In theory, even in a training class, investigating sounds easy but in reality, it is not. One common reason is by the time an employee complains; the complaint more often than not, include multiple issues, elements and alleged policy violations. The complaint that started with one employee may with time have spread to include multiple employees and the longer the employee waits to complain, the more complicated it becomes. Sometimes, the complaint keeps changing so much that the employer is left with only the option of investigating.
The key issues that affect an investigation are: uncooperative coworkers, coworkers who conveniently "don't recall". The final straw is recollections of facts by everyone, complainant witnesses and accused, are often affected by long-term dissatisfactions, high emotions, and drama. Employers also need to avoid triggering retaliation claims during investigations. The manager has to effectively manage the employee's performance through this storm without compounding the problem or creating (or magnifying) a legal risk.
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 every day, 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:
The objectives of the presentation are to discuss about:
Who can Benefit:
- Handling hard to manage complaints.
- Tangled issues and complaints.
- Multiple complaints.
- The complaint that keeps expanding or changing
- Complaints tangled with performance problems.
- Managing performance without incurring retaliation.
- How to start an interview so most witnesses will be truthful and forthcoming.
- Fuzzy Recollections.
- How to nudge the memories of those who "don't recall" - whether purposefully or not.
- How to tell the difference between misinterpreted recollections vs. purposeful distortion.
- How to tell the difference between selective memories vs. human forgetfulness.
- Constructing good questions that make it more difficult to omit information purposefully.
- Getting to the bottom of inference and untangling the web of deception.
- Interviewing those who are angry, complicate the matter, blow up and back track.
- What to do if you suspect someone is lying to you.
- HR Associates
- Managers and Generalists
- Employee Relations
- Plant Managers
- Business owners
- Those in non-HR jobs who have investigatory responsibilities.