In sports, the best coaches always seem to know just the right moment to call a timeout. They use timeouts to stop a scoring run by the other team, calm their team when they look frazzled or to tell the players the best play to run.

In the world of human resources, employers need to learn how to use timeouts to help them manage through situations that could lead to potential practical and legal problems.

When can you use HR timeouts?

Here are some occasions when a human resources professional or manager may use a timeout include, among others:

  • When a job candidate asks a difficult question or provides information that indicates he may not be the best "fit" for your company
  • When a credit or criminal background check on an applicant or employee comes back with information that, if true, may lead to an adverse employment action
  • When you discover that an employee may have violated a major work rule such as your attendance, no harassment, substance abuse or workplace violence policy
  • When an employee requests a leave of absence such as for a family, medical, military, personal or other leave that may be covered by a law or regulation that governs the situation
  • When an employee reports possible union activity by other employees to you, knowing that you would prefer to retain your union-free status
  • When an employee questions why he is considered to be exempt from overtime or has other questions about his pay
  • When a government official asks to meet with you or shows up unannounced at your door

Of course, other situations may arise where taking an HR time out may prove to be a beneficial tactic.

What should you say to call an HR timeout?

In the situation where you feel the need to call an HR timeout, the trick is to determine what to say to buy you the extra time. Basically, you want to find the least offensive label for this stalling tactic.

For example, you could say something as simple as "Let me get back to you," "It will take me some time to get the answer for you," "I need to research that" or even "We are not ready for that yet."

If the issue relates to an investigation of an alleged harassment incident, you could allow the alleged victim a "leave" (paid or unpaid) while you investigate the allegations. Or, in the case of an employee accused of a rules violation, you could call the time away from work either an "administrative leave," "investigatory leave" or even "a suspension," depending on the situation.

Why should you call a timeout?

Many reasons exist for calling a time out, including among others, to:

  • remove emotion from a situation so you can make the most impartial, objective and rational decision
  • avoid making a decision without considering all of the facts or legal risks of any potential decisions
  • interview all of the people who may be involved in the situation
  • gather, review and analyze all of the documents or evidence relating to the situation
  • consult with all of the people in the company who need to be involved in any decision that is made or actions that are taken
  • consider all of the possible options for action, manage the respective risks of each and make the most appropriate decision for the company
  • consider whether to involve experts outside of the company such as HR consultants, employment lawyers, security or information technology professionals to advise you about any possible decisions
  • review your company's policies, past practices and procedures so that you can act consistently and in compliance with them
  • research and analyze any applicable laws or legal risks
  • prepare documentation to memorialize the facts and your decision-making process in a way that minimizes legal risks
  • prepare talking points or a script for communicating or handling the situation in the most appropriate manner

How long should an HR timeout last?

Situations vary greatly and no hard-and-fast rule can be set for how long an HR timeout may take. Generally, you should take enough time to consider all of the facts, circumstances, options, potential consequences and risks of a particular situation and to make the most appropriate decision.

Nevertheless, the process should occur as quickly as possible, without rushing and with an appropriate degree of urgency.

Who can use an HR timeout?

HR timeouts can be used by any human resources professional, manager, decision-maker or legal agent of a company.

Conclusion

Rarely will there be a situation in human resources in which someone must absolutely make an on-the-spot final decision for which a company may be responsible or liable. Whatever you may call them, calling a strategic HR timeout to stop, think and make the correct decision is almost always a good idea — especially in today's litigious society.