Issue 07

You Can't Be Loud AND Wrong

Author

Chris Hagood
October 17, 2024 • Estimated Reading Time: 8 minutes

Table of Contents

Opening Salvo

I have a handful of beliefs and phrases that guide my life, one of which is this: you can’t be both loud and wrong—you may choose one or the other, but electing to be both is obnoxious and unacceptable. My plan for this week’s issue was to share my thoughts on how long one should stay at a job and what I believe is a critical contributor to workplace suffering: staying beyond the point of diminishing returns. However, I feel compelled to address the SHRM discrimination and retaliation case instead.

While most of this newsletter is about sharing my experiences and insights, I aim to stay objective when reporting on industry news, especially for those of you who aren't in the HR/People space professionally. SHRM has earned its place as a polarizing figure in our industry. Personally, I don’t harbor the same hate and vitriol for the organization that many of my contemporaries do—not because I disagree with the prevailing view that SHRM’s guidance has become outdated, but because I don’t subscribe to the idea that any one entity should be the lead voice for a multifaceted discipline. Especially one with as much variability as HR, which depends so heavily on company size, industry, and region.

It’s starting to feel like a village is missing its idiot, given all the reasons SHRM keeps popping up in my newsfeed, conversations, and the media at large this year. Respectfully. Earlier this year, I shared my thoughts on their decision to remove the "E" from "DEI," which you can find here (because transparency is next to godliness).

Spending the bulk of your working hours dispelling the “HR is not your friend” trope, only to have the Society for Human Resource Management’s internal HR team allegedly collude with management on a formal discrimination claim, is nasty work.

Did You See This?

SHRM’s Retaliation Case: A Lesson in Failed HR Practices

SHRM finds itself at the center of a legal battle, facing allegations of racial discrimination and retaliation from a former employee. According to the lawsuit, the plaintiff raised concerns about her supervisor “systematically favoring” White employees over non-White employees. Rather than addressing these concerns, HR allegedly supported the supervisor, leading the employee to file a retaliation complaint. Shockingly, within days of her complaint, HR allegedly began drafting her termination papers—raising serious concerns about how SHRM handles internal complaints.

This case raises important questions about HR’s role in investigating internal issues. SHRM, as a leader in HR best practices, is expected to be a model of how to handle workplace disputes fairly and professionally. Yet, the allegations suggest the opposite: a flawed investigation and retaliatory actions taken before the employee’s concerns were fully explored. The judge overseeing the case underscored the lack of a meaningful investigation, noting that a jury could view HR’s role in the employee’s termination as retaliatory.

From a talent management perspective, the lessons here are critical. First, it’s imperative that HR departments act with impartiality when investigating claims of discrimination or retaliation. If HR is seen as colluding with management or dismissing complaints prematurely, it not only opens the door to legal risk but also erodes employee trust. Second, managers and HR professionals alike must be held accountable for handling disputes in a way that aligns with both ethical and legal standards.

Finally, this case demonstrates the importance of creating an environment where employees feel are safe raising concerns without fear of retaliation. Employees must trust that their complaints will be taken seriously, investigated thoroughly, and resolved fairly—anything less risks damaging organizational culture and credibility.

SHRM’s handling of this case serves as a stark reminder that retaliation claims can be just as damaging as discrimination claims. HR’s role is to ensure fairness, not protect management at the expense of employees, and when this balance is lost, organizations face significant legal and reputational risks.

Talent Management 101 (TM101)

Gallup's guide on the employee journey outlines seven stages of the employee life cycle:

  1. Attract

  2. Hire

  3. Onboard

  4. Engage

  5. Perform

  6. Develop

  7. Depart

Each stage represents a critical touchpoint that affects employee engagement, satisfaction, and productivity. By focusing on each phase, companies can create a positive employee experience that drives long-term success. A well-managed employee life cycle ensures both employee satisfaction and organizational growth.

The depart stage covers the offboarding process when employees leave the organization, either voluntarily or involuntarily. A smooth exit process maintains positive relationships, allows for knowledge transfer, and provides valuable feedback through exit interviews. This stage is key for protecting the organization’s reputation and fostering potential future collaborations with former employees.

  • Conduct Exit Interviews: Use feedback from departing employees to identify areas for improvement.

  • Facilitate Knowledge Transfer: Ensure departing employees pass on critical knowledge to minimize disruptions.

  • Ensure a Smooth Offboarding Process: Handle the administrative and personal aspects of the departure professionally.

  • Maintain Positive Relationships: Foster goodwill with departing employees for potential future collaboration.

  • Review Turnover Data: Analyze exit trends to address retention challenges and improve employee experience.

The Plug

This newsletter is brought to you by AstutEdge, a consultancy dedicated to developing and deploying a people-first talent management culture. We solve both obvious and hidden challenges by optimizing performance, engagement, and development across the entire HR, People, and Talent spectrum.

How We Help:

  • Optimize Team Performance: Implementing tailored strategies that improve efficiency, engagement, and collaboration.

  • Develop Leadership: Nurture leaders who inspire and drive organizational success through targeted development.

  • Enhance Employee Experience: Boosting morale and retention with data-driven engagement programs.

  • Improve Organizational Culture: Providing insights and solutions to create a positive, high-performing work environment.

  • Increase Business Growth: Aligning talent management practices with business goals to drive innovation and growth.

  • Strengthen Collaboration: Facilitating team cohesion through CliftonStrengths-based coaching and development.

This plug is shameless and should be shared widely. If your organization or a partner organization could benefit from talent management support, we’d love to help!

We’re on YouTube Now!