How to Approach A senior Manager regarding Behavior issues

Hi brilliant minds,

Just for a point of discussion:

An employee left the company and during the exit interview, he shared some issues regarding his line manager who is a senior manager. He mentioned that he “burned” him physically and mentally, and that working with him is no longer healthy - thus he resigned. However he still want to leave the company in good spirits with all. Knowing that what he will mention during the exit interview will be kept confidential - so he opened up to HR.

During the HR conversation with the senior manager - he also shared his thoughts regarding the employee and the situation of the department… he was highlighting the department’s limitations and the situation and he does not think that the issue for the resignation was on him.


  1. Will you share the information given by the ex employee? How will you share the information given by the employee without creating a thought that it came from the ex employee?
  2. Will you need to open this topic to the GM who is the line manager of the senior manager?
  3. In general, what is the best approach for HR to take when issue is already on the personal behavior or attitude of an employee.

Thanks in advance to those who will share :slight_smile:


Regarding the information shared by the ex-employee during the exit interview, as an HR professional, it is important to handle this information with confidentiality. While it is crucial to address the concerns raised, it is advisable not to disclose the source of the information to avoid any potential repercussions for the ex-employee. Instead, focus on investigating the issues raised and resolving them in a fair and impartial manner.

Depending on the severity of the situation and the impact on the employee’s experience, it may be necessary to escalate the matter to the GM, who is the line manager of the senior manager. However, it is essential to approach this conversation carefully, ensuring that the focus is on addressing the concerns raised and finding a resolution, rather than placing blame. The objective should be to improve the working environment and prevent similar issues from arising in the future.

When it comes to issues related to personal behavior or attitude of an employee, it is crucial for HR to adopt a fair and consistent approach. The best course of action typically involves the following steps:

a) Conduct a thorough investigation: Gather all relevant information and perspectives from those involved, ensuring a fair and unbiased assessment of the situation.

b) Provide feedback and coaching: If there are behavioral or attitude concerns, it is essential to provide feedback to the employee and offer guidance on how they can improve their conduct. This can involve coaching, counseling, or training as necessary.

c) Monitor and follow-up: Keep a close eye on the employee’s behavior and provide ongoing support. Regular check-ins and follow-up discussions can help address any remaining issues and ensure that the employee is making positive changes.

d) Document the process: Maintain accurate records of the conversations, interventions, and any disciplinary actions taken, if applicable, to ensure transparency and accountability.



Dear Chitra,

Thanks for sharing your thoughts :+1: :slight_smile: