In theory, investigating sounds easy but in reality, it is often not. Just opening an interview is often difficult. Even the most open of employees generally aren't inclined to be cooperative. At best, the most cooperative of persons generally does not want to get involved in such sensitive interactions between coworkers. Interactions usually involve some type of management intervention. In such common yet messy situations such as complaints against group managers, or long term or influential coworkers, it is understandable why the more reasonable the employee, the more unlikely they want to be involved in organizational machinations.
On the flip side are employees who seize the opportunity of an investigation to redress past wrongs, retaliate against coworkers or managers - even if they have to repackage, omit, obscure or confuse information.
Some employees are combative in an investigation because whether rightly or wrongly they mistrust the organization, management or even the investigator.
It's important for an investigator to be able to create trust, identify any obscuring of issues, react to new information, and overcome any hostility, all the while determining credibility of all parties in an investigation.
Why Should you Attend:
Wherever there are people, there are employee relations issues, which can turn into compliance issues. Today, there are enough misunderstandings and miscommunications to keep employee relations persons busy all day.
This webinar will cover methods and techniques to smooth the way through the most difficult part of any investigation; opening interviews smoothly, garnering accuracy and cooperation from scared, difficult, combative, angry and upset complainants and coworkers.
Objectives of the Presentation:
Objectives of the presentation are to discuss about:
Who can Benefit:
- How to start an interview so that most of the witnesses will be truthful and forthcoming from the beginning.
- How to tell the difference between misinterpreted recollections vs. purposeful distortion or even providing misinformation.
- Telling the difference between a witness's selective memories vs. human forgetfulness.
- Finding out if the investigator didn't ask any understandable, good question vs. a witness's purposeful omission.
- How to get to facts that were omitted whether purposefully or not.
- Getting to the bottom of inference and untangling the web of deception.
- The best defense is a good offense mindset – Interviewing those who disorder, complicate, blow up and back track.
- Leave the TV shows out - The 5 best ways to tell if someone is lying to you.
- How to ask good questions to get good answers.
- HR Associates
- Managers and Generalists
- Employee Relations
- Plant Managers
- Business owners
- Those in non-HR jobs who have investigatory responsibilities.