Dear Seniors,
Please have your say in this matter:
I have reason to believe one of my employees in HR (who has access to everyone's salary info) has been gossiping about what we pay various employees.
I gave the standard speech about confidentiality during a meeting, but it seems this talk has continued.
What's next?
An investigation?
A stern but general talking to?
A formal reprimand?
I'm really dreading whatever it is.
Rashid
From Saudi Arabia
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8Please have your say in this matter:
I have reason to believe one of my employees in HR (who has access to everyone's salary info) has been gossiping about what we pay various employees.
I gave the standard speech about confidentiality during a meeting, but it seems this talk has continued.
What's next?
An investigation?
A stern but general talking to?
A formal reprimand?
I'm really dreading whatever it is.
Rashid
From Saudi Arabia
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agreed with payal,,, and then the employee can also gossip regarding salary outside office hours ,, so formal a very casual remind to employee no harshness ok :):)
From India, Pune
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From India, Pune
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Reprimands do not work; counseling might be worth trying. There are two ways of looking at it. You may just ignore it with a stern face and pass on a message that you don't really like it. On the other hand, if you are serious about addressing the issue, you need to dismiss the person who is engaging in the behavior, make the reason known to others, and send a clear message. This is a problem many companies face. One company took decisive action by firing an employee, and the issue was resolved permanently.
P.S. The above insights are based on long experience, not just "I think" or "my opinion is." Nothing else is truly effective. I am not suggesting firing everyone who engages in the behavior, but setting an example. Many companies simply choose to ignore it. If this issue is crucial to your business, setting an example is almost guaranteed to prevent future occurrences. Even new employees, once they are aware of this example (which can be ensured), are unlikely to engage in the behavior. Refer to Sun Tzu for further guidance.
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P.S. The above insights are based on long experience, not just "I think" or "my opinion is." Nothing else is truly effective. I am not suggesting firing everyone who engages in the behavior, but setting an example. Many companies simply choose to ignore it. If this issue is crucial to your business, setting an example is almost guaranteed to prevent future occurrences. Even new employees, once they are aware of this example (which can be ensured), are unlikely to engage in the behavior. Refer to Sun Tzu for further guidance.
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Dear Rashid,
Either change his department or fire him. No matter what people say, there is no third option to it. This is a very dangerous disease with only the above two curable medicines. Keeping information confidential is inherent, and for people working in HR, it is an absolute must.
So just act accordingly.
Regards
From India, New Delhi
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Either change his department or fire him. No matter what people say, there is no third option to it. This is a very dangerous disease with only the above two curable medicines. Keeping information confidential is inherent, and for people working in HR, it is an absolute must.
So just act accordingly.
Regards
From India, New Delhi
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Hi Rashid,
The person needs to be informed in a one-on-one discussion that they have access to certain information only because of the position they hold, which in return demands the maintenance of confidentiality.
He/she must abide by this requirement and also take the responsibility of clearly saying "NO" to individuals from other departments who demand such information from them.
Regarding your questions:
What's next? - Engage in a conversation with the individual involved in this action and ascertain the clear reason behind it. I am confident that once discussed face-to-face, they will refrain from such actions in the future. Please send an email on the same and request acknowledgment that they understand the seriousness of maintaining the confidentiality of such information.
An investigation? It may be necessary if the individual does not acknowledge their involvement in the gossip. Following the findings, the above steps can be implemented.
A stern but general talking to? Absolutely!
A formal reprimand? If found guilty and the email requesting acknowledgment of understanding the seriousness of the situation is sent, it may serve as an initial or first formal reprimand.
Please let me know if you need any further assistance.
Thank you.
From India, Madras
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The person needs to be informed in a one-on-one discussion that they have access to certain information only because of the position they hold, which in return demands the maintenance of confidentiality.
He/she must abide by this requirement and also take the responsibility of clearly saying "NO" to individuals from other departments who demand such information from them.
Regarding your questions:
What's next? - Engage in a conversation with the individual involved in this action and ascertain the clear reason behind it. I am confident that once discussed face-to-face, they will refrain from such actions in the future. Please send an email on the same and request acknowledgment that they understand the seriousness of maintaining the confidentiality of such information.
An investigation? It may be necessary if the individual does not acknowledge their involvement in the gossip. Following the findings, the above steps can be implemented.
A stern but general talking to? Absolutely!
A formal reprimand? If found guilty and the email requesting acknowledgment of understanding the seriousness of the situation is sent, it may serve as an initial or first formal reprimand.
Please let me know if you need any further assistance.
Thank you.
From India, Madras
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Rashid,
The person should be made to understand his responsibility of holding a position in HR and the confidentiality he has to adhere to regarding certain critical issues. Clearly convey to him that it will not be beneficial for him to leak information. Advise him to start developing the habit of saying no to others who want to seek information, or provide him with a portfolio in which he is not related to any such confidential information (Time office, Admin).
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The person should be made to understand his responsibility of holding a position in HR and the confidentiality he has to adhere to regarding certain critical issues. Clearly convey to him that it will not be beneficial for him to leak information. Advise him to start developing the habit of saying no to others who want to seek information, or provide him with a portfolio in which he is not related to any such confidential information (Time office, Admin).
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I agree with Asha, Have a one on one session with him and if required give him a written warning (as this is quite serious) If it persists, then FIRE the person... Thanks
From India, Faridabad
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From India, Faridabad
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Hello Rashid,
As Apanicker said, make him aware of his role and the confidentiality he/she has to possess. Immediately send him an official email and ask for his comments on this issue, then have a one-on-one discussion with him based on his reply. If he/she is doing it knowingly and doesn't want to care about it, without understanding the seriousness, then you can proceed as per your company procedures.
These kinds of persons don't fit for this profession, who don't have the guts to say 'no' or couldn't keep the information confidential.
Regards,
Karthikeyan.V
From India, Bangalore
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As Apanicker said, make him aware of his role and the confidentiality he/she has to possess. Immediately send him an official email and ask for his comments on this issue, then have a one-on-one discussion with him based on his reply. If he/she is doing it knowingly and doesn't want to care about it, without understanding the seriousness, then you can proceed as per your company procedures.
These kinds of persons don't fit for this profession, who don't have the guts to say 'no' or couldn't keep the information confidential.
Regards,
Karthikeyan.V
From India, Bangalore
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Hello Rashid, Ask him for a formal discussion and and inform him his responsiblities. If still this is continuing, given him a written warning notice.
From India, Madras
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From India, Madras
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It is common knowledge that employees do discuss salary amongst themselves. Management in many companies has tried to control or stop it, but to no avail. I will give an instance I faced in one of my earlier companies. The company was a US-based subsidiary in Hyderabad, and I was the Director of Operations there.
After the first appraisal, I was shocked to find out that most of the employees knew not only the salary of their friends but also their appraisal ratings. I convened a meeting of all the employees and reprimanded them for sharing such confidential information. I explained to them the reasons why they should not discuss the information and warned them of serious action if they repeated it. After the second appraisal (6 months later), I personally sent an email to all the employees emphasizing the importance of keeping such information confidential. The result was that employees still talked to the HR manager about their concerns in appraisal and hikes, but without mentioning names of their colleagues.
The gist is that employees will keep on discussing salary information. However, if the HR executive discusses it and you have authentic evidence of that, you should talk to him directly and present the evidence you have. Advise him to desist from repeating it again. If he does not stop, just sack him. Otherwise, you are inviting trouble for the HR department. Employees will quote in the future about HR being involved in the leakage of salary information.
From India, Hyderabad
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After the first appraisal, I was shocked to find out that most of the employees knew not only the salary of their friends but also their appraisal ratings. I convened a meeting of all the employees and reprimanded them for sharing such confidential information. I explained to them the reasons why they should not discuss the information and warned them of serious action if they repeated it. After the second appraisal (6 months later), I personally sent an email to all the employees emphasizing the importance of keeping such information confidential. The result was that employees still talked to the HR manager about their concerns in appraisal and hikes, but without mentioning names of their colleagues.
The gist is that employees will keep on discussing salary information. However, if the HR executive discusses it and you have authentic evidence of that, you should talk to him directly and present the evidence you have. Advise him to desist from repeating it again. If he does not stop, just sack him. Otherwise, you are inviting trouble for the HR department. Employees will quote in the future about HR being involved in the leakage of salary information.
From India, Hyderabad
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My Suggestion:
1. Take him into confidence. Tell him it hurts and harms the company protocol. If he listens, you can guide him into better organizational behavior.
2. Find out if he has some conflict with someone inside with whom he addresses issues relating to his profession, salary, and existence in the company. He might carry a personal grudge against that person; by doing such a thing as you state here, he might think that he is taking revenge on that person or system. Is he happy with that person, system, and himself? - find this out and then try providing a solution - directly or through another channel as fitting. My feeling is it might happen to be you yourself, in case he is reporting to you and you have an issue with him. Sorry, it's only a feeling and a suggestion.
From India, Madras
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1. Take him into confidence. Tell him it hurts and harms the company protocol. If he listens, you can guide him into better organizational behavior.
2. Find out if he has some conflict with someone inside with whom he addresses issues relating to his profession, salary, and existence in the company. He might carry a personal grudge against that person; by doing such a thing as you state here, he might think that he is taking revenge on that person or system. Is he happy with that person, system, and himself? - find this out and then try providing a solution - directly or through another channel as fitting. My feeling is it might happen to be you yourself, in case he is reporting to you and you have an issue with him. Sorry, it's only a feeling and a suggestion.
From India, Madras
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Hi,
In my earlier organization, we made it clear to the employees (including HR team members) that discussing salary/appraisals was not allowed. If anyone was found discussing their hikes, or if people were discussing their teammates' hikes/salaries, we would call both parties in and revert their salaries to the previously drawn amounts. This action was accompanied by a stern warning, and we had the support of higher-ups in enforcing this policy.
We took this action twice, and it effectively put a stop to the practice. It became evident that a firm hand was necessary to curb these behaviors.
Kumar
From India, Hyderabad
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In my earlier organization, we made it clear to the employees (including HR team members) that discussing salary/appraisals was not allowed. If anyone was found discussing their hikes, or if people were discussing their teammates' hikes/salaries, we would call both parties in and revert their salaries to the previously drawn amounts. This action was accompanied by a stern warning, and we had the support of higher-ups in enforcing this policy.
We took this action twice, and it effectively put a stop to the practice. It became evident that a firm hand was necessary to curb these behaviors.
Kumar
From India, Hyderabad
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Sacking is so easy an option in this case. But, there's no guarantee that the next person to be appointed will not repeat such a thing. So, to handle such a situation with maturity, I suggest the following:
I presume the employee in question may be a fresher or with little experience to understand the essence of the HR Department. If this is the case, counseling is the best way.
But if that employee is holding a managerial position, then consider this: "Power Corrupts," and access to information is also a sort of 'power'. So, to eradicate this 'corruption', take away the 'power'. Give him a profile which is miles away from access to pay-related information. This way the snake will be killed without breaking the baton.
Prashant
From India, Delhi
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I presume the employee in question may be a fresher or with little experience to understand the essence of the HR Department. If this is the case, counseling is the best way.
But if that employee is holding a managerial position, then consider this: "Power Corrupts," and access to information is also a sort of 'power'. So, to eradicate this 'corruption', take away the 'power'. Give him a profile which is miles away from access to pay-related information. This way the snake will be killed without breaking the baton.
Prashant
From India, Delhi
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Interesting piece.
Whatever action you deem suitable (my view is you put the HR person on corrective action and issue a stern verbal warning to be filed in his records), please ensure you have all suitable evidence as this is a serious allegation. It is highly likely that the HR person could turn around and ask how such an allegation can be made.
All the best!
Cheers,
Satyajit
From India, Hyderabad
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Whatever action you deem suitable (my view is you put the HR person on corrective action and issue a stern verbal warning to be filed in his records), please ensure you have all suitable evidence as this is a serious allegation. It is highly likely that the HR person could turn around and ask how such an allegation can be made.
All the best!
Cheers,
Satyajit
From India, Hyderabad
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I believe in HR, this person should be first given an oral warning on personal grounds by the immediate boss. Talk to this person about the effects, both positive and negative, not in a meeting but in a one-on-one situation. Don't generalize.
Clemence
From Zimbabwe
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Clemence
From Zimbabwe
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Hello Rashid,
I feel this person we are talking about has below 2 years of experience, and I feel he just has access to the salaries of employees in the company. So, it's a bit natural for him to start discussing it with people he knows in the company.
Here, it's his manager's responsibility to ensure that he explains to him that he is sharing very confidential information, which could lead to harsh decisions if leaked.
Also, try to explain to him that different departments have their own secrets to keep, like the Admin team (cost-cutting, other facilities, etc.), System Admin team (passwords, servers), and the development team that needs to sign NDA.
If he is properly convinced that everyone in the company is entrusted to do a specific job based on their profile demands, and each one has to be responsible for it, I am sure the situation can be handled.
Regards,
Sourabh Deval
From India, Pune
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I feel this person we are talking about has below 2 years of experience, and I feel he just has access to the salaries of employees in the company. So, it's a bit natural for him to start discussing it with people he knows in the company.
Here, it's his manager's responsibility to ensure that he explains to him that he is sharing very confidential information, which could lead to harsh decisions if leaked.
Also, try to explain to him that different departments have their own secrets to keep, like the Admin team (cost-cutting, other facilities, etc.), System Admin team (passwords, servers), and the development team that needs to sign NDA.
If he is properly convinced that everyone in the company is entrusted to do a specific job based on their profile demands, and each one has to be responsible for it, I am sure the situation can be handled.
Regards,
Sourabh Deval
From India, Pune
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Dear Rashid,
You need to formally sit down with the employee to have a face-to-face discussion and explain to him that his actions might cost him his job. A formal notice could also be sent. I am sure he/she would stop it immediately. Failing to do so, you should go ahead with the necessary action against him/her.
Warm Regards,
Shruthi
From India, Delhi
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You need to formally sit down with the employee to have a face-to-face discussion and explain to him that his actions might cost him his job. A formal notice could also be sent. I am sure he/she would stop it immediately. Failing to do so, you should go ahead with the necessary action against him/her.
Warm Regards,
Shruthi
From India, Delhi
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hello Rashid... each term is consider while making policy of the company. First you send official mail still it continuou you can take action according to rules and regulations of your company.
From India, Mumbai
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From India, Mumbai
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If all informal way of cautions are over, transfer this fellow for other work.This will give message to all HR staff. himanshu
From India, Ahmadabad
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From India, Ahmadabad
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Hello Rashid,
Have a formal discussion with him and try to help him understand his responsibility. If he is still not stopping, then you can proceed with a written warning letter.
Thanks and Regards, Nidhi
From India, Jodhpur
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Have a formal discussion with him and try to help him understand his responsibility. If he is still not stopping, then you can proceed with a written warning letter.
Thanks and Regards, Nidhi
From India, Jodhpur
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If he/she has been your trustworthy person at some time, then it is good to counsel. But since you have already pointed this out in a meeting, I think the best practice is to relieve. You cannot take chances with such resources in the HR department.
Regards, Manpreet
From India, Gurgaon
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Regards, Manpreet
From India, Gurgaon
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Rashid,
You know more about him than all of us. You will know yourself if he is the kind to respect constructive feedback or not.
As I see it, you have two options:
1: Fire him/her immediately. Make an example because if HR is discussing salaries, then the trust factor of the whole company is under question. You may never be able to reprimand another employee for making the same mistake.
2: On the other hand, if you feel he is good at work and is engaging in gossip and chit-chat more out of habit than malice towards the company, then move him to another department where his work can be appreciated, and he does not get a chance to gossip. Make sure he knows why this move is being made.
Regards,
Kavitha
From India, Bangalore
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You know more about him than all of us. You will know yourself if he is the kind to respect constructive feedback or not.
As I see it, you have two options:
1: Fire him/her immediately. Make an example because if HR is discussing salaries, then the trust factor of the whole company is under question. You may never be able to reprimand another employee for making the same mistake.
2: On the other hand, if you feel he is good at work and is engaging in gossip and chit-chat more out of habit than malice towards the company, then move him to another department where his work can be appreciated, and he does not get a chance to gossip. Make sure he knows why this move is being made.
Regards,
Kavitha
From India, Bangalore
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The person who is leaking the salary related info must know that, he is doing what he is not supposed to. Now the point is- Is he doing this to get any favor from the people with whom he is sharing the info or he is under pressure (of some kind) from that particular group of people.
Try to find out may be that person is betrayed by someone or group of people.
We had the same situation. She used to share salary related matter with the group of people who belong to her community. Even after given warnings she couldn't stop sue to the pressure from same set of people threatening her not to include in the group if she doesn't share info with them. Finally we had to remove her from that position.
From India, Bangalore
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Try to find out may be that person is betrayed by someone or group of people.
We had the same situation. She used to share salary related matter with the group of people who belong to her community. Even after given warnings she couldn't stop sue to the pressure from same set of people threatening her not to include in the group if she doesn't share info with them. Finally we had to remove her from that position.
From India, Bangalore
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