Dealing with workplace conflicts and Using social media at work

The Staffing View

On business, the workplace and employee relations

_September, 2008

The Highlights of Upcoming FMLA Regs

Earlier this year, the US Department of Labor (DOL) published its proposed final regulations on the Family and Medical Leave Act (FMLA), which will clarify some important provisions of the often misunderstood and misapplied federal statute Now that the comment period for these regulations has closed, we can expect the regulations to take effect soon – most likely before the next president takes office in January 2009 Here’s a rundown of the main issues that the regulations address:

Employee’s eligibility for FMLA leave – Under the FMLA, an employee needs to have “12 months of service” with his or her employer and have worked 1,250 hours over a 12-month period The months-of-service don’t need to be consecutive to be eligible But the new regulations permit employers to discount prior employment if there were five or more years in the worker’s break in service The regulations do allow, however, an exception if the employee left because of military service

Notice to employees of right to take FMLA leave – Under the law an employer must decide whether an absence is being designated as FMLA leave Currently employers must inform workers that their situation qualifies for FMLA protection within two business days in most circumstances The new regulations would give employers three more business days (five days total) to make the determination

Notice to employer of need for leave – The new regulations state that an employee doesn’t need to refer to the FMLA specifically when requesting leave to be eligible for the statute’s protection The worker must meet several criteria, however She must indicate that she or a qualifying family member is unable to work due to a medical condition She also needs to estimates how long the leave will last and inform the employer whether trips to a health-care provider will occur

Serious health condition – The new regulations state that to qualify for FMLA leave – that is, to show that a worker suffers from a chronic serious health condition – the worker must demonstrate two or more periodic visits to a health-care provider for treatment annually

Waiver of FMLA rights – Currently employees can’t waive their rights under the FMLA But there have been instances where waiver has been permitted with court or DOL approval, such as when the waiver has been deemed “retrospective” in nature Retrospective waivers often are seen as part of settlement and severance agreements The regulations will clarify that workers may waive their rights retroactively with or without court or DOL approval

Check the DOL’s website for updates on the pending final regulations by visiting wwwdolgov

 

Workplace Diplomacy: Settle Conflicts without Settling Scores

Conflict is inevitable in life and in the workplace But, just because conflicts arise doesn’t mean you need to react explosively to get your point across or become frustrated and lose focus of the tasks at hand

To effectively address workplace clashes, embrace the challenge that the disagreement brings Recognize that while your stance on an issue may be worthy, it may not be the position you or your organization should take necessarily Don’t become mired in conflicts arising from office politics or gossip Do tackle conflicts that could lead to damaged reputations, loss of productivity or emotional scarring to you or someone who’s bothered by something you said or did

Here are some tips on managing workplace conflict:

Start by taking a step back from the situation Try to figure out what the bottom-line issue is Then write down what your position is and write down what you think your adversary’s position is Next, ask yourself why they reasonably may have taken that position By putting yourself in the other person’s shoes, you’re in a better position to assert your bargaining power Ask yourself what outcome will be acceptable to you Don’t approach conflict with an all-or-nothing mentality; it rarely yields positive results The potential for additional or repeat conflict in most cases outweighs any winner-take-all stance Make a laundry list of all the ways your position could benefit your opponent

Determine whether the individual with whom you have the conflict is open to communication with you Most people don’t want to feel the effects of turmoil, and while they may be upset with you about something, they’re most likely willing to hammer out some sort of resolution Seize the opportunity to take the lead on reaching that goal

Ask to speak with your adversary in private Don’t barrage them with your explanation on why your position is better Instead, state that you sense there is dissention and you want to resolve any ill-feelings or misunderstanding Then state the issues as you see them and ask if they agree If so press them for why By giving your opponent the opportunity to articulate their position, you may learn that there are underlying issues that have little or nothing to do with what you perceived to be the conflict Repeat his or her feelings back to them to ensure them that you are really listening to what they have to say and that you understand their frustration By acknowledging their position, you’re in a better position to move to the next phase – negotiation

Remember, negotiation only works with give and take Be prepared to concede certain low-priority points With main sticking points, be prepared to defend your position and articulate how those views could actually benefit your opponent At the end of your session thank them for taking the time to work with you on resolving things

Not all conflicts can be resolved with this process There are circumstances that warrant supervisory intervention Trust yourself to know when you should tackle conflict yourself and when you should involve management By taking the lead you’ll be in a better position to maximize your performance, retain coworker confidence and respect, and hone negotiation skills that should serve you well as you climb up the corporate ladder

What Not to Wear (on the job)

Generally, we all know what we’re not supposed to wear to work: clothing and accessories that could be suggestive, offensive, or otherwise unprofessional But, does everyone really dress for their workplace?

Different workplaces may desire different dress just as different people do There are some professions, such as banking and the law, which essentially mandate the quintessential modal of conservative dress–the pin-striped suit But other professions may have their own unspoken dress code For instance, workers at graphic or fashion design firms may dress in more flamboyant garb, which demonstrates on some level, their flair for creativity Loud prints and funky styles may not only be acceptable but also encouraged

When interviewing, pay attention to how your potential coworkers dress and how those who interview you dress Make a list of their wardrobe attributes Do they generally wear causal, but conservative outfits, such as sweater sets, or are they more laid back? If you land the job, consider purchasing a couple of pieces that will ease you into their office atmosphere

If your prospective employer’s office atmosphere is laid back, don’t assume that you don’t need one good suit in your closet Everyone, regardless of their industry, should have a power suit in their arsenal

If you’re unsure about whether an outfit is office appropriate but you want to wear it anyway, consider layering pieces so you can cover up if necessary It’s important to assert yourself at a new job, but don’t let your clothes be the first thing that your new coworkers and managers are introduced to They hired you for your talent and experience, not your clothes Let your performance speak volumes about your aptitude, not your clothes

           

Get Comfortable with Social Media

Corporate managers are becoming more comfortable with social media technology as a way to enhance employee communications But certain concerns are delaying full rollouts Big worries: allowing employees to create content and permitting access to popular external social media tools

Those are some of the conclusions of a recent study by national consulting firm Watson Wyatt The frets are similar to those employers spoke of 10 years ago, when the Internet became more common in the workplace Then it was feared that productivity would plunge if employees were allowed to access the web

The report recommends managing the risks today as companies did in the mid-90s: set guidelines for acceptable use and apply social media for a productive, internal purpose

“Companies need a plan to introduce these new technologies into the workforce,” according to the authors “However, employers that avoid social media altogether are missing an important opportunity and running the risk of alienating Generation X-ers and Millennials Embracing the technology with proper planning, guidelines and change management for its use are effective approaches to ensuring success”

The report suggests creating a social media-driven intranet that allows most employees, if not all, to create information and join a corporate wide conversation Allow the intranet to host blogs, wikis, vlogs and podcasts, among other Web 20 tools Along with guidelines and training, the report recommends a strong firewall to protect sensitive information in and nosey competitors out