Difficult Conversations: Resolving Conflicts & Harassment in the Workplace - Essay Sample

Introduction

Difficult conversation in the workplace involves complains from employees about their colleagues' behaviours. The purpose of the conversation is to allow both employees to explain themselves to understand the basis of the harassment or hostility. The objective is to ensure that each employee is judged and assisted accordingly. In such a tough conversation, organizational policies for fairness, objectify, and confidentiality will be respected. It is important to note that six dimensions of supportive communication must be employed. These include description, problem orientation, spontaneity, empathy, equality, and professionalism.

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A Plan for the Conversation You Would Have With the Employee

The goal is to convince the aggrieved employees that the company is an equal opportunity employer that strives to maintain a safe workplace. Before deciding on the case, reach employee will be asked to provide information about the hostile incidences such as the date, time, and the type of harassment meted against her. The employees will also be required to provide evidenced including witnesses if possible (Robinson, 2017). The reactions of both employees will vary and the response will determine how the case will be handled.

The most common response from the defendant is denial and later pleading guilty for the offences against which one is reported. The most effective solution is victim-offender mediation and if the offender repeats the mistake, the offender will be subjected to the company's workplace laws which might lead to termination of tenure and legal redress. After the employee has spoken, the HRM should manage his emotions and that of the employee by speaking slowly, consider the view of the employee and encouraging the employee to provide detailed information on the issue.

The HRM should show genuine concern for the employee and expressing his support to the employee. The HRM will also offer reassurance on the issue without becoming inflamed or defensive. Reading to the employee the company policies on such issues will help the employee understand that the matter will be addressed adequately (Knight, 2019). The manager will also talk to the employee about not reacting to threat or demands from the accused becks that can trigger aggression. The employee will be given the final decision and be allowed time to reflect on the issue. Reflection can help both the HRM and the employee learn from the incident.

The Most Important Points That Will Be Covered in the Conversation

• Legality and ethicality: The complainant has legal and ethical concerns that must be addressed. The complainant will first be allowed to report the harassment.
• Comforting the victim: The victims need comfort and support and should be made free to express themselves. They need listeners that is why the managers will listen to the offender keenly (Bradley & Campbell, 2016).
• Listening to both sides: It is the important first step is to summon the defendant and the complainant separately to give their account of the case. Each one's explanation will be recorded to help in understanding the case

Accused's response: The defendant's response to the concern raised will also be noted. The defendant will be allowed to provide all the to the case. This way, bias is prevented in the case and objectivity is achieved. It is always advisable to listen to both sides of the story to understand the relationship between the two before the case and know what might have led to the incident. If any new information becomes known, the two will be summoned to the HRM's office (Knight, 2019). This way, they will both discuss the reasons for behaving in away. For example, the defendant will explain to the defendant why he insists on having a date with him and the complainant will explain to then defendant the reason she rejected the request for a date

Facts and Issues to Be Checked

All the facts and issues must be checked thoroughly including evidence. In case the defendants are on the wrong, he will be advised on what do including behaviours change. However, the employee will be first writing a show-cause letter and apologize for the two complainants before being allowed back to work (Robinson, 2017). In case the employee repeats the mistake, he will vet served with a cease and desist letter to warn him of possible legal redress in case he repeats the mistake. Nevertheless, the defendant will be suspended and possibly terminated if he continues to harass the complainant (Bradley & Campbell, 2016). The HRM should be clear, direct and unemotional in handling the case to avoid falling for the emotional display by the accused or then complaint. Some use emotion to drive their bad agenda.

Conclusion

It is to convince the complainant that there are workplace policies around harassment and must be respected. The HRM will explain to the employee why the defendant was summed, warned and let to work again without immediate suspension. Even though all facts were presented in the meeting, the HRM will also explain to the employee that the issues discussed will remain private and confidential unless through their permission they agree to be published for public education. The manager will deliver the decision is a courageous, honest, fair manner. To empathize with the wrong employee is important and this will be expressed both verbally and in writing. In case the accused employed is wrongly accused, he should be accorded courtesy.

References

Bradley, G., & Campbell, A. (2016). Managing Difficult Workplace Conversations. International Journal of Business Communication, 53(4), 443-464. doi: 10.1177/2329488414525468

Knight, R. (2019). How to Handle Difficult Conversations at Work. Retrieved 11 October 2019, from https://hbr.org/2015/01/how-to-handle-difficult-conversations-at-work

Robinson, L. (2017). Effective difficult conversations: a step-by-step guide. Journal of the Australian Library and Information Association, 66(2), 190-191. doi: 10.1080/24750158.2017.1318909