Reference no: EM133914361

Question: The two tactics for dealing with conflicts I 1 chose are:

1. Stick to the facts: Sticking with the facts is crucial for ensuring fair, unbiased, and effective resolutions. By focusing on the objective information rather than assumptions, I can protect the integrity of the process and build trust with employees. Get top-rated assignment help now.

2. Be confident but open to change: This is important for resolving disputes fairly and effectively while maintaining a healthy, trusting workplace. A confident and unbiased approach provides the structure and authority to facilitate a resolution, while openness ensures all parties feel heard and respected.

A few weeks ago, I received a call from my manager accusing me of wrongdoing on an employee's leave. Usually, when employees request leave, they do not have to wait for approval or denial before starting their leave. After the Leave Office receives the employee's information, we do the eligibility first, then the FMLA designation notice, and finally place the employee on leave in the system. The employee can be placed on paid/unpaid leave.
In this case, the employee should have been placed on paid leave, but was mistakenly put on leave without pay. It was the last payroll day, so the employee was not paid, so she called the manager. The manager called me right away and started accusing me of wrongdoing. My first question to the manager was, "How sure are you that it was my fault?" because I'm the only one who can place the employee on leave. She didn't want to listen to me, and I just stayed quiet, let her say whatever pleases her, and then at the end, she asked if I was still there. I said yes. After she hung up the phone, I took my time to review the employee request from the beginning to the end and took notes of everything. It turned out that I did the eligibility for the employee, but another coworker did the designation notice and then placed him on unpaid leave instead of paid leave. The following day, I emailed her to check the employee designation notice so she could see precisely who had placed him on leave. Here, I applied Warren Buffett's model "get it right, get it fast, get it out, get it over." A few minutes later, she apologized. "By focusing on the objective information rather than assumptions, I can protect the integrity of the process and build trust with employees," (1). This case is an example of the first tactic I chose. My manager should have taken the time to verify from the beginning to the end before picking up the phone and accusing me, knowing I am not the only one who manages employees' timecard.
"Pastor-parent types see the hidden hierarchies in people's people - the invisible org chart that exists at every company,' Jack Welch (3). We have an employee who decided to quit her job months after she was hired, and she talked to me about that. We do not live far from each other and are not used to working from home. Every day, we must travel 25 miles to work, and it feels like she could not handle this for long. I did not want her to quit, but we did not have enough time to discuss it at work. One day, I asked her if she could give me a ride because my car was with the mechanic and I didn't want to wait until the mechanic got it done. She agreed, so I joined her after work to chat during our commute. I started with my own case because I got injured at work and was on light duty. I asked my case manager to find me any light duty job anywhere at Emory, so they sent me everywhere. I have been almost everywhere in Emory, until I ended up at the HR department, which has always been my dream job. I told her to exercise patience; things are going to change very soon. She listened to me, and we became best friends. After three months, the director decided that our department would be going hybrid, and finally, we would only go to the office for our monthly in-person meeting. Patience is the key. Later, she invited for lunch.