Really difficult Senior manager

[PoloAllsort]

My friend works in a firm with a very difficult senior manager. Its a niche job so she doesn't really want to move on, plus only been there six months.

The senior manager has apparently received numerous low level complaints about him over the three years he's worked there, then recently a formal grievance. The grievance alleged bullying and harassment, he was sent on 'management training' and the company settled with the claimant (though I don't think accepted wrongdoing, presumably too costly). Seems like the senior manager should be in the last chance saloon now - the directors know his 'behaviour' but presumably struggle to move him on. Interestingly though he's had his people management responsibilities reduced since the grievance and seems more 'project based' now by the directors. Is this likely their attempt to move him on?

I've suggested perhaps my friend cuts her losses and leaves, but like I say, niche job and she likes the work. Now his full behaviour has been 'exposed' is he likely to move on/get nudged by the directors? They can't afford further complaints about him and he's a 'loose cannon'.

Any thoughts please?

Far too little information to answer your question directly about what's likely to happen next I'm afraid, it really all depends on (a) the nature of the bad behaviour (some bullies/'difficult people' employ really insidious/subtle behaviour making them horrible to be around but difficult to prove in a court/grievance type setting as opposed to e.g. the type of person that strides around shouting racist slurs in front of witnesses), the type of claim the person had and what evidence and plus what was the (possible/assumed) 'settlement' with the aggrieved person/claimant (I wouldn't be as sure as you are on the facts stated that it was a hefty financial compensation, depends on what exactly happened, could have been as simple as they agreed to give him/her a good reference in exchange for dropping it or whatever) (b) exactly how important to the company this senior manager is (or how his importance is perceived anyway), how irreplaceable he is really seen as being (c) the general risk appetite and attitude to HR/legal risk in the company, there's the strict letter of the law and there's pragmatic reality and there's grey areas in between, so just because something is morally wrong or not in line with HR best practice or even is technically illegal doesn't mean it doesn't happens every day the length and breadth of the country, so it's going to be very hard for anyone to advise you/your friend very definitively.

E.g. some companies are very happy to take a very hard nosed commercial view and will prioritise a long-standing, senior member of staff (esp if he's a big 'name' in the industry or big income/business earner for them) over newer, more junior people and are willing to accept people might be very upset regularly, leave before their time and/or they might have to pay out a modest settlement every few years, in exchange for keeping their golden goose or star player or however they view them. If I was advising this business as the HR person the trouble is there is no risk-free option here, if he's been there a long time and been behaving the same way, never been performance managed or disciplined or even seriously spoken to about his behaviour, you can't just sack him or even 'nudge' him out by the back door without incurring some risk. A sideways move to 'projects' where their exposure to people is more limited/behaviour can be more easily managed can be a starting point for a dignified exit (especially if the person is near retirement) or it can be a good protective measure while you do manage them actively and get them to improve and/or take formal action if not, or it can the lazy way out/path of least resistance if you don't really care, so it's hard to tell what's really going on.

As to what your friend should do, given what you say about niche role etc., generally my advice would be sit tight and see what happens. Keep an eye out of course for other opportunities and don't turn things down if they come to her, but definitely don't resign with nowhere else to go. That's on the assumption she's a reasonably robust person, the behaviour isn't directly or frequently targeted at her specifically (i.e. it's not personal, he's an arse to everyone) and just find ways to manage her exposure to him (i.e. try and get assigned to different projects or clients, don't meet with him one on one, make sure to cover her back with emails etc if he's the type to backstab or target individuals to blame for problems, flag up any particular concerns to her own manager). Of course if she's so stressed and anxious about him she's coming home crying every day and can't bear the thought of going back, or this person has started a particular campaign against her that advice changes...

@maxelly thanks that is really helpful. My friend has some contact with HR and knows the settlement was quite significant- at least six months pay, plus reference etc. It seems there was quite a good case for bullying but as always some grey areas.

Interesting about the sideways 'project role' - agree, it could be a few things but perhaps the directors are trying to minimise the risks of further claims (his reputation for bullying isn't good) whilst also protecting the company. If he resigns, perhaps that could also be what they are hoping.

Good advice to sit tight unless it becomes to stressful, sounds like there's a reasonable chance he may move on now his feathers have been clipped a bit!