Mistakes in Handling Employee Relations you should avoid doing

April 17, 20148:25 am
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Even with the best of intentions some organizations do fail in handling employee relations. The work relationship that constitute human resource management is often one sided. It is no surprise therefore that the majority of employees fail to keep up with expectations. There isn’t one management standard; different managers in the organization apply his or her own set of rules that cause negativity in the workplace. If any, positive feedback or psychological pat-on-the-back is hardly existent — the one thing employees work hard for to be recognized and appreciated.

Meanwhile, a lot of organizations think that the reason their employees are unhappy was because latter weren’t involved enough or that their inputs weren’t considered. So these organizations dump in more work for the employees to do and just let them go with the motion. Needless to say this is a sure recipe for making the employee feel more demoralized than esteemed.

What do organizations get from better handling of employee relations?

There is strength in numbers, as the saying goes. Make one mistake in handling human relations and the effect easily multiplies among employees. The reverse is true, that when management handles human relations in a way that empowers its people, then the positive vibe also resonates among the employees and likewise encourages organizational loyalty.

By improving human relations organizations are able to:

  • retain the best employees
  • empower employees to work harmoniously together, always in the best interest of the organization
  • create a working environment that allows the employees to contribute freely their creative ideas, talents and skills to the objective of meeting goals and targets

In order to avoid making mistakes in handling employee relations, management should refrain from doing the following:

  • impress that employees can’t be trusted with the work standards by adding more work inspectors or audit systems
  • not creating work standards and clear expectations that actually guide employees on what to accomplish and in what level of quality
  • creating permission steps that employees consider as roadblocks to approval of ideas or strategic plans or in gathering positive feedbacks
  • failing to implement valid employee suggestions, especially if the suggestions are projected to improve work output
  • impressing that employee inputs mattered yet arrive at a decision that didn’t even consider the inputs
  • not dealing directly with rule breakers and make a “group” of employees answerable for such
  • making new rules as a consequence of one or two employees’ failures
  • impressing that “everyone” is untrustworthy, just because a few have been, then consistently watch over them, track their every move and reprimand them instantly even for inconsiderable failures
  • failing at addressing significant wrong behavior of managers and supervisors that contribute to the animosity of employees
  • labeling hacks to work procedures as a form of “resistance” without acknowledging that individual ingenuity often improves productivity so long as there was no compromise in between

There is so much more to better employee relations than just setting hard and fast organizational rules. While rules maintain order in the organization, employees feel more appreciated when they are given real human treatment and not just see them as mechanical thinkers.


Read also: Why Managing Employee Relations is Important



Article Contributed by HR in Asia‘s Team.

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