The Dos and Don'ts of Internal Investigations
When you’re requesting an official investigation at work (via your department head, HR, etc.) …
DO:
· Request the formal investigation in writing/via email (memo);
· Save multiple hard copies of the request, including any supporting documentation that was forwarded to HR;
· Know the procedures that govern the investigation;
· Know the expected timing of the investigation;
· Present evidence strategically. Only submit what is vitally necessary to prove your case. Submit the evidence in some logical order for ease of understanding the issue;
· Label your evidence with the relevance of each item submitted for review by the investigator;
· Present a witness list;
· File an appeal, if you don’t agree with the decision;
· Find alternative resources, if your situation warrants it (e.g., outside/external investigation, legal counsel, etc.); and
· Keep your mouth shut during the investigation--remember that you are surrounded by liars and opportunists in the workplace.
DON’T:
· Allow people with conflicts of interest to be an integral part of the investigation. Express why you are concerned with a person’s participation in the investigation and ask for alternates to replace that individual;
· Inform your chain-of-command before filing a complaint, if your chain-of-command is the party that is bullying, discriminating or retaliating against you;
· Accept a determination you don’t agree with--investigate your options, such as filing an appeal or filing a complaint with EEOC; and
· Give your employer ammunition to use against you. For example:
-- make sure you report to work early or on time;
-- don’t miss deadlines;
-- be professional at all times;
-- double-check your work;
-- don’t take the bait (e.g., people will try to antagonize you to get an angry response that can be used against you later);
-- document everything; and
-- don’t keep evidence at work where it can be found and destroyed.
DO:
· Request the formal investigation in writing/via email (memo);
· Save multiple hard copies of the request, including any supporting documentation that was forwarded to HR;
· Know the procedures that govern the investigation;
· Know the expected timing of the investigation;
· Present evidence strategically. Only submit what is vitally necessary to prove your case. Submit the evidence in some logical order for ease of understanding the issue;
· Label your evidence with the relevance of each item submitted for review by the investigator;
· Present a witness list;
· File an appeal, if you don’t agree with the decision;
· Find alternative resources, if your situation warrants it (e.g., outside/external investigation, legal counsel, etc.); and
· Keep your mouth shut during the investigation--remember that you are surrounded by liars and opportunists in the workplace.
DON’T:
· Allow people with conflicts of interest to be an integral part of the investigation. Express why you are concerned with a person’s participation in the investigation and ask for alternates to replace that individual;
· Inform your chain-of-command before filing a complaint, if your chain-of-command is the party that is bullying, discriminating or retaliating against you;
· Accept a determination you don’t agree with--investigate your options, such as filing an appeal or filing a complaint with EEOC; and
· Give your employer ammunition to use against you. For example:
-- make sure you report to work early or on time;
-- don’t miss deadlines;
-- be professional at all times;
-- double-check your work;
-- don’t take the bait (e.g., people will try to antagonize you to get an angry response that can be used against you later);
-- document everything; and
-- don’t keep evidence at work where it can be found and destroyed.
Labels: filing complaints, investigation, tips and strategies
2 Comments:
This information is so viable. I wish I would of had this information about two years ago when I lost my job. the first don't rule you listed is the main the reason I couldn't get rightfully heard. The HR manager stand in was aces with my supervisor at the time. I just let it go in the end, I didn't feel like fighting and I wasn't education enough on the matter and too cheap to pay a lawyer $250.00 for an hour of his advice. All that has passed, but I can't help but think how I could have done things differently.
Great post!
You make a great point that I’ll remind my blog readers of (and link to your blog as well). I recently had two federal civil service employees contact me because they are concerned about being named RMO’s in a formal complaint. Their concern is not so much that they have been named RMO’s but that they only recently learned that they were RMO’s in the informal pre-complaint process too. They and a third co-worker were never notified during the original phase of the complaint that they were RMO’s, nor were they ever given the opportunity to be involved in or assist in resolving the complaint at the lowest level.
Knowledge is power, and in this case they believe they would have had the power to resolve the aggrieved complaint at their level had they known or been explained the process. At the end of the day, the governments failure to notify these three of their status’ as RMO’s and further the failure to have allowed them to resolve the complaint at the lowest level has resulted in the case now going formal.
Sadly, none of the three have ever seen the complaint and even to this day they have not been notified by officially by the agency that they are RMO’s.
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