Conference quark::human_relations-v1

    
    Would it be possible for you, with the cooperation of personnel,
    to arrange a "round the table" meeting with all the people involved?
    
    The "DEC grapevine" sounds as if it's at work here - sometimes it
    bears valuable fruit, but sometimes it carries Chinese Whispers....
    
    You don't say whether you've relocated in the course of all this,
    so I don't know if it would be easy to call a one-location meeting.
    And I guess you'd need to get someone senior involved from personnel
    who hadn't been mixed up in this before - is there "Corporate
    Personnel"? If you feel that being fired for no good reason is a
    possibility, surely it is serious enough to involve someone senior.....
    
    Whilst I appreciate your viewpoint, the others concerned must have
    other views with their own "validation". Maybe by getting all the
    facets together to openly discuss your situation with you some
    truths will emerge and some myths could be killed off.
    
    

    First, if you are a hard worker and good employee, then your
    performance *will* outway your 'reputation' as long as you are given
    the chance to do so.  They have hired you to do a job - do it the best 
    that you can.  I'm sure it is easy for me to sit here and say this, 
    but the fact is it isn't easy to work when it feels like everyone is 
    talking about you.
    
    People will always gossip.  Do your job, do it well, and be the good
    person that you believe you are.  Soon, people will see that the rumor
    is unsubstantiated.  Hang in there......
    
    

    There's a book called "The Projection Principle" by Dr. George Weinberg
    which talks about changing or managing peoples impressions of you.  It
    might provide you with some tools to use in this situation.
    
    The book is based on the principle that:
    
    "If you can get a person to stop acting an accordance with a wrong
    perception and to treat you in a new and desired way, the person will,
    after awhile, see you in a new way.  They will then find a variety of
    other desired ways of acting that are consonant with their new view of
    you.  These will further reinforce their new, good Projection".
    
    Its a good place to start.....
    
    Tough situation though when judged guilty without cause of "trial"
    
    good luck
    

    Document, document, document.  Write down what you accomplish when,
    for whom, and how.  Immediately after any meeting with your manager,
    write down what happened; you might even take notes during the meeting.
    Get specific complaints:  Not just "insubordinate" but when this
    happpened and why it is being considered insubordination.  Be prepared
    to hash through every little thing if necessary.  Keep in mind that
    very few situations are entirely the fault of any one person.  To
    every action, there is a reaction.  If your manager is responsible
    for an action, you are responsible for your reaction.  If some of
    your reactions failed to improve the situation, be prepared to
    acknowledge your role in the deteriorating relationship.  For instance,
    "Yes, I did threaten to get a lawyer.  I was very frustrated at
    the time.  I realize this was antagonistic of me."

    
    
    I agree with .4 - write down *everything*, no matter how insignificant
    it may seem.  The burden of proof is going to lie on you.
    
    Make an appointment to meet with your Personnel Consultant to review
    this matter.  Managers just can't go around randomly issuing warnings
    to employees.  They have to justify it.  Your previous manager's
    justification should be in your personnel record.  Also, the fact that
    the warning was rescinded will also appear in your personnel record.
    
    I suggest you follow up with your Personnel Consultant first.  Ask for
    his/her recommendations.  

    Use the chain.
    
    I'm not sure if it works the same way in the states as here but
    if it were me I would use my manager 1st, then personel,then if
    i feel really stood on then I'd carry on going through the chain
    until I felt that something positive had been achieved.
    
    Just my view though.
    
    Hang on in there. Phil.

    Every employee has access to their Personnel file. Check it thoroughly.
    If the warning has been rescinded, there will be no evidence of
    it in your file. If a physical copy exists, get a copy of the
    cancellation and have the original warning removed. Further, the
    fact that it was rescinded does not have to appear in your Personnel
    file, either.
    
    For any action to be considered a harrassment issue, there has to
    be a response. In other words, one person would have made some comment
    or gesture. THEN - and this is VERY important, - the person to whom
    the comment or gesture was directed would have to tell the first
    person in some way, "That offends me. Don't do it again. I mind
    it." (Words to that effect.) Once the first person is made aware
    that someone else is offended by the comment or gesture, it should
    stop. If the same person makes the same comment or gesture to the
    same second person, THEN a case of harrassment can be made.
    
    I agree with the noters who say, "Document everything. It's tough
    to be in a situation where you feel this needs to be done, but
    sometimes it is necessary."
    
    Best of luck to you. Stay strong.
    
    					Susan