© 2010 Jones and Bartlett Publishers, LLC

Umiker's Management Skills for the New Health

Care Supervisor, Fifth Edition

Charles McConnell

© 2010 Jones and Bartlett Publishers, LLC

Chapter 23

Complaints, Grievances, and Complaints, Grievances, and

AppealsAppeals

 

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Complaints --

-- are a significant source of

feedback from both internal and

external customers. Legitimate or

otherwise, complaints are signs that

somewhere something is probably

wrong and in need of attention.

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The role of the supervisor --

-- is to respond effectively and

promptly to both legitimate and

imagined complaints. Doing so

avoids formal, and often costly,

grievances and legal action.

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Naive listening

Naive listening is nothing more than

listening as though one is meeting

these people for the first time,

without preconceived notions.

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For Handling Complaints

Listen carefully. The initial complaint

is often only a trial balloon to see how

you will react.

Investigate. Is the complaint

legitimate?

Choose what, if any, action is needed

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For Handling Complaints

Inform the complaining employee about

your findings and what you propose to do..

Implement your decision.

Follow up on implementation.

Record what has happened, retaining

sufficient documentation to be useful

should the particular complaint arise again.

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For Salary Controversies

• Do not overrate employees or make unrealistic promises.

• Know what competitors are paying (work through human resources).

• Try to get more pay for your best performers by other means, such as promotions, etc.

• Let employees blow off steam about pay. Be empathetic.

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For Salary Controversies

• Refuse to discuss salaries of other

employees. An individual’s rate of pay is

personal information.

• Do not practice favoritism, and try to

avoid even the appearance of favoritism.

• Know exactly how salary increases are

determined in your organization.

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“End-Running” the Supervisor

End-running occurs when employees

bypass you and carry their gripes

directly to your manager.

If the manager is acting properly, the

complaining employees will be sent

back down to the supervisor with

instructions to follow proper channels.

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“End-Running” the Supervisor

The manager who listens to end-running

employees and acts upon information

obtained this way is severely

undermining the supervisor’s authority.

Your employees need to understand that

you are always the first step when they

wish to carry complaints to management.

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“End-Running” Your Manager

What holds for your employees

holds for you; carrying your

complaints to your “boss’s boss”

potentially compromises your

manager and diminishes you in your

manager’s regard.

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Dealing with Chronic Complainers

Apply active listening.

Listen for their main points

Direct your attention more at their

feelings than at the object of their

complaints.

Stop them when they start repeating or if

they try to move to another topic.

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Dealing with Chronic Complainers

Avoid arguments Force them to help solve the problem. Encourage them to research their

problems. Be honest when you say what you can

and will do or what you cannot do. When solutions are beyond your

control, say so

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Appeals and Grievances

“Appeal” and “Grievance” are equivalent

in terms of intent and results. As used

here, “grievance” applies primarily to a

unionized setting while “appeal” applies

mostly to a non-union setting. This

distinction is made because of the

widespread use of “grievance” in labor

contracts.

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Sexual Harassment

Sexual harassment is a serious

ongoing problem because of the

legal costs, reduced productivity

and morale, and increased

absenteeism or turnover that it may

cause.

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Sexual Harassment: Quid Pro Quo

Quid pro quo harassment occurs when

an employee is expected to give in to

unwanted sexual demands to secure

some benefit or advantage or to avoid

suffering the loss of job or some tangible

job benefit for refusing to give in to such

demands.

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Sexual Harassment: Hostile Work Environment

When an employee is exposed to

sexually-oriented verbal, visual, or

tactile activities: sexual language,

innuendoes, jokes, etc. Also provocative

gestures, certain , letters, notes, or

graffiti. Plus touching, patting, etc.

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Sex Discrimination

Under Title VII of the Civil Rights Act

of 1964, sexual harassment is

identified as a form of sex

discrimination.

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For a Sexual Harassment Complaint

Listen carefully to the complaint.

Investigate as soon as possible.

Confront the harasser.

Document the meeting.

Get back to the complainant.

Report to your superior and human

resources

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When You Are Harassed

Do not encourage the person, but do not remain silent.

Clarify your position and what you expect out of the relationship.

If it continues, review your personnel policy and follow the recommended procedure

Warn the individual that if he or she persists, you will report the harassment.

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When You Are Harassed

Document each episode. Get witnesses, if

possible.

If you filed a complaint and it was not

handled to your satisfaction, notify human

resources.

If you remain dissatisfied, file a formal

complaint with the appropriate agency.