Never trivialise employee complaints

doing things. They contend that if they do not handle employee complaints they create resentment, low morale, low productivity and increased staff turnover.
For a real grievance to occur there must have been a violation of an employee’s rights on the job.

I did highlight instance where companies need to focus their attention when dealing with employee grievances.
In this second and last instalment, I will look at the best way managers can employ to focus on problems before they escalate.
Watch your tongue

The way you react to a complaint or grievance immediately sets the tone on how you will deal with the matter.
Managers often discourage employees from telling them what is wrong by subtle threats or outright punishment. Do not trivialise the grievance, even if it is a noisy protest about lack of radio in the staff bus.
You do not have to remedy every complaint, but you should be courteous when you respond.

“Employees want to be heard, so open by saying, I appreciate, I respect, I understand why you might feel that way,” says Jay Arthur, author of Motivate Everyone.

Recognise the individual

Do not let complaints slide on slick reassurances or one-size-fits-all platitudes. Respond to the specific employee and his particular beef. “I have found that in a large majority of cases, employee complaints can be traced to their temperament,” says Brad Cooper, a motivational coach. “So when addressing employee issues, it is critical to tune in to those individual needs, not some generic response.”

Be consistent
“No employee likes secrets or surprises,” says Tim Dimoff, whose consulting firm counsels companies on such issues as employee drug abuse and workplace violence. The way around accusations of favouritism, pleas of ignorance, or similar unrest is by citing the policies of a formal employee handbook or manual.
Most small-business owners cannot be bothered to write one. But it is in their best interest.

“Owners can not always remember what they tell everyone they hire,” Dimoff says.
So every employee works with different rules and guidelines on compensation, vacation, sick leave, harassment, or discriminatory behaviour.
“It is all about communication,” Dimoff says. “Companies that respond to a complaint, investigate it, and do not let it go but will stop it from growing.”

Send the right message
To truly create an atmosphere that rewards employees for coming forward, you need to make it comfortable.
Lip service won’t do. There are dozens of ways to achieve that, of course. Attorney Michels suggests periodic “town meetings”. “In a small business, it is easier to get everyone in a room and get employee buy-in,” he says.

The CEO might talk about business trends, worries he has, the impact of international events, a casual “state of the company” address. “In the course of the meeting, he might ask: “What else would you like us to address?” Michels says. He might also invite employees to talk to him later, privately, if something’s on their mind.

“The best companies are places where the chain of communication goes both ways,” Michels says.
Obviously, all complaints are not created equal. But ignoring them altogether can only cause damage.