Most employees, who have a complaint, share more than one issue or entangled issues. Emotions run high and affect recollections and employers often have to depend heavily upon these employee recollections. Other times problems have festered for a long time and affected other aspects of employment.
Upon an employer commencing to investigate, many employees will do their best to be forthcoming, and recount truthful and factual information to the best of their abilities. However, in the real world, not all employees are cooperative, forthcoming or even honest. In the real workplace, deception, omission and interference can flourish and with the unhappy result of someone being reprimanded or retaliated against for conduct they didn't do or in which they didn't participate. Such conduct often continues, even escalates because the failed investigation in some respects, validated the employee(s) and encourages a repeat of the conduct and often even retaliation against parties. The failed investigation leaves documentation that the employer knew of, mishandled the problem, and perhaps even ignored retaliation. Scenarios creating possible legal liability for the employer.
Therefore, it's important that an employer get to the bottom of situations as best as they can in a factual manner without being waylaid by drama, bad memories, and high emotions and sometimes even outright lying.
Why Should you Attend:
Wherever there are people, there are employee relations issues, which can turn into compliance issues. Today, there are enough misunderstandings and miscommunications to keep employee relations persons busy every day, all day.
This webinar will cover methods and techniques to smooth the way through the most difficult part of any investigation; untangling the real issues of a complaint and interviewing smoothly; garnering accuracy and cooperation from scared, difficult, combative, angry and upset complainants and coworkers.
Objectives of the Presentation:
Who can Benefit:
- Processes and procedures to get your ducks in a row before you ever start an investigation.
- How to untangle issues and elements of a complaint. How to triage issues of a complaint to determine what the employer should be investigating, the manager should be resolving and for what the employee is accountable.
- Starting an interview in a way that is friendly but authoritative enough that most witnesses will be truthful and forthcoming from the beginning.
- How to ask good questions to get good answers.
- How to tell the difference between misinterpreted recollections vs. purposeful distortion or even providing misinformation.
- Telling the difference between a witness's selective memories vs. human forgetfulness.
- Determining if the investigator did not ask good question vs. a witness's purposeful omission.
- How to get to facts that were omitted whether purposefully or not.
- Getting to the bottom of inference and untangling the web of deception.
- Interviewing those who disorder, complicate, blow up and back track.
- Forget TV - The 5 best ways to tell if someone is lying to you.
- How to handle a hostile even lying witness.
- HR Associates
- Managers and Generalists
- Employee Relations
- Plant Managers
- Business owners
- Those in non-HR jobs who have investigatory responsibilities.