Karla: My reaction: “Whut.”
For a more cogent analysis, I turned to Steven Miranda, managing director at Cornell University ILR School’s Center for Advanced Human Resource Studies. As Miranda sees it, your new policy creates three major problems:
1. Increased risk for the company. How can workers safely report harassment if the perpetrators are part of the mandatory reporting chain?
2. Mistrustful atmosphere. Employees could infer that management either doesn’t trust HR or doesn’t trust employees to know what issues are worth elevating.
3. Inefficiency. The multiple reporting levels are “bad operational hygiene,” Miranda says. If your IT department required all those steps to request a repair, productivity would squeal to a halt.
Your odds of getting this policy changed range from infinitesimal to a quark’s lunch, but knowing the reasons behind it might make it more tolerable. Miranda suggests three explanations:
1. If HR lost most of its staff in the restructuring, the policy may be a way to manage workflow.
2. If the department is not competent, management may be avoiding routing important decisions through it.
3. The company may want to make middle managers more accountable and engaged.
Since your official communication channels have more layers and hoops than a debutante’s ballgown, I recommend seeking a friendly high-level source who is willing to listen to you explain, using Miranda’s first three points, that the policy is bad for the company. This source might be able to communicate that to the higher-ups and also convince them that they should communicate their strategy to worried workers.
With luck, you’ll learn that this new policy will be in place only until management finds a high-performing HR leader. But in the absence of such a strategy, the policy sounds, in Miranda’s words, “nonsensical,” “unexplainable” and downright “crazy.” (See also: “Whut.” )
Karla L. Miller is ready to hear your work dramas and traumas. Send your questions to
email@example.com. You can also find her on Twitter,
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