Delivering Bad News
A co-op grocery store worker killing his supervisor after a bad performance review was a reminder of the dangers that sometimes surround employee evaluations. Experts say, however, that a few steps by HR professionals and supervisors can help mitigate the risk of employee violence. By Jared Shelly, senior editor/web editor of Risk Insurance Richard Gagnon surely saw himself as an exemplary employee. Working for an organic grocery co-op in Brattleboro, Vt., he was the go-to employee for wine advice and the 59-year-old was a fixture at the store, according to news reports. But in August, Gagnon did something shockingly out-of-the-ordinary for the artistic, laid-back town -- he shot and killed his boss, Michael Martin, also 59. One possible motive is that Martin gave Gagnon a bad performance review, according to police. Whether that was the ultimate reason Martin was shot may never be determined, but it certainly would not the first time an employee lashed out against a manager over a poor performance review. On Jan. 1, an employee at Suburban Hospital outside Washington, stabbed his supervisor 70 times after receiving a bad evaluation. In 2007, a NASA employee who received a poor review killed a hostage and himself at the Johnson Space Center in Houston. With the economy in shambles, supervisors find themselves delivering more bad news these days, whether it's firings or salary freezes, and employees desperate to hang on to their jobs aren't likely to take kindly to poor performance evaluations. Meanwhile, shrinking budgets mean supervisors have more responsibilities on their plates, and catering to employee sensitivities may be put on the backburner. HR leaders can help managers understand that following a few steps can help mitigate the risk of employee violence, whether the company is a multinational or a small shop like the co-op in Vermont. For example, don't fire someone on a Friday because they'll have the whole weekend to stew about it and most likely won't be able to contact outplacement coordinators, career counselors or hear back immediately from new job opportunities, says Richard Plansky, senior managing director for Kroll's Business Intelligence and Investigations practice. They don't have immediate access to soften the blow,'' says Plansky, who is also head of Kroll's New York office. Bruce Blythe, CEO of Crisis Management International in Atlanta, says communication is the single best diffuser of violence,'' and reminds HR leaders that employees who may become violent almost always think they're being unfairly treated. So sidle up with them. Encourage them to talk. If they feel unfairly treated, they'll surely want to explain their point. Tell them you'll talk to management about their concerns. Now they are aligned with you,'' says Blythe, noting that if they feel like they've got someone in management on their side, they're less likely to get violent. Another idea is to build them up: 'I know you're upset with your performance review, that tells me you care about your job,' '' says Blythe. Such a move can reframe the discussion.'' Plansky says supervisors and HR professionals should make sure to look for predictors of workplace violence before delivering bad news. Does the employee have a history of violence or mental illness? Are they going through a rough personal period in their lives? Do they have a heart condition? Do they have a gun license? It's extremely helpful to get an understanding of what's going on in a person's life before delivering the bad news,'' says Plansky, noting that red flags could cause a manager to do things differently. Employees who commit violence in the workplace tend to have had known gripes in the days and weeks leading up to the incident and may have been acting strange. So HR leaders and supervisors should make sure that other employees know that if they see something, they should say something. If a company has the ability to offer severance, it's a good idea to backload the payout -- meaning the employee will get more of a payout in the last weeks of their severance, rather than the first ones. Back loading gives the employee the incentive to behave for a long period of time,'' Plansky says. Time tends to heal or soften the blow. Six months later, they're probably feeling better about it.'' 管理新知 您可能感兴趣的文章 Ask My Dog: There Are No Shortcuts to Quality and Service 2011-10-10 注意！这些扣工资的行为都是违法的！
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