HR IN THE CROSSFIRE

Teresa A. Daniel, JD, PhD

© Copyright by Teresa A. Daniel, 2013. All rights reserved.

“Bullying is a form of

psychological warfare . . .”

“ . . .a laser-focused, systematic

campaign of interpersonal

destruction.”

--Dr. Gary Namie

SHRM-Published Book

UNDERSTANDING THE ISSUE

FINDINGS - 2011 KY SHRM STUDY

7 RESPONSE STRATEGIES

IMPLICATIONS OF THE STUDY

Q & A

>

Repeated, health-harming

mistreatment . . .

VERBAL ABUSE OFFENSIVE CONDUCT

WORK INTERFERENCE

What Bullying IS

Frequent personal attack

Intensely personal

Often vicious

Ultimate goal is to force employee out

What Bullying is NOT

Hurt feelings

Exclusion from a party or lunch

A demanding, results-oriented boss

Negative performance review

Stress due to work-related deadlines

The Violence Continuum

NEGATIVE BEHAVIOR

• RUDE COMMENTS

• INSENSITIVE

ACTIONS

• UNINTENTIONAL

SLIGHTS

• COMPLAINING

• GOSSIP/RUMORS

• CULTURAL BIAS

• CRUDE JOKES

• PROFANITY

• INCIVILITY

VERBAL AGGRESSION PHYSICAL

AGGRESSION • YELLING/LOUD

VOICE

• BELITTLING

COMMENTS

• INTIMIDATION/

THREATS

• DISCRIMINATORY

COMMENTS

• CURSING AT

SOMEONE

• HUMILIATION

• ASSAULT/

BATTERY

• THROWING

OBJECTS

• VIOLENT

OUTBURSTS

• INAPPROPRIATE

TOUCHING

• HARASSMENT

BULLYING

SITUATION

INTENSITY DURATION

FREQUENCY POWER

WORKPLACE

BULLY TOUGH

BOSS

• FAIR & CONSISTENT

• SELF-CONTROLLED

• FOCUSED ON

PERFORMANCE &

RESULTS

• ORGANIZATIONALLY-

ORIENTED

• UNFAIR & INCONSISTENT

• FREQUENT EMOTIONAL

OUTBURSTS

• MISUSES POWER &

AUTHORITY

• PERSONALLY-

ORIENTED

WORKPLACE

BULLY TOUGH

BOSS

CONFLICT

MALICE

BULLY

CONFLICT

NO

MALICE

TOUGH BOSS

POSSIBLE

EXPLANATIONS

CULTURE JOB

INSECURITY

PERSONALITY

DISORDER

35%

4x

$300billion

UNDERSTANDING THE ISSUE

FINDINGS - 2011 KY SHRM STUDY

7 RESPONSE STRATEGIES

IMPLICATIONS OF THE STUDY

Q & A

>

Project Overview

MIXED-METHOD

1,845 MEMBERS VIA

SURVEY MONKEY

102 RESPONSES (5.5%)

Threshold Question

Have you ever been subjected

to workplace bullying in your

role as an HR professional?

31.4% REPORTED BEING BULLIED AT WORK

Most Common

Bullying Behaviors

Verbal Abuse 33.3%

Work Interference or Sabotage

42.4%

Offensive Conduct

24.2%

KEY TRIGGERS

Protection of self-esteem

(aka they feel insecure)

PERFECTION ARROGANCE

OVERBEARING BEHAVIOR

Lack of EQ and social skills

(aka inability to self-regulate)

AGGRESSION TOWARD HR & OTHERS

Protection of perceived self-interest (aka protect “turf” or

standing)

Frequency

24.4% Daily

39.4% Weekly

“The guy was like a demon

right out of a horror film.”

“I pray for the ones he fired,

demoted, and suspended. . .

He just kept me around to

make my life a living hell.”

“I could have taken drastic

measures to free myself

from the pain.”

54.1% SAID BULLYING WAS

ROLE-RELATED

28 INTERVIEWS

5 KEY THEMES

HR Must Tell

Managers “No”

“HR must protect the integrity

and best interests of the

company.”

“HR cannot be yes men and

women . . . must be willing to

stand their ground . . .”

Role Not Appreciated or

Understood

“We in HR are sometimes

perceived as the necessary

evil . . .”

“HR is always seen as a cost

center and a support function,

which is definitely not the

case.”

Lack of

Business Acumen

“HR professionals are often not

in tune with the business.”

“HR must be able to speak

two corporate languages—

HR and Finance.”

Lack of Credentials,

Education or “Fit”

“Unfortunately, a lot of people

who hire HR staff think of HR

as an administrative function

rather than as a profession.”

“Quite often, HR people have

on-the-job training, but not a

formal education . . .”

Not So!

College

education

or higher

= 80%

PHR

or

SPHR

= 74%

Insecure Managers See HR

Competence as a Threat

“Individuals who feel insecure . . .

may see confident HR

professionals—who often have

access to senior management—as

a threat.”

S W

O T

“ Because HR professionals are used

to dealing with tough problems, they

are often very assertive with senior

managers… which can set up a

power struggle…”

UNDERSTANDING THE ISSUE

FINDINGS - 2011 KY SHRM STUDY

7 RESPONSE STRATEGIES

IMPLICATIONS OF THE STUDY

Q & A

>

Take A Stand

“Don’t allow the bully to run you off.”

De-Personalize The Situation

“Try to remember that most of the

time it isn’t about you; it’s about

your role.”

Document The Problem

“ Keep fastidious notes about

the situation.”

Continuously Build

Professional Credentials

“…be prepared for what the future

might bring—either voluntarily or

not.”

Network

“Talk with other HR professionals

who can provide you with an outlet

to discuss tough HR issues.

Network like crazy!”

Seek Support

“Know that the bully is out to crush

your self-confidence. Don’t let that

happen!”

If All Else Fails . . . Leave

“There is no shame in leaving a bad

situation if you can’t fix it . . .

Don’t stay stuck.”

UNDERSTANDING THE ISSUE

FINDINGS - 2011 KY SHRM STUDY

7 RESPONSE STRATEGIES

IMPLICATIONS OF THE STUDY

Q & A

>

HR Professionals—

Passionate & Protective

“We are the organizational shock

absorbers. If HR won’t stand up

to a bad manager, who will?”

Act quickly

Resolve or leave

Improve Business Acumen

& Professional Credibility

Evidence-Based Decisions

Know the business

SPHR/PHR

Partner with finance

Use metrics

Increase Communication

and Partnership With

Line Managers

Educate

Coach

Mentor

Shift from “Internal Police”

to Business Partner

Sssssshhhhhh . . . X is

Strictly Confidential

Present alternatives

Make joint decisions

Flow vs friction?

Passionate

Advocate

HRCI Certification: 1.5 hours

Program

#115954

New 2012 Research Study

How do senior leaders

perceive Human Resources?

Preliminary Results

STRENGTHS

Education and

training of workforce

Mitigation of risk

Provide reliable

basic HR services

Protect the interests

of both employees

and the company

WEAKNESSES

Lack of business

acumen

Too focused on

administration, rules

and processes

Say “no” without

offering alternatives

Slow to act