If it were me, and I was certain that many others shared the same concern, I would have a heart-to-heart conversation with the site manager. If he is as good a leader as you say, he should be quick to realize the consequences of his behavior. I wouldn’t accuse him of anything. It might sound something like this, “I think you are a good leader Jim, and as a result I want to share something that I think is hurting you. If it were me, I would want someone to tell me. There is a widely held perception among employees and the management team that your relationship with HR is too close…so much so that people aren’t willing to go to HR when they should. There is also a rumor that the two of you are trying to figure out who put the comment in the suggestion box. She isn’t seen as impartial. You are seen as favoring her—or worse. I’m not judging or accusing you of anything. I’m only telling you the perception is damaging both of your credibility and I’m trying to watch your back.” He may be angry or embarrassed but if he is wise, he will thank you.
Confronting poor performance, or difficult behaviors, is difficult. Joan Lloyd’s How to Coach & Give Feedback CD is a step-by-step approach to giving feedback to your employees, your coworkers, or even your boss. Actually reduces defensiveness and encourages open communication.
Internal Consulting Skills for HR Professionals is Joan Lloyd’s intensive, interactive full-day workshop for HR practitioners. Human resources professionals—both functional experts and generalists—have a new found opportunity to act as internal consultants who can help their organizations with organizational changes, performance coaching, conflict mediation and other value-added services. This workshop focuses on giving HR professionals the tools and strategies they need to help their organizations as well as advance their careers.
As a participant, you will have an opportunity to work on the problems and opportunities you face in your own organization, as well as to hear innovative ideas from other organizations. Few training opportunities provide this level of intimate, hands-on experience. Call us for information about having Joan Lloyd work with your HR Team (800) 348-1944. (Occasionally, we run this workshop as an open enrollment training offering. Subscribe to Joan Lloyd’s “Article of the Week,” where we announce these sessions, as they are scheduled.)
Joan Lloyd is a Milwaukee based executive coach and organizational & leadership development strategist. She is known for her ability to help leaders and their teams achieve measurable, lasting improvements. Joan Lloyd & Associates, specializes in leadership development, organizational change and teambuilding, providing: executive coaching, CEO coaching & team coaching, 360-degree feedback processes, customized training (leadership skills, presentation skills, internal consulting skills & facilitation skills), team conflict resolution and retreat facilitation.
Email
Joan to submit your question for consideration for publication, request permission to reprint an article for distribution, or for information about carrying Joan Lloyd's weekly column in your publication, or on your Internet or Intranet site. Visit
JoanLloyd.com to search an archive of more than 1400 of Joan's articles.
© Joan Lloyd & Associates, Inc.