Discrimination-free workplace
HAVE YOU ever been received at your office with a frown because of your attire? Denied a promotion on the excuse that you are too young to be a manager? Underpaid for being a woman? These are some of the discrimination woes we experience at one time or the other at the workplace. Actually, how you dress or walk does not determine the quantity and quality of your performance. But, in some instances, they undeniably play a role in negatively influencing your colleagues' attitude towards you and their assessment of your performance.
Discrimination by colleagues is a problem that concerns not only the employee but also the employer. First, let us take the case of the employee. It can happen to employees new to an organisation; but various factors should be considered if it persists even after an employee puts in considerable amount of time in the organisation. Discrimination can be subtle or tangible and the effect can be small or big: in the form of monetary loss, non-cooperation from colleagues or denial of career growth. It varies from case to case. However, there are two sides to the problem. While one side is colleagues' attitude, the other is how one responds to discrimination. If one is not balanced, discrimination can lead to psychological and emotional disturbance, resulting in demoralisation and fall in performance standards. Then a person is drawn into a vicious circle - discrimination brings down performance, this fuels more discrimination, which in turn increases the number of lacunae in one's work further.
If a person feels discriminated against, he has every right to seek a remedy. However, the person should first understand his rights and then proceed cautiously. Because, the course of action he adopts should not affect his future equations with colleagues and project him as a rebel in the eye of the employer. Then the remedy becomes worse than the disease.
Employee rights
Whether manager or peon, part-time worker or one hired on a temporary basis, a person deserves all the benefits that go with the post and the opportunities to grow in the organisation as long as his performance meets the requirements of the employer. A person's place of birth, ancestry, physical appearance, mother tongue, sex, caste or community should not form the ground for deciding his career path. As long as one is polite and follows the norms adopted by the organisation in interaction with colleagues, junior or senior, one is on the right track. Unless the organisation has a dress code, an individual is entitled to personal freedom of choosing what he wears within the general parameters of acceptability.
Winning back rights
If a person is denied his due or loses his job in discrimination-related situations, he can always claim a just deal. At first, he can politely point out objectionable behaviour on the part of a colleague by letting the person know about the undesirable situation his actions would lead to. If the other person fails to understand and persists in old ways, the matter can be reported either to the `employee tribunal' or to higher authorities. A discriminated employee can demand an apology from the perpetrator, ask for a certain amount of compensation to be made or seek a written assurance from the employer that such incidents will not recur. However, for all this to happen, the employee should be able to substantiate discrimination charges.
Employer's role
On their part, employers should ensure a congenial discrimination-free atmosphere in the organisation. They should understand that unwanted attention to any aspect of an employee demoralises him, hits his performance level and ultimately results in loss to the employee in the short term and to the organisation in the long run. The issue can be more psychological than performance-related in nature and should be understood as such. Employers should be able to separate the chaff from the grain and should not be carried away by confidential reports of employees given by managers; he could be guided by extraneous considerations. Special care should be taken while dealing with physically challenged employees. If necessary, discriminating employees should be counselled to mend their behaviour. In all this, a certain degree of secrecy may have to be maintained to avoid embarrassment to the aggrieved employee.
If necessary, employees at all levels should be provided periodic counselling to train them to bring out the best in their new colleagues. It should be ensured that they do not alienate colleagues who are not acquainted with the art of socialising but assist them in grooming themselves socially. All employees should be made to understand that by harassing their colleagues, they are indirectly causing a loss to the organisation.
Finally, employers would do well to understand that an investment made in human resource is well worth it.
SANDHYA UDDANTI
faqs@cnkonline.com
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