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HR Today: Handling workplace gossip

Gossip is a very common thing amongst people both men and women, young and the old. It is an everyday thing and it’s done any time regardless of the place or environment; it is so prevalent in the office or at our workplaces.

Most at times, it appears as though people have nothing important to do than gossip about each other, events and other totally irrelevant issues. They talk about the company, their coworkers, and their managers. They frequently take a partial truth and turn it into a whole speculative truth. They make it look so serious as if their very existence depends on it and without that they seize to function. They rally people to believe in these negative vibes and in no time it’s widespread.

Some managers intentionally turn a blind eye to employee gossip, either because they are benefitting from the gossip or they simply cannot be bothered. It becomes threatening when supervisors and managers also engage in this deviant act; it breeds low morale and gradually becomes a corporate culture, but for the wrong things.

The responsibility of knowing what to say and when to say it is a very important thing. When we speak with subordinates, colleagues and superiors, we should be mindful when to repeat same conversations and to whom we are talking with subsequently. It deepens the distrust and causes low morale amongst the team when people can’t trust us with information.

Employees usually gossip about a wide range of issues, from salary and employee compensation, non-performers who are still in the business, favouratism for one reason or the other and sexually related activities amongst others. Experience has it that those who even talk about issues especially salary issues normally don’t speak the truth; they only wipe sentiments and create disaffection. When these things happen it makes HR looks very bad in the eyes of employees.

However, the interesting aspect is that companies cannot prohibit employees from discussing their salaries, although many companies do have such policies. Their intent is to avoid problems which is a good thing but it is not grounded in law; the Labour Act, 2003 (ACT 651) doesn’t support this.

Expect a certain amount of gossip; people want to know what is going on in their workplace, and they like to discuss work issues. The key is to know when the gossip is out-of-hand. It is thought provoking to know that HR professionals have also benefitted greatly from some of these gossips, it has helped in curbing looming dangers, strikes and many more. One needs to act if the gossip is:

• disrupting the work place and the business of work,
• hurting employees’ feelings,
• affecting employee performance
• damaging interpersonal relationships, or
• injuring employee motivation and morale.

If you find yourself having to address gossip frequently, then you have to examine your workplace and your people to understand the consistent melodies in the gossip.

Not sharing enough information with employees will only build mistrust and they might not have the courage to ask about the most important topics. When employees don't trust their bosses, or feel they lack information, they make up information to fill in the blanks. More often than not, such information turns out to be false, but people may believe it and make decision based on that information. This happens when the needed information is not shared.

The results of false information can be very terrible and damaging to employees' careers and company morale, it again can be detrimental to the image of the business. For instance, if there are rumors of a merger or acquisition, employees get apprehensive and they may start looking for jobs because they may feel threatened of the outcome of such a move.

Because such development normally comes with job cuts and redundancy of employees.
Office gossip when not addressed in a timely manner can become a culture and very difficult to handle; if we allow others to talk anyhow about their colleagues and issues in the office, it breaks the trust and destroys the morale of everyone. It will develop into one click or the other if allowed to continue.

Office gossip is basically a behavioral issue and it can be managed like any other negative trait. We must have a code of conduct where all employees will have access to a copy at all times. The position of the business must be stated clearly on office gossip. There must be a deliberate posture of the HR and line managers to help improve employees with such negative attitudes. Gossip is often a habit developed over time and breaking it can take a great deal of effort; it’s normally a product of our nurture and upbringing especially during the developmental stages.
Managers and all others in position of responsibility must make it a point to address gossip, the parties involved must be invited and the issues settled in a timely and cordial manner. Disciplinary process can be instituted if need be depending on the gravity of the issue. Results of such proceedings must be kept on employee file for referencing. It should be noted that employees who continue to engage in gossip must have their employment engagement terminated, it can cause a major problem for the business including law suits.

If you insistently deal with gossip, it creates an office atmosphere that does not encourage and support gossip. Employee queries must be responded to on time and again divulge the necessary information they need to work with to ease the work-related gossip.

If the gossip is personal, you must go to the employees in question and make it clear that their coworkers are not an appropriate topic to be discussed, give them a business reason why they can’t keep discussing their co-workers and other sensitive business decision.

By Bright Okyere| Twitter: hrtodayghana35 Facebook: hrtoday Ghana | Email: hrtodayghana@gmail.com | Whatsapp: 0244204664

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