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The HR people can now sit down and analyze the root cause of the problem, how it can be solved and what things should be done.
Asking for behavior change.
At this stage, it is assumed that the complaint has been evaluated and found to be valid and reasonable. If the compliant is more of a personal compliant where one employee is uncomfortable with the manners or with the way his/her co-worker's work, then the HR personnel can now decide of a behavior change is really necessary. If it essential, then the HR personnel can establish the next course of action which will be coursed thru the immediate supervisor of the person concerned. It must be noted that HR should impose a strict guidelines on sanctions or penalties that will be dependent on the severity of the complaint. This can vary on imposing to attend personality training/seminar, to suspension, demotion or to much worst, force resignation or expulsion. The HR, along with the top honchos of the company and/or the immediate supervisor, can impose whatever penalty but this should be clear, justifiable and standardized.
Discussing individual benefits of that change.
Needless to say, whatever the penalty will be, everything must be clear and in black in white for the person being complained at. he/she must understand why the action is necessary and what benefit the company, the complainant, the rest of the workforce, and the person himself, can benefit from taking such action.
Preparing an action plan jointly.
The action plan is prepared by the human resource department and is approved by the top management. This is an effort which concerns the people and the company itself, hence joint effort is really necessary.
Conclusion complaint is filed because there...
Whatever the complaint is, it should not be disregarded for the possible after effect might be more dangerous for the company and the employees. But in as much as the management and the HR department need to address all the complaints, there are guidelines and complaint management system that must be adhered to. This is to ensure that the complaints are managed properly and fairly.
References
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Harlos, K.P. (2001). When organizational voice systems fail: More on the deaf-ear syndrome. The Journal of Applied Behavioral Science, 37 (3), 324-342.
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