Serial complainer

Chance of a SOSR dismissal? Virtually zero? Though try to find the case of the accountant at an NHS hospital in Scotland (I think it was).

Practical advice could be to offer her a compromise agreement.

Been there? - yes several times. I have been around long enough and high enough to know how manipulative and destructive office politics can get when they go unchecked. And sadly more common place these days, involving the lowly and the mighty, the principles are the same. The recent media coverage about the Met Police Commander started with workplace politics- and they went on for years involving the highest levels.

Essentially a spectator sport has been allowed to develop in the workplace and focus is now on the probability outcome (gamble if you like) of a process - and all the intrigue goes with it. Whatever the outcome of this case, the probablity of repeating behaviour, albeit with different players, is also quite high.

Your intervention will need to deal with the individual staff member that much is clear. You will also have to deal with the more pressing issue of the underlying dysfunction of the workplace as well. There lies your biggest challenge, getting the workplace "weaned"off the climate of intrigue.

One tip, check out the logic (I don't mean the process it is too open to manipulation as well) of the restructing which appears to have given rise to this problem in the first place. One question that will be posed sooner or later will be : "Given the many years of service, what was her demeanour and character before that event?" Someone will need to answer that.

Thanks everyone for your comments. I intend to do as Jayne says but I know she will be as difficult as can be. Given that she is creating a bad atmosphere in the office and creating a "them and us" situation, if she continues with these spurious claims, what does anyone think the chances are of a SOSR dismissal?

I'm not an HR head, and neither have I been in this situation but could you consider using a dictaphone to record any meetings you have, so that an exact record is kept of all things said, and any minutes typed up verbatim?
That way there would be no question. Just a thought from a practicality point of veiw :-)

Totally agree with Jayn! Get the boot firmly on your foot and get the disciplinary procedures going....... firm but fair.

Having avoided redundancy now working her ticket toward a constructive dismissal claim unless nipped in the bud firmly but fairly and should take up above offer quick before it becomes vexatious and you are just gonna have to record and evidence her behaviours and what you are doing as she may loose a few battles along the way but win the war when it all goes pear-shaped...

Hi Jane. I sympathise these situations are very difficult. The person has to be dealt with politely but firmly - the skill is to stay focused and not allow the person to distract from the matters in hand. Also do not allow the same complaints to come up twice - once the process has been exhausted on each issue then clearly draw a line under it. You have to take control of the situation and manage every step - or the employee has control and you have difficulty resolving anything. Without knowing all the details it is difficult to give any clearer advice other than do not gt drawn into the game! Your aim is to call time on any futher grievances. We would be happy to help further if you wish to contact us at the WPL office.

Can anyone tell me how they have handled a serial grievance raiser?

I have inherited a case of someone who is now on her 3rd grievance in a year, 2 against the same person, her immediate supervisor. In a restructure, she (the complainant) took a lesser admin role as an alternative to redundancy but is clearly miffed that the other person is now her supervisor and goes out of her way to make life difficult, saying she hasn't had enough training (when she clearly has), refusing to do tasks unless she has read the appropriate manual cover to cover (even just for sending out template letters and with written instructions on how to do it), if she is pushed for results she says she is being picked on and that others just think she is slow (she is!), she has been spoken to about her work rate but does not believe she does anything wrong, complaining about her workspace, too hot, too cold, in the wrong place, not enough room (she thinks she should have more than everyone else to spread her work out although not a requirement for her role).

She has also been involved on two occasions in "accidentally" pushing two other members of staff, one fell to the floor and banged her head and one fell into a filing cabinet, also sustaining injury. She was disciplined for that and received a verbal warning which has now expired.

She has copious notes of every tiny detail, eg. "X spoke to me in a raised voice", "X is checking my work", "X spoke to me inappropriately". Now, an investigation has been partly undertaken and we are carrying out the rest of that investigation as we speak but this person has been referred to as "poison", she constantly complains under the guise of being the one hard done by and she is becoming a real trouble maker in the office, stirring up a "them and us" mentality. Unfortunately she has many years of service and these problems have arisen as restructures have taken place which she sees as lowering her status and changing her supervisory reporting line. She is completely and utterly derogatory, looking down with disdain at everyone, trying to twist words in meetings, claiming things that were said haven't been, refusing to accept details of meetings as true records, in short, an absolute nightmare. Has anyone been there? Any advice?