Jarred Consulting

Continuing our series of top tips, when you are unable to deal with employee relations face to face, it can add to the challenge. Here we discuss how you can manage employee relations issues when working remotely. Managing Virtual Employee Relations Issues: Top Tips 1. Consider what is necessary These are extraordinary times which no one anticipated. Such fundamental and rapid change to the rhythm of people’s daily lives can result in a negative change in behaviour or in a dip in performance which an employer may not have seen before. A pragmatic approach here is vital – someone about whom there have been no time-keeping concerns in the past but who might be logging on later than usual now they’re at home, is likely to be doing so to fit around other commitments such as childcare; a gentle word at the right time is all that is required without recourse to a more formal conversation. Similarly, if you become aware of a person who is less productive than usual it is far better to check in with them and make sure they are okay rather than appear heavy-handed. While it is important to take a ‘business as usual’ stance where you can and to apply consistency in approach, remember this is anything but usual for us all. Taking time with each member of your team to understand how the current situation is impacting them, both mentally and in their personal and domestic circumstances, will help you address issues before they arise, including agreeing changes to their working arrangements until organisational life begins to return to normal. 2. Avoid overlooking issues that should be addressed The temptation to overlook things and to bury heads in the sand is always greater when we don’t physically interact with people but avoidance is not a sensible option, however tempting. Just because everyone is adapting to a complete shift in working practices doesn’t mean that you should overlook things that would normally be addressed in the physical workplace. For employers who have people working both remotely and some who are still in the office because it’s not possible for them to carry out their role from home, it is vital that you treat them in the same way. Ensure any ER related matters that had already started before 23 March 2020 are progressed to their conclusion and tackle any new, necessary issues that arise in the same way as you would before. 3. Following process is key Don’t be tempted to cut corners simply because you’re conducting ER in a virtual way. In the same way as you would do if you were carrying out the process in the office, you should ensure that all of the steps you would ordinarily take are followed. Practical steps to consider include agreeing how best to share necessary documents; sending documents in both hard and soft copy where people do not have reliable access to a PC or poor broadband connectivity; agreement that electronic signatures are acceptable in the absence of ‘wet’ signatures and explaining that you will be taking notes during any meeting so you may need to ask them to slow down when speaking (note-taking in a virtual way is harder than when face to face). Don’t overlook the fact that a person has the right to be accompanied to any appropriate meeting so practical consideration needs to be given to this too – do you have the technology to facilitate a three way conference call or video meeting? How will you facilitate an employee and their companion being able to have time together during a virtual recess in a disciplinary hearing for example? 4. Use video meetings, where possible Any meeting is more successful when people can see each other and this is even more the case when a discussion is likely to be challenging. It allows you to see the non-verbal cues and ensure that you each have the other’s full attention – this is vital in this type of meeting as it will allow you to more effectively determine if a pause or postponement is required due to a person’s distress. Robust and reliable technology are also important so that the meeting can run as smoothly as possible. Also, do all you can to make sure you are not going to be interrupted, or distracted, and that there isn’t anything hanging on the wall behind you which will be picked up by the video lens and distract the person you are speaking with. 5. Do any reasonable adjustments need to be made? Give allowance to a person who may be at home alone with a child/children of a young age and who cannot be left unattended for a longer period of time. Consider holding the meeting outside of core working hours if this is easier for the person concerned. Similarly, ensure that you have made provision for anyone with a disability and for whom a video meeting is more difficult. 6. Set the tone One of the biggest challenges of an online meeting is that it is more difficult to read attendees’ body language when they’re connected virtually. But this doesn’t mean that virtual meetings should feel less inclusive or personal. While it’s important to keep the meeting on track, don’t ignore the need to use a collegial and engaging communication style. An intentional approach to how you communicate at the opening of a virtual meeting will help set the tone. Visual cues, such as a smile or direct eye contact, can go a long way. Make sure participants are introduced at the beginning of the meeting and outline each person’s role in the meeting, including any companion’s. When you facilitate a virtual meeting, you may have to shift between a directive and supportive voice more than you would in an in-person meeting. You might ask more open-ended questions (supportive voice), followed by more pointed questions (directive voice) to engage with the person at different points. 7. Compassion and empathy This type of meeting is always one that is likely to be difficult, however sensitively handled and even more so in the current situation. It is vital to create an environment which the person feels is transparent and honest and that they have a full opportunity to put forward their own views of a situation. Avoid any temptation to bring the meeting to a swift conclusion just because the whole experience is proving uncomfortable for everyone – you don’t want to be in the position of having to reconvene unnecessarily because something was overlooked in the first meeting, not least because this generates even more stress for the person concerned – and possibly you! Every situation is multifaceted and complicated, especially right now. If you approach an employee relations meeting with empathy, it’s more likely that you’ll be able to see the big picture and make an accurate assessment of events; this is vital for any person subsequently asked to chair a disciplinary or grievance, or hear an appeal. 8. Follow up Upon conclusion of any meeting/hearing/investigation, do all you can to bring the process to an end in as timely a way as possible. This is even more important in the current situation – people are under all sorts of different pressures, some of which you will know nothing about so don’t add to this by extending any timelines or unnecessarily delaying the communication of any outcome – even if it is one not in their favour. Again, avoid avoidance! Bear in mind too that people can’t currently draw on the support of colleagues as they would when in the office together; this can lead to a sense of isolation and anxiety which is much less easy for people to spot, including you. Always share details of support that can be offered as the person’s employer such as details of an Employee Assistance Programme (EAP). Written by Rachel Ward https://www.linkedin.com/in/rachel-ward-b3663312/  There are still areas of uncertainty relating to furlough leave, for example, can an employee be on furlough leave and holiday at the same time? We will keep this document under review and update it as appropriate. Please keep an eye on our website: www.jarredconsulting.com for further updates.