A few years ago I had the opportunity to work for a major employer who wanted to kickstart a veterans hiring program. I was hired to find veterans interested in our organization and recruit them. For job code reasons, my position was placed under the EEO department of HR. Since I was there, they cross trained me in how to conduct HR complaint investigations. It was an interesting process.
Fast forward 4 weeks later and my boss, the EEO director, leaves suddenly for a new job. The VP of HR calls me in and tells me I’m in charge of EEO until a new director is hired and to rely on the other directors if I have questions. Mind you, I’m at a very low level in the HR ecosystem.
So, I wanted to make a good impression and I found a project that would help me learn EEO and improve the department.
I created a database of all of our paper compliant files. They were atrocious. 7 large filing cabinets with no system or organization.
Our complaint and investigation forms were pretty straightforward and I soon had a framework of the data I wanted to track. I realized that with more than 10,000 employees across 6 different divisions, that a system like this could help us identify problem employees who are the focus of multiple complaints.
Two weeks later I was hustled into the VP’s office with the other directors.
Stop the database project immediately. Delete all the work. Put the files back never touch them again.
I pushed back, trying to explain how it’s a good idea. Rejected. Don’t bring it up again.
Two months later a new EEO director shows up. I pitch my idea to her.
Absolutely not.
Four weeks later, I’m laid off. It took me awhile to catch on; they didn’t want a database because it left an easier trail for opposing lawyers to find evidence of EEO complaints. The filing system was atrocious on purpose, because HR is never on your side.
I learned the hard way.