What to do if a Colleague is Demanding something Unethical
It is not unusual in the course of one’s career that a person will encounter someone who is doing something unethical. It may be cheating on mileage, stealing office stationary or various other infractions, each which can provide a moral dilemma. However, what if the offending party asks the other to participate in unethical behavior? That raises the stakes, but the stakes are raised to a critical level for an employee when a colleague begins to demand they engage in wrongful behavior.
It is not only a moral dilemma when someone becomes bullying or demanding. There may be many issues at stake, and this is why employee training and education is paramount. Employees need to know where the company stands on ethical behavior, equality, harassment and bullying. If the company is not forthcoming with this training, it is in the employee’s best interest to educate her or his self before an incident occurs. It is also of importance to note that blackmail may be considered a crime in some circumstances. “An ounce of prevention is worth a pound of cure” is not just some quaint saying but a fact of life, and it pays to be educated on what the company expects in the way of behavior.
A necessary side note is that the best way to combat unethical behavior anywhere and at any time is for one to themselves be ethical. Personal ethical problems can become means of blackmail! In addition, employees who have in the past given questionable answers might not be easily believed. Past indiscretions may make others think the employee can be bribed or threatened easily, but a reputation of sticking to one’s principles makes it less likely someone will approach them with a shady proposition. However, it cannot be understated that no matter what has occurred in the past, a good business ethic starts with the here and now. Doing the right thing means doing the right thing, and the long term consequences will outweigh any short term considerations, although that might be difficult to imagine at the time.
When speaking in the abstract, one can only provide general rules. However, a great deal would depend upon the relationship of the colleague, the severity or frequency of incidents and the level of insistence and/or threats involved.
“Colleagues” come with different relationships. Essentially, anyone who is not a boss or a subordinate is a colleague. This does not, however, mean that the person won’t have power in the organization. If a colleague is of equal rank or status, then saying “No” is fairly easy unless they have “some dirt” on an individual. However, if the individual is a supervisor, manager or director over another section or department, then a demand for unethical acts might be intimidating. It also means the incident is more serious than threats from someone with an equal or lower status.
It is important to understand and restate what the demand is. Ask the person in specific terms what they are demanding. For example, one might ask, “Are you demanding that I change the sales tax status on this invoice?” If they say “Yes”, then ask, “Isn’t that unethical?” It is important to be clear about what is being asked or demanded, and it is important to note their reaction. It is best to be as noncommittal as possible. The date and time should be noted, and it is important to start keeping notes at this stage and follow any human resources (HR) procedures immediately. If one doesn’t know the HR procedures, then consultation with an HR representative is a must.
The severity and frequency of the demands has an impact on what a person might do. Someone demanding giving them a company pen for home use is hardly in the same category as demanding someone to turn a blind eye to sexual harassment. In either case, the employee is at risk of becoming an accomplice, but the latter has more severe consequences than the former. However, even the former can get a person fired if it becomes a pattern of behavior, and the person needs to be told to stop the demands. If it escalates, then again the HR rules should come into play.
The threat level can dictate what response to take as well. Threats of physical violence are not just unethical, they are illegal. It is important that one protect one’s self in a reasonable manner. Escaping the room, telling a supervisor or even calling security might be necessary. Other threats might still be serious, but there should be HR rules in place for those as well, especially threats involving sexual harassment. Short of protecting one’s physical safety, the employee shouldn’t give in to the perpetrator.
It should be evident that the HR department is at the center of the solution. It is important that policies are put in place that prevent and react to ethical violations and threats in the workplace. These all have an impact upon the business overall, and serious incidents can put the company out of business. The Occupational Safety & Health Administration (OSHA) has information onworkplace violence. They also have the publication ofEthics and Conduct of Review Committee Employeesthat can be used as a guide for other businesses. It is important to produce these policies upfront rather than having to deal with the potentially expensive and explosive fallout of unethical behavior in the workplace.
