Besides more typical HR work for clients, my practice includes workplace investigations. I have been hired to conduct several workplace investigations this year. Last year I had none. So, I’ve been wondering why this year is more fraught with workplace complaints, in both remote and in-person work environments. A contributor may be that people are frazzled, burnt out and not dealing as constructively with workplace situations as they did in the past.
In a webinar I attended earlier this year on trauma-informed investigations, it was raised that everyone has gone through trauma in their life in some form and to some degree. But not everyone has fully healed, and many are experiencing new or reawakened trauma due to the pandemic and/or other world events.
Legitimate workplace concerns have been raised, but this year seems different and more intense. This past year has been heavy and traumatizing to the general population in many ways, and impacting some more than others very personally, including staff and management. Some turn to work to keep busy, and may not even realize they are just hanging on below the surface, and perhaps unconsciously acting out, reading negativity into relatively normal interactions or leaking their unconscious biases into the workplace.
First, there is a lingering grief over the injustices and cruelty certain groups have been facing for generations, cracked wide open since last spring. Positive steps have resulted, but it still seems like an open wound for many that is going to take time to heal, understandably. Members of many groups continue to experience significant trauma, pain and distrust, and exhaustion and overwhelm from processing so many feelings.
As well as the group-specific issues, we are all dealing with the stress of constant shifts in policy and status of a global pandemic, rifts over vaccines and masks, and what this all means to our health and safety, our families and friends, our work, workplaces, work-life balance and culture. What will back to school be like this year? Will kids be forced to come home due to another outbreak? Will they be safe? Will I have the flexibility to work from home? Will that be productive or distracting? How will a hybrid model work? Having all of this uncertainty go on for over a year is also quite exhausting, and we are facing another several months or more of restrictions, shifts and unknowns.
In addition, some may have friends or family members trying to flee a distressed or war-torn country, or recovering from devastating floods, fires, earthquakes or tornadoes. Some consider global climate issues to be the main existential crisis of our time.
If you are lucky, these issues may not occupy the front of your mind on a regular basis, but it’s a constant undercurrent for many, and some are dealing with several of these issues simultaneously while trying to have a productive life work and outside of it. Many who didn’t already have a mental health issue are probably at least dealing with some form of mild anxiety – and hopefully recognizing and managing it effectively.
Work can be a great outlet and distraction from one’s own personal or the world’s troubles. Or it may seem insignificant by comparison, so it can be harder to keep some staff motivated. Some go the other way, take a lot of pride in their work and feel it’s something they can control. Therefore, some may not take feedback as easily. You may find people taking feedback more personally or critically than you are intending. You also may not be delivering it as well.
Being busy, impatient or frustrated sometimes as a manager is not harassment. Neither is reasonable performance management. However, you may be more on edge, or some staff may be more sensitive and on edge for their own reasons. Staff’s personal issues are not your fault, but be aware of where your leadership or communication style may benefit from some adjusting to bring greater clarity, lend more of an ear, or ease pressure on staff as needed.
A pretty consistent theme in investigations is that many people just want to be heard, and once an impression is made it can be hard to change. In the absence of good communication, negative perceptions and issues can snowball due to confirmation bias. Next thing you know, you may be faced with a harassment complaint.
I believe that if managers or leaders spend more time with staff and really listen to them (assuming they are willing to share which is another issue and can’t be forced), many of them will not become complainants. I am not suggesting to get into staff’s business if they don’t want to share personal information, but if concerns come up and management makes it known that they are accessible and willing to listen, genuinely, some initial uncomfortable conversations can effectively pre-empt larger issues later.
Other things management can do – perhaps obvious but good reminders heading into the next wave:
- Ensure your staff know they are valued. Make an effort to compliment and recognize staff more than ever. And show it, not just tell. Try to find different ways. Celebrate and reward wins of all sizes. Find ways for staff to socialize, have fun and occasionally blow off steam.
- Take care of yourself too. Put the oxygen mask on yourself before assisting others, as the saying goes. As a manager or leader, your role means staff are looking to you for guidance and support. They don’t necessarily realize (or care) if you are struggling to keep the wheels on the bus. Get whatever support you need, so you can help staff get through these difficult times toward your shared goals.
- Cut some slack in timelines, and accommodate needs, where possible. For example, distinguish what goals are required from what would be nice to complete this year. If someone asks to work from home because they are afraid of getting Covid at work or on public transit, want to be home for their kids or just prefer it, you are not required by law to accommodate that request (i.e., those reasons aren’t medical). However, it may make longer term sense to accommodate someone in the short term, which can be negotiated and put into an agreement with an exit clause if it’s not working.
- Offer wellness (mindfulness, nutrition, sleep, exercise etc.) programs or allowances, and EAP (Employee Assistance Program – free, confidential counseling from qualified professionals). Your group benefits plan may also cover a portion of counseling costs if staff want to source their own mental health professionals. But that benefit is usually limited, whereas EAP is not.
- Make yourself available and genuinely listen, to a point. Empathy will probably be the most helpful thing you can offer. But don’t become therapist. If it gets too deep, it is appropriate to say, “I’m sorry you are going through this. I believe this topic may be getting beyond my realm of professional expertise and perhaps becoming more personal than I’m comfortable with, but I want to support you to get help.” Suggest considering EAP, flexwork, maybe paid or unpaid time off, and other appropriate resources staff can turn to, such as family, friends, family doctors, counselors, clergy or other trusted advisors.
Small steps such as this can be greatly appreciated and make people feel heard and valued as a person, not just an employee. That can go a long way towards retention also.
It is also important to manage staff if they are not performing well. If left unchecked, not properly managing poor or dysfunctional performers can lead to bigger issues in work outputs and drag a team down. Don’t ignore it or be afraid to talk to the person if they’re under stress. Share the feedback as gently and constructively as possible, and ask them if everything is OK. If outside issues come up, offer support such as referenced above, but reinforce the performance issues and expectations. It is up to staff to manage their own health and personal issues so they can perform effectively to the expected level of their job.
If a claim of harassment or discrimination is made, it is your obligation to get details and look into it. You may need an independent investigator, but sometimes an inside look will suffice if done properly.
My intent here is to try to help avoid stress and misunderstandings from getting to a breaking point, and remind everyone to demonstrate empathy and understanding as significant workplace shifts will continue for a while. Check in with yourself. Check in with others. Your staff, culture and business will benefit.