How To Exhaust The HR Department

And How To Re-Do Impartial Grievance Hearings:

 

Grievance Hearing 1.0

Dont’s:

  • Don’t have a manager hold the grievance hearing raised against a colleague from his immediate neighbouring area, as this will compromise a truly impartial investigation and decision.
  • Don’t have the hearing manager patronize and hold the person raising the grievance for an idiot, by asking if 40 or 50 out-of-date items were left by an MOD over night, while the grievance raiser left only 1 item out and was about to get penalized for it by the manager who targeted her. You may look more absurd in the long run for a poor try like this.
  • Don’t remove the HR advisor from the hearing process, who raised the grievance in the first place on behalf of the bereaved and bullied employee, giving hope to that traumatized staff member. Doing so would cause the crushing of hope again, starting a series of events that could have been avoided early on if everything was conducted fairly, impartially and respectfully.

Do’s:

  • Do have a truly impartial Manager and HR Note Taker to do the hearing.
  • Do indeed hold a truly impartial grievance hearing.

Appeal’s Hearing 1.0

Dont’s:

  • Don’t have a manager hold the appeal’s hearing who is not only a known colleague, but a close friend of the first grievance hearing manager. As it would be difficult going against the decision of a friend, this will compromise a truly impartial investigation and decision.
  • Don’t speak to the colleague the grievance is raised against before you hear all the allegations raised first, as you won’t be impartial and would have already pre-judged the case more or less.
  • Don’t instruct the person who raised the grievance to go to the person the grievance is against, to inform them what was spoken about in the appeal’s hearing to prepare the one who grieved the employee that the grievance is about to be partially substantiated against them. Be a manager of integrity and courage, and do that job yourself, not sending the grievance raiser like a sheep to the wolf, if you don’t have the stamina to do that yourself!

Do’s:

  • Do have a truly impartial Manager and HR Note Taker to do the hearing.
  • Do indeed hold a truly impartial grievance hearing.

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Grievance Hearing 2.0

Dont’s:

  • Don’t have a manager doing the hearing who was already involved in the case by having been copied in on emails sent to managers and HR previously.
  • Don’t have a manager hold the hearing, who has no problem whatsoever that a bereaved and traumatized team leader is repeatedly rebuked by her line manager in front of the team, the team leader then having a nervous breakdown two days before the first anniversary of the death of her brother, and being further bullied by having to do customer service while in the middle of that breakdown in tears. If you as the hearing manager have no problems with this, you should not only not be the hearing manager, you should resign and rethink your ethical values and emotional intelligence.

Do’s:

  • Do have a truly impartial Manager and HR Note Taker to do the hearing.
  • Do indeed hold a truly impartial grievance hearing.

Appeal’s Hearing 2.0

Dont’s:

  • Don’t have a manager doing the hearing who has also already been informed prior to the hearing of being asked to sit down informally to calm down the bereaved and traumatized employee who kept losing her mind. Even if you are one of the more empathetic hearing managers compared to the others, you would still not be impartial.
  • Don’t be double-faced by saying that it is okay to email but then behind the scenes sending on the emails to HR who later penalized the person for having sent the emails.

Do’s:

  • Do have a truly impartial Manager and HR Note Taker to do the hearing.
  • Do indeed hold a truly impartial grievance hearing.

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Grievance Hearing 3.0

Dont’s:

  • Don’t have a manager doing the hearing who already finds answers and reasons of misbehaviour before having fully heard and investigated the case.
  • Don’t let the hearing manager just substantiate bits and pieces to silence the grievance raiser, while the people business partner the grievance is against, is waiting outside in plain view pretending to be on the phone, winking at the HR advisor accompanying the grievance raiser out of the hearing.

Do’s:

  • Do have a truly impartial Manager and HR Note Taker to do the hearing.
  • Do indeed hold a truly impartial grievance hearing.

Grievance Appeal 3.0

Dont’s:

  • Don’t have a manager hold the hearing who is brand new to the company having to prove herself in her trial period, after another hearing manager who was indeed not impartial as having been informed throughout, was removed from the process upon request by the grievance raiser.
  • Don’t have that hearing manager who is a head of a department have a laugh during a very serious hearing process.
  • Don’t have a note taker who compares the traumatized bereaved with another traumatized bereaved employee, judging both as being “bitter” because they keep raising grievances due to mistreatment during bereavement. Not taking their issues serious may hurt their lives irrevocably.
  • Don’t have that note taker say, that in hindsight he made a mistake by agreeing that the company can indeed improve on the supporting of the bereaved employee.

Do’s:

  • Do have a truly impartial Manager and HR Note Taker to do the hearing.
  • Do indeed hold a truly impartial grievance hearing.

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Disciplinary Hearing 1.0

Dont’s:

  • Don’t have a manager hold the hearing who has personal conflict due to very similar bereavement.
  • Don’t have that hearing manager enter into secret and solely electronic communication after giving a disciplinary for electronic communication.
  • Don’t have that hearing manager take personal advantage of the vulnerable and traumatised grievance raiser, by abusing their position in using tools of Hypnotherapy and NLP for their own studies, and personal as well as occupational advantages.

Do’s:

  • Do have a truly impartial Manager and HR Note Taker to do the hearing.
  • Do indeed hold a truly impartial grievance hearing.

Appeal’s Hearing 0.0

No Appeal raised due to naivety and plain stupidity of having believed to be truly supported by the company now.

Dont’s:

  • Traumatized Bereaved Grievance Raiser, don’t trust an HR department and company who repeatedly hold flawed hearings.

Do’s:

  • Do regret not having raised an appeal and gone to court early on due to repeated lack of impartiality and “fundamentally flawed” hearings.
  • Do learn from this that if this happens again to raise a grievance against the hearing manager abusing their position for personal gain.

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Grievance Hearing 5.0

Dont’s:

  • Don’t have a manager and HR advisor hold the hearing where you have to start the formal procedure as they kept starring at you, not knowing how to start.
  • Don’t have a manager hold the hearing who is at first empathetic, even sharing personal information in an informal moment, confirming that the grievance raiser has “been wronged” and then later be completely the opposite, as HR is really behind the decisions.
  • Don’t have a manager hold the hearing who does not investigate and interviews witnesses named.

Do’s:

  • Do have a truly impartial Manager and HR Note Taker to do the hearing.
  • Do indeed hold a truly impartial grievance hearing.

No Appeal raised as it was useless and ridiculous to keep going on in this flawed system. But one gets the point!

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Dismissal Hearing 1.0

Dont’s:

  • Don’t have a manager hold the hearing to patronize the grievance raiser by being the OPs manager of the manager the grievance raiser loved to work with. Another clever “retaliation” by HR choosing “impartial” hearing managers.

Do’s:

  • Do have a truly impartial Manager and HR Note Taker to do the hearing.
  • Do indeed hold a truly impartial grievance hearing.

Dismissal Appeal 1.0

Dont’s:

  • Don’t have a manager hold the hearing who just sits there purposefully not saying anything to avoid to truly investigate impartially by asking questions.
  • Don’t have a note taker who is so slow in taking notes, not attentive enough to follow what is being said, unless there is no other note taker anymore, due to the grievance raiser having exhausted the largest department of the company.

Do’s:

  • Do have a truly impartial Manager and HR Note Taker to do the hearing.
  • Do indeed hold a truly impartial grievance hearing.

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How To’s and Tips for a Formal Hearing:

Dont’s:

  • Don’t discriminate by just using mainly women to hold the hearings (17 women/3 men).

Do’s

  • Be truly equal opportunity by giving male managers a chance to hold a hearing for / against a female employee. Unless, of course, the challenge is too grave for them.
  • Do rethink your HR department and if the methods of hearings are so steeped in dishonesty and trickery, that it is hard to break that habit and open new windows to bring in fresh air and clean a toxic environment.
  • Do remember that you are dealing with people, with human beings who go through personal and professional issues that can make them ill and even take their lives. Do remember the name and mission of your department: Human Resources.

Sincerely,

Your HR Department Exhaust-er

 

File2016

The “Ex-Files”!

 

 

 

 

 

 

 

 

 

 

 

 

 

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