Organizations are complex entities, and each is governed by a unique set of dynamic circumstances that include both the controllable and uncontrollable factors. One of the key controllable aspects is employee well-being, which is a significant aspect of the overall equation for corporate success. Any undesirable shift in employee behaviors at the workplace can be a sign of simmering misgivings that can manifest at unpredictable times and have the potential to seriously damage the employer brand in addition to critically disrupting workplace harmony. Therefore, it is imperative that organizations manage any “employee rage” situations effectively and efficiently as an important part of operationalizing their talent management strategies. This article focuses on providing a systematic approach to mitigating employee rage situations, e.g., visible anger, demonstrative frustration, verbal discontent, virulent online postings, displayed aggressiveness, vented disagreements, violent confrontations, demeaning behavior, unethical measures, destructive tendencies, etc., by deploying the “DISTURBED” framework to ensure a harmonious workplace within progressive organizations. The framework has the following nine elements:
- Detection of a potential/actual employee rage situation
- Investigation by a competent team
- Source identification for realizing root cause
- Taking the approved action after discounting alternatives
- Uniform application of the agreed solution in all affected and suspected areas
- Reviewing progress periodically for timely corrections
- Banishing residual negativity, fear, and resentment from the workplace
- Engaging employees in an open dialogue through various mediums on an individual, group, functional, and organizational level
- Devising robust preventive measures as a consequence of the open dialogue and research of proven best practices
These nine elements are divided into the following three main phases:
1. Realization Phase
This is focused on ensuring that any problematic areas are identified in a timely manner and examined through an insightful study to provide a thorough assessment of the nature and magnitude of the presented challenge(s).
2. Resolution Phase
This is focused on ensuring that the presented challenge(s) is comprehensively addressed and concrete corrective actions are taken to resolve areas of concern in an effective manner.
3. Reformation Phase
This is focused on ensuring that any lingering and/or wider implications of presented challenge(s) is proactively addressed to minimize/eliminate the occurrence of similar situations in the future.
The interrelationship of the three phases and the embedded nine elements can be seen in Figure 1 (download at the end of the article).
The actual process of curtailing employee rage situations can be realized through the flowchart in Figure 2 (download at the end of the article).
Let’s revisit the three phases to see how the above flowchart enables the effective management of employee rage situations.
Realization Phase
The organization reinforces its management system with a series of formal and informal techniques to gauge the potential of an employee rage situation. Download Figure 3 at the end of the article.
Upon detection of an employee rage situation by the HR/Talent Management function, the function forms an independent team to conduct an impartial investigation into the respective situation and find the actual root cause(s) that has the potential to adversely affect employee relations and the workplace environment. Once the complete picture of the situation emerges, a formal report is completed and sent to all concerned, e.g., senior management, functional head of problem area, involved parties, etc. This leads to the Resolution Phase.
Resolution Phase
For localized impact, applicable employee grievance procedures are engaged and the situation is resolved amicably. In case of wider implications, a formal review is held under the leadership of senior management, and invited participants consider all feasible options. At the end of deliberations, senior management authorizes the most appropriate solution to implement through robust corrective actions in all affected and suspected areas. The respective process is carefully monitored and periodically reviewed to avoid derailing and ensure timely completion of desired measures in an efficient and effective manner. This leads to the Reformation Phase.
Reformation Phase
This pertains to long-term assurance against challenges that have the potential to jeopardize the seamless functionality of a progressive organization. It is triggered once the identified employee rage situation(s) has been effectively resolved. It involves an honest scrutiny of the organization’s core values in terms of their continued relevance and being open to change in case of any significant lagging elements. It requires an empathetic ear to employee voices and devising robust solutions that are carved out of the best available options. It demands transparency and the willingness to be held accountable for genuine concerns propounded by aggrieved employees who are the true saviors of the organization’s coveted employer brand. It involves a “deep cleanse” of the entire organization through an honest and methodical audit that identifies lingering areas of distress and/or potential hazards for the future and astutely suturing the looming gaps with robust preventive measures.
The DISTURBED framework is a baseline upon which future strategies can be efficiently and effectively established, developed, implemented, monitored, reinforced, and improved to complement the various initiatives within the Talent Management domain. Let’s commit to being a corporate role model for an invigorative work environment that is a bastion of professional solace!
Murad S. Mirza has more than 15 years of multi-disciplinary experience in Organizational Development, Talent Management, and Business Transformation in an array of roles, including board member, senior executive, corporate manager, consultant and trainer. He has successfully guided, trained, and enabled organizations from services and manufacturing sectors to gain competitive strategic and operational advantages through ingrained core values, cohesive corporate culture, fervent embrace of diversity and inclusion practices, responsive organizational design and structures, incisive organizational development interventions, engaged talent management initiatives, robust management systems, astute use of technology, and an unrelenting focus on enhancing the delight factor for internal/external customers. Mirza currently serves as a board member with two U.S.-based nonprofit organizations: Global Diversity and Inclusion Foundation (http://www.globaldif.org) and Future Generations Surpass (http://www.futuregenerationssurpass.org/. He also is a contributing author for a Malaysian-based publishing house (http://verticaldistinct.com/).
