Case Studies

Click each tab to view their assessments

What it means

The risk assessment indicated that there are problems with how the leaders of that particular unit connected with their team.  The greens in attitudes and behaviors and rewards and punishments meant that people basically liked their peers and felt that people were rewarded based on their performance.  However, they felt that their leader(s) did not support them, there was a lot of tension between the unit and the leadership and that the environment was becoming toxic.  

 

Upon Closer Examination

The human resources manager talked to several people and found out that the supervisor had demanded that people go into places and situations that they felt were both dangerous and for which they were not trained.  One in particular, a blaster that was not working, one person was told to go in alone and see what the problem was.  Company policy clearly stated that there had to be at least 2 people present to inspect the blaster in case of emergency.  

This was putting both physical and emotional pressure on the unit.  Because of the blaster incident, the manager was terminated with cause and the next risk assessment indicated solid greens.

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What it means

There was harassment happening!  Leaders were either bullies themselves or bullying was tolerated and rewarded.  There was also a very high likely hood of sexual harassment.  The type and degree need to be determined but it is literally minutes from blowing up in the company’s face.  This was done as an initial risk assessment before the incident reporting app was rolled out.  If they had the incident reporting app, there is no doubt that there would have been several incident reports filed in a very short timeframe.

Upon Closer Examination

We found out that the top sales person was a bully.  Because he accounted for 22% of the company’s total sales, his behavior was tolerated.  It was also indicated that he was making inappropriate suggestions to female staff that could easily be construed as sexual harassment.  He was literally a lawsuit waiting to happen.  Because the company did not want to lose him (and his business), the initial response was to provide him training and coaching on what is appropriate behavior and what constitutes both harassment and sexual harassment.  After a few weeks, we received an incident report that was sent to us to investigate. We found that the person had not changed and was still harassing his colleagues and sexually harassing female staff.  We recommended he be terminated.  The company was very nervous about it but a message needed to be sent (along with the liability concern) that this behavior is unacceptable no matter who it is.  The person was terminated with cause.  The interesting component of this was that not only did the risk assessment begin to show more greens, but that sales by the end of the year actually increased by over 30% from the previous year when the sales person was employed.  The sales person was actually stealing leads and bullying other sales people which depressed the overall numbers.

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What it Means

Overall, this was a pretty good unit.  People liked and respected each other.  Communication was usually good and people felt supported.  The problem areas were in leadership and rewards and punishments. This indicated a problem of favoritism.  Although not at the level of harassment or sexual harassment, there were warning signs that people felt that leadership played favorites and promotions were based more on whether the manager ‘likes you’ than on performance.

Upon Closer Examination

The human resources person found that the manager had a person to whom he was granting special privileges.  One such example was that the woman was going through a separation and he gave her almost 2 weeks off, with pay, to help her ‘deal with the situation’.  During this period they were in communication through informal texts.  Although the texts never were in any way suggestive of any non-professional relationship between the two, it was outside of standard policy to communicate through company e-mail any issues regarding time off due to illness.  In addition, the rest of the unit saw it as favoritism since the person was provided paid time off beyond company policy.  The human resources person discussed the situation with the manager and provided them with a written warning to follow company procedures consistently with all staff.

Click the switches below to view summaries for each case study

Manufacturing Organization

Return Rate
Scores
29
%

Policies & Procedures:

Enforcement – Green

Communication – Green

In place – Green

Culture

Leadership - Green

Attitudes and Behaviors - Green

Rewards and Punishments - Green

Workplace

Physical - Green

Emotional -  Green

External - Green

Supports

Physical - Green

Emotional - Green

Training - Green

Sales & Marketing Team

Return Rate
Scores
60
%

Policies & Procedures:

Enforcement – Red

Communication – Red

In place – Yellow

Culture

Leadership - Yellow

Attitudes and Behaviors - Yellow

Rewards and Punishments - Yellow

Workplace

Physical - Green

Emotional -  Green

External - Yellow

Supports

Physical - Red

Emotional - Red

Training - Green

Healthcare Institution

Return Rate
Scores
67
%

Policies & Procedures:

Enforcement – Green

Communication – Green

In place – Yellow

Culture

Leadership - Green

Attitudes and Behaviors - Green

Rewards and Punishments - Green

Workplace

Physical - Red

Emotional - Yellow

External - Red

Supports

Physical - Yellow

Emotional - Red

Training - Green

The AI2HR Dashboard

A Comprehensive Snapshot of Your Organization

There are three major components to the AI2HR technology:
The validated risk assessment;
An incident reporting system;
A case management system

The case management system is used to manage incidents once they have been submitted. It allows both the organization and individual to track all incident reports and attach supporting documentation to support the closure of any incident report.

Combining the Risk Assessment with the Incident Reporting

Whereas the risk assessment provides a snapshot of a unit or team at a particular moment, the incident reporting software allows for real and up-to-date information.  It is a strong indicator on how healthy a specific unit is right now.  Also, you can use the incidents report to help track progress on initiatives taken as a result of the risk assessment.  As an example, if the risk assessment indicated that people did not understand harassment and a training initiative was put in place, then the number of incidents relating to harassment should decrease.  

How the Risk Assessment and Incident Reporting Provide Real-Time Indications of Risk

Numerous studies have shown that the more incidents an organization receives, the healthier the workplace.  It is ironic that a healthy workplace actually receives MORE incident reports than an unhealthy one.  The reason for that is that it shows that people are both engaged in making their workplace better and action is being taken on the small stuff to prevent a big crisis. 

What the dashboard tells us – A Comprehensive Understanding Broken Down by Unit/Team

The dashboard is a comprehensive data analysis of each team.  It tells us:

  • The level of participation for the risk assessment based on percentage of those sent out. The response rate is a very strong indicator of health in the unit/team.  For instance, if the percentage of returns is low (<50%), that indicates that there are major problems in the unit.  Engagement is so low that people don’t even bother to fill out the risk assessment.  This low rate of return on the risk assessment makes its findings are invalid.  Scores of between 51% and 69% mean that the survey results are more useful but that there are warning signs about engagement.  >65% indicates that the results of the risk assessment are valid.
  • What are the scores based on the last risk assessment.  This is used as the current benchmark of where the team is currently at as far as their risk exposure to workplace violence.
  • What are the numbers/types/severity of the incidents being reported.  Again, high numbers of low severity incident reporting is an indicator of low risk of workplace violence and harassment for the unit/team.
  • Other indicators.  This includes time and locations of incidents reported, turnover, etc. that may indicate potential problems or aid with effective workforce planning.
  • The dashboard can be broken down to a single team/unit or multiple team/units for comparison between units/teams.

A Case Study: Humber River Family Health Team

The only sustainable competitive advantage for any organization is to find, develop and recruit top talent.
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