Actions taken by managers in dealing with a staff welfare issue
As well as managing my team in my manager’s
absence I also act as an elected Representative of employee safety (ECF).
Around 6 months a go I was contacted by a member of staff who had phoned in
sick, however she wasn’t just sick, there was actually a personal matter
involved which she had felt uncomfortable
discussing with her line manager over the phone and she also mentioned because
he was a male it made it bit more difficult for her. I asked if she was happy
to discuss her circumstance with me. She made me aware that she was involved in
a domestic violence abuse/assault that weakened and had suffered severe bruising
to her face and didn’t feel comfortable attending work due to her bruising and scars.
As she was very upset and crying on the phone, I offered to visit her at her parent’s
address where she was staying. She accepted my offer and I spoke to my
line manager and HR making them aware that I was going to visits a
member of staff. I requested some guidance from my HR department and discussed
the level of support and flexibility that can be provided, in order to be
prepared when I met up with the member of staff. I took along with me a number
of leaflets, helpful guides and useful telephone numbers which she could have.
She found these very useful and was very grateful for the support and kindness
she had received. At my visit I discussed the matter further and agreed
to put together a support plan for her when I returned to work which I would
discuss with her at my next visit. To reassure her that I understood the
sensitivity of her circumstance, I reassured her that anything she discussed
was remained confidential and would only be discussed with the HR department
until time she felt comfortable for this to be discussed with her line manager.
The member of staff found the visit very useful
and was happy with the support provided and made available to her. I also
reassured her that I will be her first point of contact through the process so
she wouldn’t need to discuss her circumstances with other members of staff. I
also provided her with the name of my colleague within HR department whom she
can contact in my absence.
The member of staff was offered compassionate
leave until her bruising was better on her face and she could return to work
with out her wages or sickness records being affected. A week later when she
returned to work she found out that she requires operation on her nose as it
was fractured. She had to be signed off work for two weeks to recover from her
operation, although this had to go as a sickness, my self and HR officer
insured that she received full pay during this period and her sickness record
would not be effected so if she has any further sickness it wont mean that her
pay would be stopped. This reassured her once again and reduced the level of
her stress and anxiety.
Due to her traumatic experience and after
her operation, she was diagnosed with Post traumatic Stress and found it very
difficult to return to work and face her colleagues. At this point she was
happy for me to discuss her circumstance with her line manager and we agreed as
she was keen to carry on working and support her team, she was allowed to work
from Home. To assist her, a laptop and VPN access was provided and before she
could start using the equipment a Risk Assessment was carried out by myself to
ensure her working environment was safe and met her needs. To ensure she has
full recovery she was offered free counseling sessions paid for by the organisation.
This allowed her once again not to worry and have anxiety and panic attacks
which she was experiencing. The counseling sessions allowed her to regain her
confidence to return to work after a month.
Prior to her returning to work I had a
meeting with her team and line manager to explain how they should be around her
and avoid making her feel isolated or bad for being away for a long time.
Instead they were told to make her feel welcome and reassure her that they are
happy for her to be back. Also ensuring she wasn’t given large volume of work
and being brought up to date with any changes gradually to avoid any stress and
anxiety.
She had a risk assessment when she returned
to work to ensure her working environment was safe and comfortable and any
additional requirements were met. It has been 6 months since the incident,
however to ensure this member of staff is fully supported she still receives
weekly counseling session and has a monthly meeting with myself and her line
managers to discuss any issues/ concerns and progress she has made.
By being pro active and taking appropriate
action at each stage, I was able to ensure the member of staff returned to work
and didn’t need to be signed off sick long term. This member of staff has now
regained their confidence and is one of the successful members of her team.
Through out managing this case I ensured I remained professional and did not
allow any personal emotions impact any of my decision makings and at all times
considered the welfare of the member of staff involved and business needs. At
finds I found this process challenging but by having support and guidance from
senior member of staff I was able to make best decisions. By using my problem
solving, motivational skills I was able to ensure this situation was managed
appropriately and in adherence to my organisation’s policies.
Mona
This is a very good example of how a manger
can use a range of skills including emotional intelligence to address what was
a very sensitive and difficult situation. How did you feel about the whole
episode? And what management skills do you think this called on from you?
Vaughan
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