Employee complaint reception and handling methods.
As long as there are people, there will inevitably be friction in interpersonal communication, and if there is friction, there will inevitably be complaints. As the recipient of complaints, the human resources department should respond in a responsible manner, properly resolve the complaints, find the cause of the problem, and avoid recurrence in the future. The basic process for HR administrators to handle employee complaints is as follows.
1.Complaint acceptance.
1) Establish appropriate communication channels for complaints and make them public. This is like the "customer service center" set up in the shopping mall, and the "doctor-patient office" set up in the hospital. If there is no formal channel, complaining employees may choose more extreme measures and have a negative impact on the company.
2) After receiving the complaint, it is necessary to clearly inform the complainant of the time of feedback, especially when receiving the ** email of anonymous complaints, or when seeing the complaint post published in the forum, let the other party know as soon as possible, and the relevant departments will immediately deal with the complaint after learning of the content of the complaint.
3) Objectively understand the main points of employees' complaints, listen more and talk less, and guide the other party to express their opinions and reflect problems as much as possible. Don't use judgmental language, don't be judgmental, and say appropriate words to show understanding and comfort. Don't ask closed-ended questions, such as, yes, yes, yes, etc. Ask open-ended questions, such as, what it looks like, what it is, what do you think, etc.
4) Make a record of the complaint, including the details of the complaint, such as the time of the complaint, the place of the complaint, the complainant, the object of the complaint, the key events of the complaint, the target of the complaint, etc.
2.Figure out the motive for your complaint.
1) Why the employee complains and what is his purpose.
2) What exactly the employee complains about, what they are dissatisfied with, whether they are dissatisfied with the company or dissatisfied with individual people;Is it dissatisfied with something, or dissatisfied with the whole job;Are you not satisfied with the process, or are you not satisfied with the results?
3) Employees complain about what kind of goals they want to achieve and what kind of results they want to achieve.
3.Investigation of complaints.
1) We should do the right thing and not the right person, investigate objectively, do not have the idea of "should", do not add subjective judgment, and do not mix personal values.
2) Find out the key cause of the problem, for example, whether it is a problem with the company's process system or a problem with the manager's communicationIs it a skill problem of the manager, or is it an emotional problem.
3) During the investigation, it is necessary to maintain strict confidentiality and avoid making judgmental or personal emotional remarks about the complainant and the respondent in public or to a third party.
4.Complaint Handling.
1) Report the results of the investigation to the relevant leaders and discuss the results.
2) Inform employees of the results of the investigation and treatment, and inform the cause of the problem.
3) Strive for the understanding and approval of the complaining employee.
5.Evaluate feedback.
1) Accurately find the deep-seated reasons behind the complaints, such as corporate culture, employment mechanism, etc.
2) Assess the likelihood of a similar complaint happening again.
3) Evaluate the need for managerial change.
4) Form a rectification report with implementability or feasibility.
6.Corrective inspections.
1) Submit the rectification report approved by the leader to the corresponding department, and the relevant department will implement the corresponding rectification plan.
2) Regularly inspect and evaluate the rectification situation.
3) Form a rectification report and submit it to the relevant leaders.
Employee Assistance Program.
The Employee Assistance Program (EAP) is a long-term and systematic assistance and welfare program for employees or their family members to solve employees' physical, psychological and behavioral problems, improve employee performance, improve organizational climate and corporate management. Studies have shown that for every $1 invested in an EAP project, companies can save $5.16 in operating costs.
Currently, there are employee assistance programs in at least 88 countries around the world. More than 90% of the world's top 500 companies have their own employee assistance program services. With the entry of multinational companies such as Microsoft and IBM into China, employee assistance programs have also begun to be applied and implemented in Chinese enterprises in great strides.
Employee Assistance Program Contents.
A more complete employee assistance program can involve the following three aspects.
1) Personal life, including physical and mental health problems, interpersonal communication problems, family relationship problems, economic improvement problems, emotional distress problems, legal consultation problems, and anxiety and other issues closely related to personal life.
For example, the company provides training and consulting services for marriage and love relationship management, parent-child education and communication, family intergenerational communication, nutrition and health care, weight and sleep management, and chronic disease managementFamily relationship maintenance for expatriate employees;Provide comprehensive health assessment, psychological counseling, health review and coaching services.
2) Work problems, including employees' requirements for work, sense of fairness at work, satisfaction at work, happiness at work, relationship problems at work, balance between family and work, psychological pressure problems caused by work, and other work-related problems.
For example, the training and consulting services provided by the company in terms of interpersonal communication, career development, stress management, etc.;Cross-cultural adjustment assessment before expatriation, mental health risk screening during assignment, work stress counseling, and psychological adjustment after returning to China.
3) Enterprise development level.
The first two levels are usually individual cases for different issues, while the enterprise development level usually refers to the cases of group units caused by enterprise activities, which often require some enterprise-level initiatives and systematic human resource management tools to enable enterprises to get the most benefits from employee assistance programs.
For example, to solve the adaptability problems caused by job changes or layoffs faced by a certain group of employees due to business adjustment and enterprise changes;Solve the adaptability problems with new companies, new colleagues, and new cultures caused by corporate mergers, reorganizations, acquisitions, etc.
Employee Assistance Program Operations.
Different companies can select, design and customize their own employee assistance programs according to their own circumstances and requirements. At the same time, for different employee groups, such as female employees, pregnant or lactating employees, new employees, junior managers, employees in high-pressure positions, etc., employee assistance programs should tailor more targeted solutions for them.
However, when Chinese enterprises introduce and implement employee assistance programs, they must not simply copy the American model, but should localize the employee assistance programs according to the cultural background of Chinese society and the characteristics of Chinese enterprises. The implementation of the employee assistance program can be divided into the following six parts.
1.Conduct psychological investigations.
The introduction of employee assistance programs for local Chinese enterprises is often problem-solving-oriented at the beginning, followed by the function of spiritual welfare. The psychological investigation here needs to use the research methods and tools of psychology and management to investigate and evaluate the enterprise, systematically grasp the overall situation of employees, take the pulse of the psychology at the organizational level, and accurately focus on the problems that the enterprise needs to improve.
2.Plan thoroughly.
The Employee Assistance Program is a systematic and long-term solution, which requires overall planning to make the project more implementable, scientific and systematic. After repeated discussions and demonstrations, the implementers have built a model of the employee assistance program and a systematic solution, which should preferably include short-term planning and medium- and long-term planning.
3.Advocacy and promotion.
The promotion of the Employee Assistance Program is a process of resource integration under the guidance of communication ideas. On the one hand, introduce information such as "what the employee assistance program is" and "how to use it" to employees, so as to enhance their understanding and acceptance of the employee assistance programOn the other hand, through the imparting of occupational mental health knowledge, employees can learn self-healing and self-management, and at the same time experience the humanistic care of the organization, forming the Hawthorne effect (refers to those individuals who are aware that they are being observed by others have a tendency to change their own behavior), and achieve the effect of positive intervention.
4.Implement psychological training.
The training of the employee assistance program covers a variety of areas such as family, career, and life, and is designed to help employees achieve a good life-work balance and achieve employees' recognition of their social role assignment. Assist the organization to cultivate and develop the potential of employees, and realize the improvement of enterprise management and efficiency while enhancing the value of employees.
5.Psychological counseling.
Professional psychological counseling is the most targeted service in the employee assistance program, which can help employees who are troubled by psychological problems to get out of the predicament, and help them sort out career problems, interpersonal problems, couple emotional problems, etc., so that they can be more self-reliant, self-reliant, positive, and more calm to face life and work at the psychological level.
6.Effect evaluation and improvement.
The operation of the employee assistance program should be summarized and evaluated in stages, which is a summary and analysis of the phased work of the employee assistance program, and it is also a test of the results and problems. Interviews, questionnaires and other analysis methods can be used to form quantitative analysis results. Evaluate and improve issues and deficiencies in the process and prepare for the next phase of the employee assistance program.