Teach Middle East Magazine Jan-Feb 2018 Issue 3 Volume 5 - Page 11

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 | | Jan - Feb 2018 | 09