The response to the misbehaviour
really depends on the context. For larger
organizations, it can be about protecting
shareholder value, says Williams. "This
is why you see a lot of this 'no tolerance'
and harshness is because they do not
want any negative impacts."
A smaller employer could take
other measures if that person's been a
valuable asset to the organization and
the value of the organization will not be
affected, he says.
"But I can understand from these large-
scale [companies like] McDonald's,
BlackRock why they took the swift action
they did, and I believe it comes down to
protecting shareholder value."
The response from HR and the board
really depends on the company and
the situation, says Wright. If it involves
"unencumbered" adults who are not in
the C-suite and have ventured into a
relationship that they want to pursue
over time, and it's a big enough company,
they can be separated so they're not
impacting each other's decisions.
"You want to make sure it is clear that
yes, there is a relationship and it in no
way impacts their decisions or their
interactions with others or how they
assign tasks or projects," she says. "If
it's a big company, I think it's entirely
possible; it's much trickier in a smaller
one."
CHRR
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