Has anyone ever used the 800 number instead of HR to get things fixed?
Something has to be done about the terminal manager where I work.
Tried going to HR but it seems like he has them wrapped around his finger.
If you go against this person in any way you pay dearly.
At wits end.
The 'key' to having a successful end to the situation is documentation.
Dates, times, who, where and when, parties involved, and a synopsis of any relevant conversations. Plus any pertinent 'hard documentation' (ie. forms, write-ups, or any other number of hard copies).
I have won more than my fair share of grievances as steward (back in the day) by providing the appropriate documentation for the issues at hand.
Any manager worth their salt views verbal complaints as hearsay...the appropriate documentation is viewed as tangible 'evidence' to back your claim. Additionally, this documentation leaves a paper trail, and under normal circumstances this trail must be followed to its reasonable conclusion.
Keep in mind, any loose ends have the potential to raise its ugly head down the road...and a good HR manager/MD knows this and should act accordingly.
Ask for a conference with you, the offending manager, and someone in the position to resolve said issue.
Present your charges/issues verbally. The offending manager will then reply, perhaps with his/her own documentation, usually in the form of an employee file. This will be 'their' representation of the documentation. It does have some credibility in the eye of the decision maker. After all, this person is a manager, a trusted member of the management team chosen for his/her position through a predetermined set of qualifications.
The slant tends to be in their favor unless you are participating in an arbitration hearing.
That being said....
I have seen more than one jaw agape after the accusing party presents their documentation. Managers are not expecting this...they are are secure in their employee files. They believe this is all that is required to win/defend their position. Their documentation is nothing more than a static representation of recorded events.
After the offending manager has presented their end of the argument...then you bring out the guns...so to speak. That is YOUR documentation as described above...
You presentation will be one of actual fluid events as they occurred validated by reliable witnesses...and yes...you will need others to back your claims. Without this verification you have no leverage...the short version is this. Any claim made in the hearing needs reliable witnesses...otherwise it may be a tug of war between he said/she said.
THE MOST IMPORTANT PART...do not try to be a hero...have a group of trusted like minded folks who will back your claims...to the point of being witnesses. Their is nothing that is more damning to a manager than to have a group of people make the same claims. There is safety in numbers.
Follow these guidelines and you will win...every friggin' time. There is no defense against this. It becomes 'one against the experiences' of many.
You may have to go through more than one channel to completely resolve the issue...but resolved it will be.
Don't lose your temper...do not let the offending manager lead your argument astray. That is the quintessential ploy...to throw you off guard by trying to take the hearing in a direction that is beneficial to the manager.
Stay the course...remember this is business and it needs to be presented in a business like manner.
Your offending manager won't be expecting it...your advantage would be to allow them to become emotionally involved. Once you have accomplished this it is game over...you win by default.
I have a lot of experience in these matters and much guidance from others who have 'been there...done that'.
It works.
Good luck.
Rat
