#Minnesota #EmployeeInvestigation #HRInvestigation #ProtectingYourselfAtWork
Hey there, it sounds like you’re in a tough spot right now. Dealing with an investigation at work can be stressful and overwhelming, but it’s important to take the necessary steps to protect yourself. 🕵️‍♂️
First and foremost, it’s crucial to gather evidence of your interactions with the employees involved. This can include email threads, Teams messages, performance evaluations, and any other documentation that supports your actions and decisions as a manager. Keeping a detailed record of your communication and interactions with the employees can serve as valuable evidence in your defense. This can help you paint an accurate picture of the situation and demonstrate that you have acted in accordance with company policies and procedures. đź“ť
In addition to documenting your interactions, it’s also important to maintain professionalism and integrity in your communication with HR and other relevant parties. Always stick to the facts and avoid engaging in any behavior that could be perceived as unprofessional or retaliatory. By demonstrating a commitment to ethical conduct and transparency, you can bolster your credibility and demonstrate that you are dedicated to upholding the best interests of the company and its employees. 🤝
In the event that you are asked to participate in interviews or meetings related to the investigation, it’s essential to prepare yourself thoroughly. Take the time to review your documentation and familiarize yourself with the details of the situation. Approach the process with a clear and composed demeanor, and be honest and forthcoming in your responses. By presenting yourself as a reliable and trustworthy source of information, you can reinforce your position and mitigate any potential concerns about your involvement in the matter. đź“„
It’s also a good idea to seek guidance and support from your own HR department or higher-ups. Discussing your concerns with them can provide you with valuable insights and assistance as you navigate through the investigation. They can offer advice on the best course of action to take in order to protect yourself and ensure that the investigation is conducted fairly and objectively. Don’t be afraid to ask for help when you need it – it’s important to have a support system in place during challenging times like these. đź’Ľ
Ultimately, it’s important to remain focused on your responsibilities as a manager while also taking proactive steps to safeguard your own interests. By staying organized, maintaining professionalism, seeking support, and being honest and forthright, you can navigate through the investigation with confidence and integrity. Remember that your commitment to ethical conduct and transparency will speak volumes about your character and dedication to your role as a manager. Good luck, and stay strong! đź’Ş
Just tell them the truth. If you’ve followed protocol, then there’s nothing to worry about. They’re just comparing their reported version of events to your version of events.
Be factual, keep opinion out. Be concise. It sounds like you’ve got all the right ducks in a row. That’s what you want, you should be fine!
Clarification please: were you supervising this employee? I’m not clear on the roles here.
You’re smart to follow up conversations in writing. Keep doing so. Documentation is king/queen in HR. If you have further written proof, gather that info together and have it at the ready. Be prepared to provide HR a *copy* of the documentation where lies are disproved and behaviors are highlighted. (Not literally highlighted – just documents that show the behaviors at play.)
If you are concerned about this second woman (the one who lies), do you have proof of any of her lies? Chances are the “liar” is the only backup to the other employee. Be prepared to shine a light on the lies, especially if they can be disproved through above board documentation.
If you’ve done nothing wrong, you should be in the clear. But – failing to prepare is preparing to fail. So have your documents ready. Compile a chronology that demonstrates how you’ve coached, corrected, etc.
Be careful, some HR departments or leaders will believe slander if the other person is the first to make an accusation. Some people are so narcissistic that they will do whatever they can to damage your reputation.
I think your doing the best you can, evidence, emails, and documentation are your best bet. Also remaining calm and respectful.
It’s hard to tell what your role is to this employee. Are you her direct supervisor or are you just tasked with training her? Hopefully if it’s the latter, you’ve kept her direct supervisor looped in on the training and have had them make the decision on whether that employee can progress or not.
Whether you are her direct supervisor or her trainer, hopefully you can demonstrate how you’ve applied the same training process to other employees and only advanced them when they can display that they are proficient in the skills. Having well documented notes for how you have trained and evaluated others vs her will help. Just saying she isn’t meeting the standards isn’t enough. You need to prove what she isn’t meeting, how you’ve tried training and retraining, etc.
If you have this, you need to be prepared to explain it. I’m sure this all is stemming from her not being advanced yet.
It’s unclear who the “other employee” who is “her friend” is. Is she someone that complained to HR? Is she the friend of the employee you are training?
As long as you have been completely honest and have a paper trail you have nothing to worry about. The paper trail part is key, as I have seen a lot of managers get screwed. While verbal communication should always be first, you always need to make sure to follow up in written form. This can be an email sent to your immediate supervisor, but be aware that some corporate email clients have a maximum retention period (Usually around 180 days) so you should print out a copy and file it.
Best of luck!