同事缺德怎么辦？
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????親愛的安妮：我從來沒看到過你在專欄里討論這個(gè)問題，但我希望你和你的讀者能夠給我一些指引。我擔(dān)任一家金融服務(wù)公司的地區(qū)部門主管已經(jīng)有8個(gè)月了，在此期間我多次發(fā)現(xiàn)同事的行為并不那么道德，其中甚至包括我的頂頭上司（他在公司已經(jīng)有20年的資歷）和一些下屬。 ????某些行為看似已經(jīng)成為公司文化的一部分，因?yàn)槌宋遥蠹液孟穸紝Υ艘姽植还至恕５侥壳盀橹梗乙仓皇恰奥犞沃蜌馍?cái)”，睜一只眼閉一只眼，但心里卻很不舒服。我想采取行動(dòng)，但不知道該怎么做。向公司高層報(bào)告看起來不算明智，特別是我還是新人，很容易被替換。有什么辦法可以讓我揭露真相，同時(shí)又不必?fù)?dān)心丟掉工作。——良心不安的人 ????親愛的良心：你提問的時(shí)機(jī)很有意思。證券交易委員會（Securities and Exchange Commission, SEC）在幾周前剛剛宣布將向金融犯罪的匿名告發(fā)者發(fā)放其史上首筆賞金，這筆5萬美元的獎(jiǎng)金達(dá)到了法定的最高限額，為執(zhí)法收益的30%。這條新聞讓公司（可能也包括你的東家在內(nèi)）擔(dān)心，金錢回報(bào)會促使人們直接向證券交易委員會或者其它政府機(jī)構(gòu)，如職業(yè)安全與健康管理局（OSHA）告發(fā)犯罪行徑，而不是首先提醒老板。 ????此外，根據(jù)專攻勞工法的律師事務(wù)所Seyfarth Shaw的數(shù)據(jù)，監(jiān)管者收到的檢舉數(shù)量持續(xù)上升，從2008年以來了增加20%，但結(jié)案數(shù)量幾乎不變，同期內(nèi)僅上升了0.5% 。“這么多未結(jié)案的訴訟讓公司和雇員都很尷尬，”Seyfarth Shaw駐芝加哥的合伙人詹姆斯?柯蒂斯指出。“法律嚴(yán)禁打擊報(bào)復(fù)，對此類行為給予嚴(yán)厲處罰，所以公司都會小心翼翼地處理，避免給人留下懲罰告密者的印象。” ????你沒有提到你所見到的行為是違法的，還是僅僅違背道德。如果是后者，這里有些有趣的背景材料：根據(jù)非營利性研究機(jī)構(gòu)倫理資源中心（Ethics Resource Center）的一項(xiàng)研究，在年收入不低于50億美元的公司中，超過一半（52%）的員工聲稱他們在過去12個(gè)月中觀察到同事有不道德（但通常并未違法）的行為。而對于銷售額低于50億美元的公司，這個(gè)百分比為45%。 ????這并不意味著大公司雇員就更缺德。因?yàn)樵撗芯窟€發(fā)現(xiàn)，公司規(guī)模越大就越有可能進(jìn)行正式的倫理培訓(xùn)，從而讓員工更了解該領(lǐng)域的標(biāo)準(zhǔn)和期望，繼而更有可能揭發(fā)違法行為。 ????總體而言，最經(jīng)常被提到的5大不端行為包括：假公濟(jì)私，29%的受訪者發(fā)現(xiàn)過此類行為；凌辱同事或下屬（22%）；對員工撒謊（21%）；非法歧視（18%）及濫用互聯(lián)網(wǎng)（17%）。 ????令人警醒的是，該研究發(fā)現(xiàn)，對向高層揭發(fā)不當(dāng)行為的人實(shí)施打擊報(bào)復(fù)的案例也在增加。2011年，每五個(gè)告密者中就有超過一個(gè)（22%）遭到了某種形式的報(bào)復(fù)，而2007年這個(gè)數(shù)字僅為12%，2009年為15%。最常見的懲罰包括：在加薪或升職時(shí)不予考慮，調(diào)離或調(diào)職乃至降職，更有甚者，“對告密者財(cái)物的實(shí)體攻擊”從2009年的4%躍升到了去年的31%，令人咋舌。 ????所以很明顯，如果你要告發(fā)同事，一定要小心謹(jǐn)慎。戴爾?卡耐基培訓(xùn)公司（Dale Carnegie Training）的CEO彼得?韓鐸建議按照如下的3個(gè)步驟來采取行動(dòng)。“首先，對你的下屬，如果只是小錯(cuò)，何不直接談一談？”他說。“要讓下屬明了你的立場。” |
????Dear Annie:I've never seen this problem addressed in your column before, but I'm hoping you and your readers can give me some pointers. I've been in my current job as a regional department head at a financial services company for about eight months now, and during that time I've repeatedly witnessed instances of less-than-ethical behavior on the part of both my immediate boss (who has been here for about 20 years) and a couple of the people under me. ????It seems that some of these practices are just part of the corporate culture here, since no one but me seems to have any objection to them. So far, I've been "going along to get along," basically turning a blind eye, but it's making me uncomfortable. I'd like to take action, but I'm not sure what to do. Reporting the misconduct to higher-ups seems politically unwise, especially since I'm still relatively new here and probably viewed as highly replaceable. Is there any way to blow the whistle without also having to look for another job? — Uneasy ????Dear Uneasy:You've picked an interesting moment to ask. As you may know, the Securities and Exchange Commission announced a couple of weeks ago that it will pay out its first-ever bounty of $50,000 -- 30% of the amount collected in an enforcement action, which is the maximum allowed by law -- to an anonymous whistleblower who reported financial wrongdoing. This has raised concerns among employers (maybe even yours) that the prospect of a monetary reward will prompt people to report wrongdoing directly to the SEC, or another government agency like OSHA, without first alerting their bosses. ????Moreover, according to employment law firm Seyfarth Shaw, the number of whistleblower complaints to regulators has been climbing, up about 20% since 2008 -- but the number of cases that have been resolved has stayed flat, rising barely 0.5% over the same period. "Having so many open cases hanging around creates a really awkward situation for employers and employees alike," notes James Curtis, a Seyfarth Shaw partner in Chicago. "The statutes prohibiting retaliation against whistleblowers carry heavy penalties, so companies have to tread very carefully to avoid even the appearance of punishing an employee who has reported misconduct." ????You don't mention whether the behavior you've witnessed is illegal, or whether it's merely unsavory. If it's the latter, here's a bit of background you might find intriguing: More than half (52%) of employees in companies with revenues of $5 billion or more say they have observed unethical (but usually not illegal) behavior by colleagues over the past 12 months, according to astudy by nonprofit research group Ethics Resource Center. At companies with sales of less than $5 billion, the percentage is 45%. ????That doesn't necessarily mean big-company employees are less ethical. The same study noted that, the bigger the company, the more likely it is to conduct formal ethics training, which makes people more aware of standards and expectations in this area, hence perhaps more likely to speak up about infractions. ????Overall, the five most commonly cited forms of bad behavior were conducting personal business with company resources, spotted by 29% of employees polled; abusive behavior toward coworkers or subordinates (22%); lying to employees (21%); illegal discrimination (18%), and Internet abuse (17%). ????Most alarming, the study says that retaliation against people who report wrongdoing to higher-ups is rising. More than one in five (22%) experienced some form of revenge in 2011, versus 12% in 2007, and 15% in 2009. The most common punishments: Being passed over for a raise or a promotion, being relocated or reassigned, or getting demoted, although "physical attacks against the reporter's property" jumped from 4% in 2009 to a startling 31% last year. ????So clearly, if you're going to inform on your colleagues, you need to tread carefully. Peter Handal, CEO of Dale Carnegie Training, suggests approaching your response in three stages. "First, with the people under you, if the misconduct is relatively minor, why not just have a conversation about it?" he says. "Let your direct reports know where you stand." |
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