 Off The Job Conduct - a Workplace Threat?
Following our recent articles and focus on violence in the workplace, as well as domestic violence overflowing into the workplace some questions have come up. Here are a few questions and answers regarding off the job conduct and some issues you may want to consider.
Question: An employee reports that a coworker has been stalking her outside of the office, often following her home from work and parking outside her home for hours. Should we take any action?
Answer: You can, and should conduct an immediate investigation. This type of unwanted attention and potentially threatening conduct can place the employee at risk in the workplace. If indeed another employee is stalking this employee it is potentially criminal behavior that you must take seriously; it could lead to an unsafe workplace.
Question: Who should handle the investigation?
Answer: The best approach is through involving a team of managers and professionals from various areas of expertise. Assessing the potential for violence and determining an appropriate response requires the expertise of more than one individual because it may address human resources, security, management, medical, and legal issues. Be sure to consult with your human resources advisor. Once an action plan is developed, it can be implemented quickly while each team member acts simultaneously. Remember that you may not want your attorney involved in the investigation as they become witnesses.
Question: Can we terminate this employee because of her potential for violence?
Answer: You should avoid taking that type of action before an investigation is complete. There is insufficient evidence at this point that he or she has committed a crime or violated your policies, so an immediate termination may not be warranted. However, suspending her while the investigation is being conducted may be justified.
Please remember that Braun Consulting Group is here to help you in any circumstances where you may need advice regarding these types of occurrences. We would be glad to help you solve your problems.
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Employers Need Respiratory Protection Program By Oct. 5th 1998
OSHA claims that more than 900 workers lives could be saved each year if employers and employees comply with provisions of the Occupational Safety and Health Administration's (OSHA) newly revised respirator standard.
These new, stronger rules could also prevent more than 4000 injuries and illnesses annually. Five million workers in 1.3 million establishments (mostly manufacturing) in all industry sectors covered by OSHA are affected (except agriculture).
Reportedly the new standard reflects current respirator technology- as well as better ways to ensure that the respirator devices fit.
The new revisions clarify responsibility for administering a respirator program, and provide specifics on the following - respirator selection, use, hazard evaluation, medical evaluations, fit testing, and respirator training.
The latest OSHA changes address the use of respirators in Immediately Dangerous to Life or Health atmospheres, such as might be encountered by firefighters. In these situations, self contained breathing apparatus are required, and at least two firefighters must enter together and remain in contact with each other at all times. In addition, if two firefighters are in the burning building, two others must be on standby outside - the so-called "two-in/two-out" rule. This "two-in/two-out" rule may also apply in other industrial settings so check it out.
Other major requirements of a respirator program as outlined in the revised standard include:
a written plan with worksite-specific procedures
hazard evaluation to help employers select appropriate respirators
medical evaluation to determine the ability of workers to wear the respirators
fit testing to reduce leakage and insure adequate protection
training to insure proper use by employees
periodic program evaluation
The revised standard was published in the January 8 Federal Register and is effective in April. The determination of whether respirator use is required must be completed by Sept. 8, 1998, while the compliance date for all other provisions is not until Oct.5, 1998. 047 oca
(Note: this was based on an article from number 282 National News Update)
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5 Step Plan on Employee Absenteeism
Once you have developed your policy there is a simple plan to help you in dealing with the often nagging problem of employee absenteeism.
Educate. Explain your policy in full to all employees. Provide them with a written plan, and meet with them to go over it. Many companies make the mistake of assuming that employees understand the policy, when in fact they don't. Review the policies in training on an on-going basis. Follow the policy to the letter, and if your policy needs revisions don't put it off, but take the appropriate action.
Observe. Have a special notebook that you only use to record daily employee attendance records. Observe which employees are late, which come in early, and which are absent. If they are late or absent (or leave early), ask them for a reason. And keep a record of the reasons. Be sure to include everyone with no exceptions, and be aware that YOUR behavior will be observed by your employee's as well.
Counseling. If you have problem employees, meet with them in private to discuss the issues. Never discuss discipline in public. Tell them what you expect, and what you have observed. Then, keep a record of these meetings. Be sure to include factual information, and avoid any "subjective" observations. Be reasonable and empathetic where appropriate, but remember to keep your eye on the ball. . . .maintain control of the meeting, and focus on behavior that needs correction.
Follow up. If the behavior occurs again, conduct another private meeting to find out why. Then, get ready to act. Consult your Human Resources Department - OR Braun Consulting Group - for guidance on what to do next. The behavior may be a warning of deeper problems all of which would better be handled sooner than later.
Corrective action. If the behavior continues, start the corrective process, that is, verbal warning, written warning, suspension, and termination. Record each step that you take.
Keep checking our newsletters for more information and ideas about some of these "all too common" problems which can be frustrating and detract from productivity in your workplace. Remember, "knowledge is power" ..... especially when it comes to surviving the jungle of policies and legalities in the personnel business!
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