Administrator's Corner
ENSURING A HARMONIOUS WORK
ENVIRONMENT IN SCHOOLS
BY MURAD SALMAN MIRZA
S
chools are complex entities and
each is governed by a unique set
of dynamic circumstances that
include both controllable and
uncontrollable factors. One of the key
controllable aspects is Employee Well-
being, which is a significant aspect of
the overall equation for school success.
Any undesirable shift in employees’
behaviours in the workplace can be
a sign of simmering misgivings that
can manifest at unpredictable times
and have the potential to seriously
damage the ‘school’s’ brand in addition
to critically disrupting the workplace
harmony. Therefore, it is imperative that
schools manage any ‘Employee Rage’
situations effectively and efficiently as an
important part of operational strategies.
This article focuses on providing a
systematic approach to mitigating
‘Employee Rage’ situations, e.g., visible
anger, demonstrative frustration, verbal
discontent, virulent online postings,
displayed
aggressiveness,
vented
disagreements, violent confrontations,
demeaning
behaviour,
unethical
measures,
destructive
tendencies,
etc., by deploying the ‘DISTURBED’
framework to ensuring a harmonious
workplace within progressive schools.
This framework is made up of the
following 9 elements:
• Detection
of
potential/actual
‘Employee Rage’ situation (D)
• Investigation by a competent team (I)
• Source identification for realising root
cause (S)
• Taking the approved action after
discounting alternatives (T)
• Uniform application of the agreed
solution in all affected and suspected
areas (U)
• Reviewing progress periodically for
timely corrections (R)
• Banishing residual negativity, fear and
resentment from the workplace (B)
• Engaging employees in an open
dialogue through various mediums
on an individual, group, functional
and organisational level (E)
• Devising robust preventive measures
as a consequence of the open
dialogue and research of proven best
practices (D)
The aforementioned 9 elements are
divided into the following three main
phases:
Realisation Phase
This is focused on ensuring that any
problematic areas are timely identified
and examined through an insightful
study to provide a thorough assessment
of the nature and magnitude of the
presented challenge(s)
potential to jeopardise the seamless
functionality of a progressive school.
It is triggered once the identified
‘Employee Rage’ situation(s) has/have
been effectively resolved. It involves
an honest scrutiny of the school’s core
values in terms of their continued
relevance and being open to change
in case of any significant lagging
elements. It requires an empathetic
ear to employee voices and devising
robust solutions that are carved out of
the best available options. It demands
transparency and the willingness
to be held accountable for genuine
concerns propounded by aggrieved
employees who are the true saviours
of the school’s coveted ‘Employer’
brand. It involves a ‘deep cleanse’
of the entire organisation through
an honest and methodical audit that
identifies lingering areas of distress
and/or potential hazards for the future
and astutely suturing the looming
gaps with robust preventive measures.
Conclusion
Resolution Phase
This is focused on ensuring that
the presented challenge(s) is/are
comprehensively
addressed
and
concrete corrective actions taken to
resolve areas of concern in an effective
manner.
Reformation Phase
This pertains to long-term assurance
against challenges that have the
The
aforementioned
framework
has been presented as a ‘baseline’,
upon which, future strategies can be
efficiently and effectively established,
developed, implemented, monitored,
reinforced
and
improved
to
complement the various initiatives
within the Talent Management policy
of each school.
Let’s commit to
being a role model for an invigorative
work environment that is a bastion of
professional solace!
Murad Salman Mirza is an innovative thinker and an astute practitioner in areas
within and associated with the fields of Organizational Development, Talent
Management and Business Transformation. His LinkedIn profile can be viewed
at: https://www.linkedin.com/in/muradsalmanmirza/
Class Time
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Jan - Feb 2018
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