Periodically, we ask three HR managers how they’d handle a difficult situation at work. Today’s problem: a boss who says anti-discrimination training is great for all supervisors, but won’t participate in the training himself.
The scene
VP Paul Baxter walked into Lynne Blakely’s office and began speaking immediately.
“Lynne, the early feedback I’m getting on the training module you put together has been great,” Paul smiled. “Everyone in the first group who attended the session enjoyed it.”
“Thanks, Paul,” the HR manager said. “I figured we could use a refresher on how to avoid discrimination.”
“Sure, and it’ll go a long way toward helping prevent misunderstandings and lawsuits,” Paul noted. “When’s the next group going to be trained?”
“Funny you should ask,” Lynne replied.
“Why?” Paul said.
“Well, I noticed you haven’t signed up for any of the sessions,” Lynne observed. “I was hoping to see you at the next one.”
“I hear you,” Paul nodded. “But you have to understand that I barely have a moment to spare since we started working on the merger of those two big departments.
“The truth is, Lynne, I just don’t have time.”
“Paul, I know you’re busy,” Lynne said firmly. “But just about everyone here could say that and use it as a reason to miss the training.”
“Look, I’ve been around here for almost 25 years, and no one’s ever accused me of discriminating,” Paul countered. “So I have to tell you: I really don’t think I need the training.”
Lynne rocked back in her chair and realized that if Paul skipped the training, it would lead other managers to take it less seriously.
If you were Lynne, what would you say or do next to convince Paul to take the training?
Three HR managers answer:
John Latino, Stuart, FL
What John would do: One thing I might mention is that if an employee were to sue us for discrimination, our case would be a lot stronger if we could show that all managers had attended anti-discrimination training.
Reason: The threat of a lawsuit can get someone’s attention quickly. It’s not that you’re trying to scare anyone, but it’s a simple fact that well-trained managers make fewer mistakes and do a better job of giving good, informed reasons for their actions.
Karlee Rohr, Crossville, TN
What Karlee would do: If he’s that high up in the organization, I’d point out that he has other people who work for him, and that it’s going to be difficult to get their cooperation if he refuses to attend the training. That appeals to his sense of responsibility as a manager.
Reason: Presenting it that way is totally truthful. When people see their managers avoiding something, their reaction often is, “Then why should I do it?” Pointing that out might get him to change his mind.
Karen Legere, Paxton, MA
What Karen would do: This is a little “out there,” I know, but I might ask him to teach a session as a supplement to the other training we’re doing. I’d point out that with his experience and knowledge, he’s the perfect person to provide knowledge to others.
Reason: Yes, this is a roundabout way of getting him to understand his responsibilities and realize that he doesn’t know everything he needs to know. But if he’s going to be stubborn about refusing to take the training, you may have to take a back-door approach to get him onboard. If it doesn’t work, well, at least you tried.
