1 © 2008 eaptools.com investigating complaints and incidents properly
TRANSCRIPT
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1© 2008 EAPtools.com <XX Min.>
Investigating Complaints and Incidents ProperlyInvestigating Complaints and Incidents Properly
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Investigating Investigating Complaints and Complaints and Incidents ProperlyIncidents Properly
Take an unbiased, fact-based approach when investigating employee complaints.
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The Litigation Explosion
• A litigation explosion has occurred in the past
20 years
• Employers face mounting legal exposure on many fronts, from harassment to discrimination
Skill
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Avoiding Litigation
• By investigating employee complaints properly, you can keep your employer out of court and help all parties reach a fast, fair resolution
• Speed and responsiveness are critical
• Procrastination or putting off an investigation is viewed as negligence and apathy
Skill
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Handling ComplaintsSkill
12• When an employee
complains about unfair treatment your first instinct may be to ask, “Has the employee done anything about it aside from complain?”
• It’s smarter to focuson what you mustdo to address the issue
• Doing otherwise could weaken your defense that you acted proactively
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How to Investigate
• A proper investigation consists of immediate fact-gathering
• Assure the accuser that you will protect him or her from retaliation
• You may want to partner with an HR rep to help with interviews, and the HR department may consult an attorney for advice on how to proceed
Skill
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How to Investigate (continued)
• Begin by holding private interviews with the employee and anyone else who may provide pertinent information
• Ask each interviewee for notes, emails or other relevant evidence
• Include copies of such evidence, along with your interview notes, in a confidential file
Skill
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Interviewing the Accused
• If he or she wants to terminate the interview and leave the room, don’t stand in the way
Skill
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Interviewing the Accused (continued)Skill
12• Ask open-ended questions
—what, how, etc.
• Take notes
• Allow review for accuracy
• Notes can be admitted as evidence in a trial, so stick to the facts
• While you should never promise confidentiality to any interviewee, assure them that the only people who will know about their comments will be those individuals with a need-to-know status –HR, senior management, etc.
““What a bunch of bull.”What a bunch of bull.”
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Gather Specific Facts
• How often did it occur?
• Where did it occur?
• Any witnesses?
• Who said what?
• What happened next?
Skill
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What to Look ForSkill
12• Accusers who provide
concrete, verifiable facts bolster their claim
• Take special note of employees who repeatedly can’t recall specifics and give evasive answers
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Smart Questions to Ask
• Are these allegations true?
• If not, how exactly are they inaccurate?
• Any idea why you’d be falsely accused?
• What exactly is your personal and professional relationship with the accuser?
Skill
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Smart Questions to Ask (continued)
• What witnesses can support what you’ve said?
• Were you aware of the employee’s concerns?
• Did he or she ask you to stop acting a certain way?
Skill
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After Fact-Gathering
• Inform both parties of your findings
• Even if you don’t take action, summarize your conclusion so that everyone knows the outcome of your investigation
Skill
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Warning
• Never conduct an investigation if you’re in any way named in the complaint
• You must act as a neutral third party to avoid any hint of conflict of interest
Skill
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TipSkill
12• Let witnesses talk
as much as possible
• Set the right tone for the interview by asking questions from beginning to end
• Don’t start by summarizing what you know or revealing facts or allegations
• Your goal is hear the story…
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It’s TrueSkill
12• Most employees will
complain internally first
• If they feel their supervisor doesn’t respond promptly and fairly to their complaint, they will take the next step and involve third parties