All of us in business have a pretty good feel for handling
customer complaints--we tend to take most complaints serious, and
we look for solutions. But when an employee has a complaint, we
freeze up. Some employers even develop negative thoughts about the
complaining employee: How could he be so ungrateful? Doesn't
she realize everything I try to do for her?
Well, it's time to step back and think of your employees as
customers--because in a very real sense, they are. Just because
they're employees is no reason to think any less of their
complaints than you would a grievance from one of your best
customers.
Most employee complaints fall into one of three categories:
complaints about other employees, complaints about the quality of
the product or service the company provides, or complaints about
their own work situation--pay, hours and respect, to name a
few.
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Of course, the first one is the most difficult to deal with.
Because someone other than the complaining employee is involved,
you have to approach this situation in a serious and professional
manner. You need to carefully listen so you can determine exactly
what the grievance is. And you must be honest with the
employee--say that you're very concerned about the issue he or
she is bringing to your attention and that you're going to
investigate it by talking with the other party and other employees
who might have insight. It's critical that the employee knows
you'll pursue the issue, but that you're going to get all
sides of the story. Then, do just that. Your findings will
determine the action you should take, if any, and you must inform
the employee as to your decision and how it was reached. Make a
final offer to listen to the complaint again. Do so and then
implement your decision and move on. Don't allow the voiced
complaint to fester.
Some business owners are fortunate to have employees who care
enough about the quality of the company's products or services
that they'll bring problems to the attention of supervisors and
managers. Whether you have a suggestion box, an open door policy or
some other method that encourages employees to bring quality issues
to you, be certain that you or someone you trust explore each one.
During the process, keep the employee informed at every step. And
whether you find the complaint to be valid or not, remind your
employee how much you appreciate the effort that's been made.
Should the complaint be confirmed, reward the employee in some
way--it can be as simple as a heap of praise, tickets to a popular
event or cash. But most important, thank the employee in front of
his or her co-workers and in the company newsletter or e-mail. Let
him know how valuable the information was in fixing a problem, and
use the occasion to remind all employees that quality comes ahead
of all else and that you welcome input from each of them.
When the complaint involves an employee's work situation,
it's usually quite easy to resolve--even if it involves salary.
Let me rephrase that: especially if it involves salary. When it
comes to employee pay rates, every company should have two things:
a payroll grid that lists the various jobs and their pay ranges
(with ranges based on such things as regular employee evaluations
and tenure) and a way to deviate from the grid for truly
outstanding performance. You need to keep from hiding behind an
inflexible pay structure. Complaints that don't involve wages
need to be handled similarly to the way you would handle an
employee complaining about a co-worker--gather the facts, report
your findings to the employee, implement your decision and move
on.
In the end, when it comes to any employee complaint, don't
leave the employee with the impression that you take it lightly.
But be sure to make a silent evaluation as to its importance and
seriousness so you'll know how much time should be devoted to
the complaint. And if you remember to treat employee complaints as
you treat customer complaints, most of the time you'll make the
right decision.
Rod Walsh and Dan Carrison are the founding partners of
Semper Fi Consulting in Sherman Oaks, California and the authors
of Semper Fi: Business Leadership the Marine Corps Way.