Lynne Curry, CEO of The Growth Company, Reveals Essentials for Avoiding Legal Trouble with Employees
In response to numerous inquiries Dr. Lynne Curry, CEO of The Growth Company, Inc., shares with us the essentials for avoiding legal trouble with employees and how not to overlook the warning signs that in turn could be costly.
Anchorage, Alaska (PRWEB) October 23, 2012
A botched employee situation can cost thousands or even hundreds of thousands of dollars if it turns into a lawsuit. Today,Lynne Curry, CEO of The Growth Company responds to several clients and reveals essentials to protect themselves and their companies.
The first essential tip Dr. Curry mentions is to not overlook warning signs. Employee problems often lurk under the surface while managers focus on other more tangible tasks. Like the iceberg that sunk the Titanic, off-the-radar people problems can sink a company.
One client, for example, knew one of their more vocal employees felt unfairly paid or treated, but the client hadn't had time to sit down and either agree he merited an increase or let him know he's mistaken. The employee grew more bitter every day and took it upon himself to contact a local union, which initiated an organizing campaign.
Whenever an employer notices an employment problem, they need to attend to it. The prompt action they take helps avoid digging themselves out of trouble later.
The second essential piece of advice Dr. Curry has is to communicate, communicate, and communicate. Regardless of what else lands on the priority list, give employees time. Every hard-working employee deserves thanks and deserved recognition pays off in continued morale and productivity. Further, motivated employees rarely create problems.
Next, Dr. Curry says to respect every employee in every interaction. Employees who feel disrespected inevitably extract a payback, through lowered productivity, supply room theft or legal system revenge. Treat all employees as if they merit thanks for the good work they do, because they DO.
Many employers have several employees they trust more than others. Although understandable, Dr. Curry states that employees resent managers who play favorites. Consider what might occur if employers treated all employees, even the ones who get on their nerves, as valued.
No matter how often an employee pushes the employer's buttons, Dr. Curry says they need to watch their mouth and their actions – because co-workers and juries more often sympathize with fellow employees than the higher paid manager. Employers never want to pay for that slip of the tongue with damaged morale.
The fourth piece of advice from Dr. Curry is to not punish messengers. Sometimes employees let employers know when their actions upset him or other employees. Although employers may want to quash the loud-mouth who comments “Emperor, you forgot to put your clothes on,” those willing to speak up when we fall short help us out. Dr. Curry adds that without them, we might not realize under-cover problems exist.
Further, employers take a legal risk when disciplining whistleblowers or those who complain about discrimination, harassment or unsafe working conditions. When employers learn about problems, they should fix them and respect the employee who brought the problem forward.
Finally, Dr. Curry advises to document before the last call. Hope springs eternal and most managers put off documenting performance problems. As a result, they may arrive at a decision to terminate an employee yet lack the documentation needed. When supervising an employee starting a downhill slide, begin documentation. If the employee improves, toss the documentation. If he doesn't, the necessary proof to back up your decision will be documented.
For more information on The Growth Company Inc.'s training and HR On-call services to companies needing help with recruiting, team-building, strategic planning, management or employee training, mediation or HR trouble-shooting, please visit http://www.thegrowthcompany.com.
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