HR IN THE CROSSFIRE
Teresa A. Daniel, JD, PhD
© Copyright by Teresa A. Daniel, 2013. All rights reserved.
“Bullying is a form of
psychological warfare . . .”
“ . . .a laser-focused, systematic
campaign of interpersonal
destruction.”
--Dr. Gary Namie
SHRM-Published Book
UNDERSTANDING THE ISSUE
FINDINGS - 2011 KY SHRM STUDY
7 RESPONSE STRATEGIES
IMPLICATIONS OF THE STUDY
Q & A
>
Repeated, health-harming
mistreatment . . .
VERBAL ABUSE OFFENSIVE CONDUCT
WORK INTERFERENCE
What Bullying IS
Frequent personal attack
Intensely personal
Often vicious
Ultimate goal is to force employee out
What Bullying is NOT
Hurt feelings
Exclusion from a party or lunch
A demanding, results-oriented boss
Negative performance review
Stress due to work-related deadlines
The Violence Continuum
NEGATIVE BEHAVIOR
• RUDE COMMENTS
• INSENSITIVE
ACTIONS
• UNINTENTIONAL
SLIGHTS
• COMPLAINING
• GOSSIP/RUMORS
• CULTURAL BIAS
• CRUDE JOKES
• PROFANITY
• INCIVILITY
VERBAL AGGRESSION PHYSICAL
AGGRESSION • YELLING/LOUD
VOICE
• BELITTLING
COMMENTS
• INTIMIDATION/
THREATS
• DISCRIMINATORY
COMMENTS
• CURSING AT
SOMEONE
• HUMILIATION
• ASSAULT/
BATTERY
• THROWING
OBJECTS
• VIOLENT
OUTBURSTS
• INAPPROPRIATE
TOUCHING
• HARASSMENT
BULLYING
SITUATION
INTENSITY DURATION
FREQUENCY POWER
WORKPLACE
BULLY TOUGH
BOSS
• FAIR & CONSISTENT
• SELF-CONTROLLED
• FOCUSED ON
PERFORMANCE &
RESULTS
• ORGANIZATIONALLY-
ORIENTED
• UNFAIR & INCONSISTENT
• FREQUENT EMOTIONAL
OUTBURSTS
• MISUSES POWER &
AUTHORITY
• PERSONALLY-
ORIENTED
WORKPLACE
BULLY TOUGH
BOSS
CONFLICT
MALICE
BULLY
CONFLICT
NO
MALICE
TOUGH BOSS
POSSIBLE
EXPLANATIONS
CULTURE JOB
INSECURITY
PERSONALITY
DISORDER
35%
4x
$300billion
UNDERSTANDING THE ISSUE
FINDINGS - 2011 KY SHRM STUDY
7 RESPONSE STRATEGIES
IMPLICATIONS OF THE STUDY
Q & A
>
Project Overview
MIXED-METHOD
1,845 MEMBERS VIA
SURVEY MONKEY
102 RESPONSES (5.5%)
Threshold Question
Have you ever been subjected
to workplace bullying in your
role as an HR professional?
31.4% REPORTED BEING BULLIED AT WORK
Most Common
Bullying Behaviors
Verbal Abuse 33.3%
Work Interference or Sabotage
42.4%
Offensive Conduct
24.2%
KEY TRIGGERS
Protection of self-esteem
(aka they feel insecure)
PERFECTION ARROGANCE
OVERBEARING BEHAVIOR
Lack of EQ and social skills
(aka inability to self-regulate)
AGGRESSION TOWARD HR & OTHERS
Protection of perceived self-interest (aka protect “turf” or
standing)
Frequency
24.4% Daily
39.4% Weekly
“The guy was like a demon
right out of a horror film.”
“I pray for the ones he fired,
demoted, and suspended. . .
He just kept me around to
make my life a living hell.”
“I could have taken drastic
measures to free myself
from the pain.”
54.1% SAID BULLYING WAS
ROLE-RELATED
28 INTERVIEWS
5 KEY THEMES
HR Must Tell
Managers “No”
“HR must protect the integrity
and best interests of the
company.”
“HR cannot be yes men and
women . . . must be willing to
stand their ground . . .”
Role Not Appreciated or
Understood
“We in HR are sometimes
perceived as the necessary
evil . . .”
“HR is always seen as a cost
center and a support function,
which is definitely not the
case.”
Lack of
Business Acumen
“HR professionals are often not
in tune with the business.”
“HR must be able to speak
two corporate languages—
HR and Finance.”
Lack of Credentials,
Education or “Fit”
“Unfortunately, a lot of people
who hire HR staff think of HR
as an administrative function
rather than as a profession.”
“Quite often, HR people have
on-the-job training, but not a
formal education . . .”
Not So!
College
education
or higher
= 80%
PHR
or
SPHR
= 74%
Insecure Managers See HR
Competence as a Threat
“Individuals who feel insecure . . .
may see confident HR
professionals—who often have
access to senior management—as
a threat.”
S W
O T
“ Because HR professionals are used
to dealing with tough problems, they
are often very assertive with senior
managers… which can set up a
power struggle…”
UNDERSTANDING THE ISSUE
FINDINGS - 2011 KY SHRM STUDY
7 RESPONSE STRATEGIES
IMPLICATIONS OF THE STUDY
Q & A
>
Take A Stand
“Don’t allow the bully to run you off.”
De-Personalize The Situation
“Try to remember that most of the
time it isn’t about you; it’s about
your role.”
Document The Problem
“ Keep fastidious notes about
the situation.”
Continuously Build
Professional Credentials
“…be prepared for what the future
might bring—either voluntarily or
not.”
Network
“Talk with other HR professionals
who can provide you with an outlet
to discuss tough HR issues.
Network like crazy!”
Seek Support
“Know that the bully is out to crush
your self-confidence. Don’t let that
happen!”
If All Else Fails . . . Leave
“There is no shame in leaving a bad
situation if you can’t fix it . . .
Don’t stay stuck.”
UNDERSTANDING THE ISSUE
FINDINGS - 2011 KY SHRM STUDY
7 RESPONSE STRATEGIES
IMPLICATIONS OF THE STUDY
Q & A
>
HR Professionals—
Passionate & Protective
“We are the organizational shock
absorbers. If HR won’t stand up
to a bad manager, who will?”
Act quickly
Resolve or leave
Improve Business Acumen
& Professional Credibility
Evidence-Based Decisions
Know the business
SPHR/PHR
Partner with finance
Use metrics
Increase Communication
and Partnership With
Line Managers
Educate
Coach
Mentor
Shift from “Internal Police”
to Business Partner
Sssssshhhhhh . . . X is
Strictly Confidential
Present alternatives
Make joint decisions
Flow vs friction?
Passionate
Advocate
HRCI Certification: 1.5 hours
Program
#115954
New 2012 Research Study
How do senior leaders
perceive Human Resources?
Preliminary Results
STRENGTHS
Education and
training of workforce
Mitigation of risk
Provide reliable
basic HR services
Protect the interests
of both employees
and the company
WEAKNESSES
Lack of business
acumen
Too focused on
administration, rules
and processes
Say “no” without
offering alternatives
Slow to act