Help with employee problem. URGENT?

Question

Okay a quick over view, I own a call center, we recently started a second shift. hiring a new manager for that shift and some new employees. The first shifters have been here for a year along with there manager and they a tight knit group, all friends including the manager.

They all felt a bit threatened when the pm manager started because a few things were different including having someone new in the office.

I recieved a complaint from a am worker that she came in to pick up her check in the pm, when the new manager was working, and that he asked her to sit and talk. He was asking her if there was anything extra going on after work between the am manager, and another am employyee, mind you they are both happily married. and I know for a fact that nothing is going on betweeen them. Anyways she said that when she got up to leave he grabbed her arm and said that they were not done talking yet. There were no witnesses to this, and of coarse when she went to work the next day she told all the staff causing major drama. Now after sitting down with this pm manager he said nothing like this ever happened. That they simply talked hey how are you, and when she was leaving he touched her shoulder with the back of his hand and told her to have a good one.

Let me give you some information about this employee, despite the fact that she is good friends with the morning crew, she lives in a homeless shelter and has more stories than you could imagine. She says she was raped years ago and him touching her reminded her of this, and that she could not sleep or eat because of the flashbacks this brought on.

Now the two morning shift ppl, the employe and manager that were supposedly accused of having an extra relationship are both very angry.

I cannot fire the night shift manager because there is no proof that anything happened and given the already drama between the am shift and the new pple, i find this to be a ploy to get them out of here, this I cannot prove either.

I have a meeting with the am manager, the supposed victomized employee and the pm manager today. What do I do? I am stuck on this one. I am sure that the fact that I am not firing the pm manager will result in my loss of the am manager, and at least two employees, is there a way to avoid this, Help I am out of my mind trying to deal with this childish drama.

Thanks Laura

Answer 1

I do NOT envy you!  If all the parties are meeting...the liar of the bunch should be revealed.  It sounds like it is either the over dramatic employee or the nosy pm manager.  A written apology by the person that caused the problem would probably go a long way with the am manager.  Sounds like you have dissension between the two shifts.  Perhaps a memo about gossip would help?  Personally, I think I would terminate the homeless shelter person for causing problems, after you sort out this mess. (From what you said, it sounds like she is vying for attention.)

Answer 2

First of all, I would insist the pm manager never talks with another employee about that kind of stuff by himself.  Make it a policy, stating that at least 3 people have to be present.

It sounds like to me the pm manager was fishing for information on someone.  I would tell the employee not to come in the pm, to protect everyone, and look over your policies see where you can add or delete to protect everyone...I would be upset too if rumors were about me, I think the pm manager is trying to cover his butt...but that's just my opinion.  He shouldn't be trying to have private conversations with anyone employed there. period....and never would I want someone to touch me, period.  

Answer 3

I would advise that you speak to the pm manager and document the complaint on his record. As far as the am manager and two employees quitting because of this incident you may not really want them working for you anyway because if they are plotting to get someone fired you never know what they can eventually attempt to get from you. Especially because she is saying him grabbing her reminded her of being raped. Not saying if this actually took place the way she says, it couldn't but to be honest if the guy is new and I'm pretty sure he senses he's not wanted I personally don't think it happened that way. He may have asked about the am shift employees and maybe that made her feel uncomfortable and just wanted some drama. Good luck

Answer 4

My first question is where was the rest of the PM shift? Next, Why did this employee come to get her pay from the PM manager. Does she usually need special attention? How does the AM manager explain the other factors on this employee? I would also wonder why the pm manager felt it appropriate to touch the employee in any manner.  Do you do any background checks on your employees? Are you able to add a security camera? It is only an accusation until it is proven.  You never know what people are capable of. I would add this to their employee record for your own protection with a signed contract of sorts by each employee involved as to how this type of problem can be resolved.  I would make the threat that it is impossible for you to know who is lieing or not and both will be terminated if any problem like this happens again. Put it in writing, make them sign it and put in their files.

Answer 5

You are obligated to do something about this and doing the RIGHT thing by sitting them all down.   Yep, this childish drama is all about Human Resources and sometimes gets in the way of being productive sooo, let me give you some tips for your meeting.

1) Let them know why you have them all together (do you really need the am mgr?  they weren't directly involved...may want to rethink that).

You heard the conflicting sides of the story and you need to get a straight answer so you all can work productively together and get beyond this.

2) Let the associate speak first and let her know you may ask for additional details as she speaks.  Take notes if you want to track some of those details.  Do not allow the pm mgr to speak. Let her go uninterrupted except if you need details.

3) Let the pm Mgr speak his side.  Again, ask details if you need them, but don't bring up conflicting sides from her story.

4) When both are done, note to them, the conflicts you found in the stories and get their agreement on them.

5) Start asking some questions on those conflicts.  Respectfully tell them that you need them to listen if there is arguments while you are listening, but do not let the scene break up until you are through.

6)  When you have tried to resolve the differences in the story as much as you could, tell them that you would like to move on from this incident and leave it in the room when you all walk out.  If there needs to be discipline action (he DID grab her arm) let her know that you will be dealing with this privately.  If she seems to be the one "embellishing", have a separate conversation with her and let her know that you find it odd that these issues keep coming up with her (that may be where the AM Mgr becomes involved). This will let her know that you are "on to " her.  Re-inforce that you need her to be productive at work and keep the gossip to herself.

I wish I could be with you to help you as I have dealt with these issues more times in my HR career than I care to admit.

Be professional, keep a time limit on your discussion (tell them, "we have a 1/2 hour to discuss this" and keep on track.  I wish you well!!

Answer 6

Your problem appears to be the AM employee that may have made up the story about the PM Manager.  It appears she spread the rumors about the AM Manager and co-worker, etc which led to the drama.

If your AM manager is that childish to let unfounded rumors make her quit, then you are better off without her.  The "victimized" employee has no proof, I suspect, and nothing you described even suggests impropriety (except for the inquiry about the other manager which I find not quite believable.)  

I suggest you sit them down and explain that they don't have to like each other, but they do have to respect each other and gossip will not be tolerated.  I would suggest that the PM manager not allow the "victimized" employee to be around him in an one-on-one situation anymore.  If he needs to speak to her - make sure a 3rd person is present (for his protection.)

Sorry you've got such a mess.

Answer 7

First off, congratulations on being a business owner ... that is a wonderful achievement and is worthy of recognition!

Next, you seem to be moving forward in the so-called "right direction" in spite of the fact that something could unravel and you lose an employee or two.  However, you didn't mention anything about legal advice or state/federal laws that may come into play here (I realize you may not have included any of that in order to be brief in your post, but I wanted to bring it up because I believe -depending on your background [you may be an attorney as well as an business owner]- you need some legal perspectives to ensure this whole affair does not end up in a lawsuit).

I believe you are doing the right thing in sitting down with the major players and getting their "take" on what supposedly happened.  You should consider one-on-one meetings with each of these individuals first (and take notes that you share at the end of your individualized meeting with each of the respective people to ensure that you captured the essence of the conversation and that your notes are accurate per their perspectives).

After meeting with each of these employee's one-on-one, take some time to digest the notes you took as well as reflect on any new information you may have learned ... I would not follow up immediately with a meeting with all together ... I'd wait at least a day, possibly two.  I'd also let each of them know that you are giving things a day or two so they can think about what they said and, if need be, come back to you to clarify something said -or share something that went unsaid.

At all times, I believe your position (in your mind -as well as in their minds) is that you want to resolve this issue and get back to the reasons, roles, and responsibilities of why everyone is working there.

Regardless of individual quirks, rumors, and other possible influences, do your very best to facilitate each meeting from a position of calmness as well as control.  Be clear about your intent as the owner, and reframe any issue that may seem troublesome or confusing to the employee(s).  Do not rely on your memory while meeting with them ... take notes.

Also, try your best not to have these meetings back-to-back ... that is, give yourself a chance to walk away from each meeting to clear your mind and process the information you heard.  Your role is (primarily, at this point) a fact-finder ... the problem-solving and decision-making will occur later.

And finally, in the meeting where everyone is together, you should consider having an HR Manager or other qualified and objective person present.

Good luck ... and I certainly would like to know how this gets resolved (please send me an email) -thanks!