CODAC Management Manual

Under a number of laws and regulations, a supervisor may not be able to guarantee confidentiality to an employee or require confidentiality of that employee. For example, under the NLRA, an employee has the right to discuss the terms and conditions of employment with co-workers (e.g., improving pay or discussing workplace safety concerns). In addition, under several whistleblower laws, an employer may not prohibit an employee from sharing certain protected information with regulatory agencies. However, it is best practice to use discretion in communicating sensitive information and to assure employees that confidentiality will be maintained to the extent provided by law. A particular challenge may arise if an employee making a complaint asks for anonymity. A supervisor should never make promises that he or she cannot deliver, especially if there is a law or workplace policy that would prohibit the request. If an employee requests anonymity because of retaliation concerns, a supervisor should assure the employee that the complaint will be handled with the utmost discretion and that steps will be taken to protect the employee from any reprisals. We also have anonymous avenues for reporting should retaliation be a concern. PREPARATION A supervisor should prepare for a meeting, training or conversation in advance. Ideas regarding the purpose of the meeting, who will speak at the meeting, what information will be conveyed and any follow-up communications or actions that are necessary should be planned ahead of time. This enables the supervisor to set the tone for the dialogue. LOCATION A supervisor should consider the appropriate location for communicating information. If addressing a new corporate policy or a change in working conditions that would affect all employees, then a general meeting in a suitable venue would be best. Having separate meetings with employees may lead to inconsistent delivery of information and to needless speculation and rumors as to what the meetings are truly about. Although convening a general meeting in a work environment with shift workers, telecommuting or remote teams may be challenging, supervisors should plan an effective and consistent communications strategy to meet their goals. Flexibility, use of available technology and embracing new communications methods may assist in meeting the supervisor's objectives. On the other hand, if the supervisor is conducting a job interview, performance review or disciplinary meeting, then a quiet, private location away from the general workforce would be best. COLLABORATION To the extent possible, a supervisor should strive to collaborate in communications. Invite listeners to an opportunity to participate in program planning to promote buy-in. This allows for employee participation and engagement in the material being presented, whether it is a training, a briefing or a performance review. This allows the communicator to be a listener as well. HIRING AND INTERVIEWING A supervisor must strive to identify and select applicants with the skills and qualifications that best match the position for which they are being hired. Therefore, supervisors should look to the requirements of the position and match them to a candidate's education, work experience, skills and other abilities. The decision to hire, may be made in conjunction with HR and other departments. CODAC has established interview questions by position that reduce the likelihood of asking irrelevant or immaterial questions. The

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