oe aim Interaction Management ™ HANDLING DISCRIMINATION COMPLAINTS As a supervisor you will probably have to deal with discrimination complaints from time to time. It’s important when an employee first voices a complaint that you deal with it in a manner that will encourage the employee to fully discuss the complaint with you. This way you and the employee can most likely re- solve the situation without the employee having to resort to formal grievance procedures, the Human Rights Commission, or legal action. To encourage the employee to discuss the complaint with you, you must show the employee that you understand the nature of the complaint and the employee's feelings about the situation. Many times there will be deep emotional feelings on the part of the employee. You, yourself, may not reaily understand why the employee feels the discrimination. However, itis important that you indicate to the employee that you do understand how the employee feels. A discrimination complaint can be voiced for several reasons, including race, sex, age, and religion. An ‘employee can be extremely sensitive about any of these and can feel discrimination even though you as su- Pervisor have not intentionally discriminated. Some of your actions inadvertently may be read as di inatory even though that was not your intent. The issue, however, is not your intent but rather how your actions are interpreted by the employee. Therefore, if the employee feels that something you have done is discriminatory and you truly know that your intent was not to discriminate, you should discuss this with the employee. However, do not get involved in an argument with the employee about your intent. It is ‘much wiser to acknowledge that your actions may have come across as discriminatory than to argue with the employee. In short, this is too sensitive a situation for you to get involved in a discussion over secondary issues. The primary issue here is to find out what the discrimination complaint actually is and to deal with it in a manner that will encourage the employee to want to solve it with you, the supervisor. Many times this discussion will not result in a final solution to the problem. The minimum objectives for the discussion, however, should be (1) to make sure the employee realizes that you understand the nature of the complaint and the employee's feelings and (2) to schedule a time to meet again to discuss the problem more thoroughly. However, in addition to these minimum objectives, many times you will be able to agree on specific action that you and/or the employee can take to help resolve the situation. If this is done, your next discussion can deal with how effective these actions were in starting to solve the problem. Your second discussion should also deal with the employee's feelings about the discrimination complaint so that you can find out if the situation is improving. Critical steps for HANDLING DISCRIMINATION COMPLAINTS 1. Ask the employee for more information about the complaint. 2. Listen attentively and respond without hostility. 3. Indicate that you understand the employee's feelings. 4. Discuss possible solutions. 5. Agree on specific action and a follow-up date. 6. Thank the employee for bringing the complaint to your attention. © Copyright 1978. Revised 1976. Development Dimensions, Inc, Pituburgh, Pennsylvania, All rights reserved under US. International and Univeral Copyright Conventions. Published sinltaneouly In Canada, Reproduction in part er whole by any method ts prenibied by lew: aneiyHANDLING DISCRIMINATION COMPLAINTS Background Information About Interaction Film Glen Lowery is supervisor of the Methods and Systems Section in the Data Processing Department of Adams Industries. Reporting to Glen are two senior systems analysts, six systems analysts, and two trainees. ‘The trainees are relatively new with the organization and after approximately 12-months experience will become systems analysts. ‘The senior analysts work as project leaders of teams made up of two or three analysts and sometimes a trainee. While the senior analysts are not supervisors, they are in charge of projects and receive higher pay ‘than the system analysts. ‘Ann Stewart is a systems analyst who reports to Glen Lowery. She has been with the firm for 6 years. Previously she worked for another firm for 2 years in a similar capacity. She is an above average performer. The scene opens with Ann Stewart coming into Glen Lowery’s office and asking, ‘’Glen, can | see you for a moment?” NOTES 1. Ask the employee for more information about the complaint. 2. Listen attentively and respond without hostility. 3. Indicate that you understand the employee's feelings. 4, Discuss possible solutions. 5. Agree on specific action and a follow-up date. 6. Thank the employee for bringing the complaint to your attention. © copyright 1974. Reveed 1976. Development Dimensions, Ine, Pitaburgh, Penneylvaia, All vight reserved wndor U.S International and Univeral Copyrigh Conventions Pubtiched simultaneouly fo Contde, Reproduction in pet or whole by ony method in prohibited by law.