The Daily Danger Zones for Managers and Supervisors
Everyone knows that hiring and firing are big lawsuit danger zones, but often, it's the every-day, routine situations managers and supervisors mishandle, with expensive and disastrous results.
Here are our picks for daily danger situations:
Danger Zone #1:
Dealing with Requests for Time Off for Work
In today's workplace, a simple request for time off can turn into complex problem. Of course, leave requests are annoying. What department wants to lose a key person for days or even months? And what manager wants to deal with the intricacies of intermittent leave? "What, you get to take 3 hours off 'whenever'?"
Nevertheless, managers and supervisors must deal with these requests, and do so graciously. For example, if the organization is covered by the Family and Medical Leave Act, supervisors and managers must understand that the company will be required to grant up to 12 weeks of unpaid leave a year for employees who qualify.
And that leave may be taken bit by bit in the most frustrating way. Couple that with tricky definitions like "serious health condition" and the very specific notice requirements, and it's probably best to tell managers and supervisors to consult with HR when employees request leave or are absent for more than a few days.
The Americans with Disabilities Act, which prohibits discrimination against qualified individuals with a disability, may also come into play in these situations, particularly with respect to granting time off as a reasonable accommodation for an employee with a disability. Once again, the complexities of the law suggest a trip to HR.
Danger Zone #2:
Handling Other Employee Requests
Employees can come up with a lot of requests. They want to work at home, they want to share jobs, they want to go to school, they want any number of things.
Whatever the request, deal with it respectfully. If there is a policy, follow it. If not, tell the employee that you will get back, and then check with HR.
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Danger Zone #3:
Accepting Complaints and Concerns
Employee complaints are another challenge that make most managers and supervisors want to scream. But actually, you want the complaints. You want your employees to come to you rather than to a government agency or an attorney. You want to know of problems like harassment and discrimination as soon as possible so you have time to act.
In addition, complaints about wages or safety or illegal activity are generally protected activity. And this is true even if the basis of the complaint is totally wrong. So treat all of these complaints seriously.
Take notes, check with the appropriate department, and then give the employee a reasoned response.
Danger Zone #4:
Performance Appraisals
Performance appraisals are a routine duty that's often done casually. "I'll just give her a 'good' and be done with it." Always remember that that "good" can come back to haunt you when you try to fire that person for poor performance. Feel as if you're all alone in HR? Take on a partner—Managing an HR Department of One. Examine it at no cost or risk for 30 days. Get more information.
Danger Zone #5:
Compensation and Pay
Your organization probably has guidelines for compensation management. The lawsuit prevention side of exempt compensation is primarily an issue of consistency and fairness (that is, avoiding discrimination).
On the wage and hour side, overtime and regular pay and bonuses are a potential source of problems. Be sure to observe the rules of the Fair Labor Standards Act (FLSA) and state law.
Some aspects of the FLSA are technical, such as rules for waiting time, travel time, donning and doffing, and so on. Sort them out with your compensation department so you won't have to deal with them after the fact. For example, don't let an employee come back from a trip thinking he or she will be paid for hours that you don't intend to pay for.
Also beware of employees who work when not being paid, even if they say it's no problem. Whenever employees are working for you or doing anything for your benefit and you are not paying them, you are probably violating the FLSA
Strive for excellence: says HR expert
“To reach one's goal, it is essential to be both good and competent at work”
Management consultant and HRD trainer M.C. Das has exhorted the youth to prepare “vision statements for personal growth and academic excellence” in order to become good human beings and shine in their chosen careers. Students have to make it a habit to learn new things every day and lend a practical dimension to what they learn so that they can improve their inherent abilities and, thereby, reach the pinnacles of success, he has asserted.Giving the keynote address on ‘Human and academic excellence' at a seminar organized by The Hindu Business Line Club, in association with TATA Photon, at Vignan University, Vadlamudi, on Tuesday, Mr. Das said human excellence without academic excellence was useless, whereas academic excellence devoid of human values was dangerous to society, as such a tendency would give rise to “intelligent devils.” Human and academic excellence should be complementary. Business organisations recruit people who possess those qualities. There was no dearth of engineers or doctors, but there was scarcity of good managers, he observed.
It was essential for every person to first know about his or herself before embarking on the tasks of life. They should have to be both good and competent at work to achieve the desired goals. For, that they had to fulfil their roles as individuals and shape up as worthy professionals, he said.
Personal growth
Mr. Das listed “know your body,” “know your mind,” “know your feelings,” “know your behaviour,” “accept yourself,” “accept others and maintain cordial relations with people,” “appreciate others,” “accept your mistakes,” and “develop a happy attitude” as the nine mantras for personal growth.
Similarly, “know the subject of study,” “feel proud of studying it,” “love the subject you are studying,” “enjoy studies,” “study with enthusiasm,” “keep enriching your study,” “be creative in studies,” “respect people responsible for your education” and “contribute to growth of your institution” are the cardinal principles for academic excellence, he said.
