4 HR Horror Stories: How Should You Handle Them?

Working in HR means navigating complex circumstances regularly.

Things can go wrong even when you make efforts to alleviate potential HR horror stories.

Even good intentions can lead to stress and nightmares.

Here are four all-too-common and scary situations — plus suggestions on how to handle them so you can anticipate, avoid, or prevent something similar in your workplace.

HR Horror 1: Accommodating

Situation: An employee with a history of back issues asks for an inexpensive lumbar support cushion and a footrest to help with the pain. HR finds the expense reasonable and places the order. Weeks later, the employee said the support items were not helping so they went to an orthopedic specialist who recommended using an ergonomic chair, which they asked HR to purchase. HR explores an interactive process to meet the needs of both the employee and the workplace. A physician-approved chair is ordered.

The chair arrives. No longer needing the previously provided lumbar cushion and footrest, the employee gives these items to a neighboring employee. Their other cubicle neighbor is jealous and asks HR to get them those items. Eighteen additional requests roll in. HR realizes they made a mistake and at the very least should have asked for the cushion and footrest back once the new chair arrived.

Analysis: HR should never play doctor and treat a medical condition. All requests for special equipment related to a medical issue should be supported with medical documentation. If you do provide equipment for some people without a medical note and not others you run the risk of a discrimination claim. While it may seem proactive and helpful to comply with a simple ergonomic request, you should always ask for a doctor’s note to ensure you treat the issue correctly and not worsen it. 

HR Horror 2: Culture in a Multi-Generational Workplace

Situation: In an attempt to promote bonding, a company hosted several voluntary off-site events for employees to participate in after regular work hours. The events with physical activities appeared to be a great success. During a town hall meeting, the CEO praised the participants who attended a recent event and said there had been increased collaboration and enthusiasm. A calendar of events for the coming year is released with monthly activities so people can “plan ahead to attend” – and attendance is implied to be beneficial.

A discrimination complaint is filed stating that the events have been primarily physical in nature, catered to a youthful healthy section of the company, and excluded people with physical limitations, deterring employees of an advanced age and those with after-work commitments. In addition, the complainant said they had been considered for an internal promotion but was not selected. The person selected had 15 years less tenure and had been active in the company events. The non-selected employee who had been unable to attend the events was told the chosen employee was a “better fit.” Feeling threatened by having filed the complaint, they sought and won a legal settlement.

Analysis: While attendance may not have impacted the promotion decision, the perception impacted the company. Organize events that are also non-physical (before, after or during work) that appeal to more groups so anyone with physical restrictions or personal obligations can attend and doesn’t feel left out. While you do not have to meet everyone’s preferences, activities that allow everyone to attend create equal opportunities for strengthening culture and engagement.

HR Horror 3: Background Relevance

Situation: A person applied for a job at an organization that conducted background checks for education, prior experience and criminal checks. The individual’s result revealed a code that was unknown by the recruiter and rather than ask the background check company or escalate to upper HR as they were supposed to, they went to Google. An Internet search revealed an expunged charge for what appeared to be a crime against a minor, and the recruiter made their assumptions.

When the hiring manager called to check that onboarding was proceeding as expected, the recruiter revealed they did not think the applicant should be hired based on the background check results and alluded to a criminal record. The manager went to upper HR who then initiated a legal review and determined the candidate eligible for hire. The candidate began their employment despite challenges from the talent acquisition team but had a tarnished image.

Analysis: Background check results should be kept confidential and assumptions never made or details speculated on. Always investigate through the hired third party and evaluate results based on the role and company policies. Employ a legal expert if needed to ensure you do not wrongfully disqualify an eligible candidate. Background checks should follow an offer of employment and should never be conducted via social media or Google.

HR Horror 4: Repetitive Injuries

Situation: A call center had many complaints of neck issues that appeared to be caused by cradling a desk phone while typing. Believing headsets to be too costly, the company gave less expensive phone cradle extenders to minimize neck strain. Despite this, two people asked to file workers comp claims to assist with the treatment they were seeking from chiropractors related to neck pain. Others began filing claims. Insurance rates increased and HR was criticized.

Looking for support to persuade the company to buy headsets, HR contacted the worker’s compensation carrier to ask if any special equipment should be provided. The carrier conducted a job safety audit, evaluating job duties with physical aspects, such as how long sitting occurred and how much phone use was expected, and evaluated all equipment provided by the company. The carrier made recommendations and even helped negotiate a discount with a vendor for the company to provide headsets and other equipment to employees to avoid continued or future injury claims.

Analysis: If you see many issues related to the same concern then it might be time to assess all staff and make some equipment changes. If your carrier does not offer a service to evaluate ergonomics, you can look for a provider yourself or consult with OSHA.

Stay Safe

To prevent similar stories in your workplace here are some key strategies:

• Develop well-defined policies for handling various issues, such as accommodations for disabilities, injury reporting, workplace conflicts, and hiring processes. Ensure these policies are communicated effectively to all employees.
• Train your HR team and management on best practices for handling HR matters.
• Encourage employees to report concerns or issues promptly. Create a safe and supportive environment where employees feel comfortable raising concerns without fear of retaliation.
• Conduct regular risk assessments to identify potential risks within your workplace and develop strategies to mitigate them. This can involve conducting ergonomic assessments, evaluating workplace safety measures, and addressing potential sources of conflict.
• Seek expert advice or legal experts when faced with complex HR challenges. Their guidance can help you navigate difficult situations and make informed decisions.

These tips should significantly reduce the likelihood of having your own HR horror stories and create a healthier, more productive workplace.