Hi everybody,
I am a new member here. Actually, I am facing the same issue at my office. I have a friend who works under me, and he is always late. However, since he is the head of the department, this attitude can reflect on other employees under him. I have tried to be nice, but I really don't know what is on his mind. I do think that he tries to take advantage of our friendship. I don't know what kind of action I should take to balance between his attitude and our friendship.
Thank you.
From Oman, Muscat
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I am a new member here. Actually, I am facing the same issue at my office. I have a friend who works under me, and he is always late. However, since he is the head of the department, this attitude can reflect on other employees under him. I have tried to be nice, but I really don't know what is on his mind. I do think that he tries to take advantage of our friendship. I don't know what kind of action I should take to balance between his attitude and our friendship.
Thank you.
From Oman, Muscat
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Hi Ravi,
The suggestion was really good... an HR is not a god... very well said.
Of all the suggestions given, your suggestion impressed me. Would you mind giving your contact number?
Thanks and Regards,
Ravi N
From India
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1The suggestion was really good... an HR is not a god... very well said.
Of all the suggestions given, your suggestion impressed me. Would you mind giving your contact number?
Thanks and Regards,
Ravi N
From India
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always think out of the box as HR dont follow the same old rules & standards. create new even if it looks stupid for others. Every invention starts from stupid ideas itself..............be creative
From India, Bangalore
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From India, Bangalore
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Dear friends,
I am facing a very typical problem in my office for the last few months. There is a lady employee in our office who is a trainee in our company. For the past few months, I have noticed that the employees are not maintaining the time of coming to the office. I gave a notice to all, and everyone obeyed my order except for this girl who kept coming late. I warned her repeatedly, and one day she responded, "If I am late, you can take any step (you can deduct my half-day salary) as I mentioned in the notice." I didn't say anything, and that was the end of it.
Last Thursday, she called me in the morning and informed me that her mom was not well, so she wouldn't be coming. I told her it was fine. Then, on Friday, she called again saying she wouldn't be able to come as her mom was still unwell. I insisted that she had to come as our project was suffering due to her absence (she was handling the project alone). She reluctantly agreed to try. The first half of the day passed, and when I tried calling her, she didn't answer. After a few attempts, she disconnected the call.
Today, she came to my room with the same attitude, as everyone has to come to my room to sign the register. I asked her why she behaved that way the last day and mentioned previous examples of her behavior. After the conversation, she left my room.
Later, when I went to her room for some other work, I couldn't find her. I asked her teammate, who informed me that she had left the office. Immediately, I called her. Initially, she didn't answer, but eventually, she did and expressed her reluctance to work, etc. I had to make her understand, and finally, she returned to the office.
I am seeking advice on what steps I should take to prevent these instances of walking out and similar behavior.
Please help me. I will be grateful for your suggestions.
Best regards,
Venkat
Corp-HR
From India, Hyderabad
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I am facing a very typical problem in my office for the last few months. There is a lady employee in our office who is a trainee in our company. For the past few months, I have noticed that the employees are not maintaining the time of coming to the office. I gave a notice to all, and everyone obeyed my order except for this girl who kept coming late. I warned her repeatedly, and one day she responded, "If I am late, you can take any step (you can deduct my half-day salary) as I mentioned in the notice." I didn't say anything, and that was the end of it.
Last Thursday, she called me in the morning and informed me that her mom was not well, so she wouldn't be coming. I told her it was fine. Then, on Friday, she called again saying she wouldn't be able to come as her mom was still unwell. I insisted that she had to come as our project was suffering due to her absence (she was handling the project alone). She reluctantly agreed to try. The first half of the day passed, and when I tried calling her, she didn't answer. After a few attempts, she disconnected the call.
Today, she came to my room with the same attitude, as everyone has to come to my room to sign the register. I asked her why she behaved that way the last day and mentioned previous examples of her behavior. After the conversation, she left my room.
Later, when I went to her room for some other work, I couldn't find her. I asked her teammate, who informed me that she had left the office. Immediately, I called her. Initially, she didn't answer, but eventually, she did and expressed her reluctance to work, etc. I had to make her understand, and finally, she returned to the office.
I am seeking advice on what steps I should take to prevent these instances of walking out and similar behavior.
Please help me. I will be grateful for your suggestions.
Best regards,
Venkat
Corp-HR
From India, Hyderabad
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Hi,
Some people will be like that, we can't guess their behavior or even their problems. But from your side, you tried so much to solve the problem. She should know the value of "Work" - Work is Worship. As an HR professional, you can avoid such people in only one way. I totally agree with Runa Patil's suggestion as you have the power to give her a notice period. In the meantime, you can search for a new trainee and assign her present work to the experienced individuals available with you.
If it's not possible, then wait for the right time. Whenever she completes her project, don't miss that opportunity to let her go.
Will this work for you?
Madhavi
From India, Bangalore
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Some people will be like that, we can't guess their behavior or even their problems. But from your side, you tried so much to solve the problem. She should know the value of "Work" - Work is Worship. As an HR professional, you can avoid such people in only one way. I totally agree with Runa Patil's suggestion as you have the power to give her a notice period. In the meantime, you can search for a new trainee and assign her present work to the experienced individuals available with you.
If it's not possible, then wait for the right time. Whenever she completes her project, don't miss that opportunity to let her go.
Will this work for you?
Madhavi
From India, Bangalore
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Yeah, I do agree with Mr. Ravi. But, as a senior-level person, one need not wait for such a long time by keeping the things within himself.
I suggest Mr./Ms./Mrs. Sohini Roy take it up further with superiors, and as Mr. Ravi says, try out all the options, including LOP kind of things. Then take the right action based on her reaction to LOP and all. This is good for the company.
Regards,
Uniquenaga
From India, Madras
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I suggest Mr./Ms./Mrs. Sohini Roy take it up further with superiors, and as Mr. Ravi says, try out all the options, including LOP kind of things. Then take the right action based on her reaction to LOP and all. This is good for the company.
Regards,
Uniquenaga
From India, Madras
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Dear Sohini,
I do agree with all the people that you should handle the situation in a polite manner, but let me also tell you that as HR, you have certain duties and responsibilities towards the organization as well. In my opinion, besides talking to her, you should also communicate with her about disciplinary action and issue her a warning letter for her late coming and absenteeism because you are not running a charitable organization. This has happened in my company as well. I talked to that girl and told her about her responsibilities. Side by side, I also informed her about the consequences if she does not improve. I had issued two warning letters in the span of four months, and finally, when I was preparing to give a Show Cause notice, she resigned and left.
From India, New Delhi
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I do agree with all the people that you should handle the situation in a polite manner, but let me also tell you that as HR, you have certain duties and responsibilities towards the organization as well. In my opinion, besides talking to her, you should also communicate with her about disciplinary action and issue her a warning letter for her late coming and absenteeism because you are not running a charitable organization. This has happened in my company as well. I talked to that girl and told her about her responsibilities. Side by side, I also informed her about the consequences if she does not improve. I had issued two warning letters in the span of four months, and finally, when I was preparing to give a Show Cause notice, she resigned and left.
From India, New Delhi
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Dear,
I would suggest taking a face-to-face interview with her and trying to understand why she is behaving like this. Make sure that she doesn't feel that you are going to take her class; create a friendly environment and let her feel that you are with her, not only you but also the company (management) is with her. Make sure to note down whatever she says during the meeting and file it in her personal record. If the same issue occurs again in the future, then I would recommend following the company's policy on disciplinary matters and taking appropriate steps.
Regards,
Rupendra
From India, New Delhi
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I would suggest taking a face-to-face interview with her and trying to understand why she is behaving like this. Make sure that she doesn't feel that you are going to take her class; create a friendly environment and let her feel that you are with her, not only you but also the company (management) is with her. Make sure to note down whatever she says during the meeting and file it in her personal record. If the same issue occurs again in the future, then I would recommend following the company's policy on disciplinary matters and taking appropriate steps.
Regards,
Rupendra
From India, New Delhi
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This scenario doesn't add up....
You have appointed a trainee and made that person responsible for a project? Is she a reference candidate of a senior management person or related to someone in your organization? She obviously reports to someone in your organization (and I'm sure that's not you). What is the reaction of that person about this "trainee"?
The reason, I'm so intrigued about the "trainee" is that despite what all have suggested of everyone having personal problems (Blah Blah!!!), I would like to believe that more than her problems, it is her feeling of being indispensable that is driving her actions. Her disregard for your position and seniority (by her behavior and response patterns) enhances this thought further. This feeling, in general, does not come by default but is created by either the actions of the management or existing/created relationships. The only other reason for her behavior is that she is not seriously looking at a long-term career in your organization but is using it as a stopgap arrangement, and hence she is not bothered about the effects of her actions.
What many people do not understand and appreciate is the impact of such incidents on the employees, and the worst impact is on the "value" of HR in the organization. The longer this problem persists and is not dealt with forcefully, the more the chances are that HR would be less respected and valued as a proactive function.
I think you have already exhausted the option of "communicate, convince, and change." Personally, I think it's not an option. It is by default a part of the responsibility of an HR person in any organization in any scenario. You need to continuously communicate, convince, and change irrespective of whether a problem exists or not. Having said that, the only option left to you is "Double or Quits." Either she changes or she quits. Of course, to do this, you need to have the full support of your top management. If she changes, good for everyone (Win-Win), if she quits, everyone loses (lose-lose)... but either way, the winner will always be the HR because you have managed to stop this particular problem from spreading to others and creating a ripple effect in the organization.
Cheers
Navneet Chandra
From India, Delhi
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You have appointed a trainee and made that person responsible for a project? Is she a reference candidate of a senior management person or related to someone in your organization? She obviously reports to someone in your organization (and I'm sure that's not you). What is the reaction of that person about this "trainee"?
The reason, I'm so intrigued about the "trainee" is that despite what all have suggested of everyone having personal problems (Blah Blah!!!), I would like to believe that more than her problems, it is her feeling of being indispensable that is driving her actions. Her disregard for your position and seniority (by her behavior and response patterns) enhances this thought further. This feeling, in general, does not come by default but is created by either the actions of the management or existing/created relationships. The only other reason for her behavior is that she is not seriously looking at a long-term career in your organization but is using it as a stopgap arrangement, and hence she is not bothered about the effects of her actions.
What many people do not understand and appreciate is the impact of such incidents on the employees, and the worst impact is on the "value" of HR in the organization. The longer this problem persists and is not dealt with forcefully, the more the chances are that HR would be less respected and valued as a proactive function.
I think you have already exhausted the option of "communicate, convince, and change." Personally, I think it's not an option. It is by default a part of the responsibility of an HR person in any organization in any scenario. You need to continuously communicate, convince, and change irrespective of whether a problem exists or not. Having said that, the only option left to you is "Double or Quits." Either she changes or she quits. Of course, to do this, you need to have the full support of your top management. If she changes, good for everyone (Win-Win), if she quits, everyone loses (lose-lose)... but either way, the winner will always be the HR because you have managed to stop this particular problem from spreading to others and creating a ripple effect in the organization.
Cheers
Navneet Chandra
From India, Delhi
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Hi Sohini,
I understand your predicament. Well, she must be having some psychological problem and genuine too. What she needs is a good break. Allow her to go to her rocks. Before that, don't blame the performer but blame the performance. Catch her doing good things. Concentrate on her strengths rather than on negatives. You need to change your interpersonal skills and communication styles. There will be hundreds of reasons, and from here, I cannot comprehend it. BUT GENERALLY, WOMEN ARE VULNERABLE TO EMOTIONAL TRIGGERS. ONE IMPORTANT THING IS THE FIRST IMPRESSION ONE GETS WITHIN THE FIRST FEW SECONDS {HERE YOU STAND} MATTERS MOST. WHAT IS HER IMPRESSION ABOUT YOU? MOTIVATE OR CREATE AN ENVIRONMENT SO SHE SELF-MOTIVATES. ASK HER TO ATTEND SOME MOTIVATIONAL CLASSES OR YOU SPONSOR. Give good motivational self-help books. For some time, keep quiet and observe your behavior. If we go by her responses or reactions, probably, you also need to change. Change your leadership skills. WELL, IT IS REALLY CHALLENGING. SMALL ADVICE. DON'T MISTAKE. YOUR WRITING SKILLS NEED SOME FINE-TUNING. ALL THE BEST.
From India
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I understand your predicament. Well, she must be having some psychological problem and genuine too. What she needs is a good break. Allow her to go to her rocks. Before that, don't blame the performer but blame the performance. Catch her doing good things. Concentrate on her strengths rather than on negatives. You need to change your interpersonal skills and communication styles. There will be hundreds of reasons, and from here, I cannot comprehend it. BUT GENERALLY, WOMEN ARE VULNERABLE TO EMOTIONAL TRIGGERS. ONE IMPORTANT THING IS THE FIRST IMPRESSION ONE GETS WITHIN THE FIRST FEW SECONDS {HERE YOU STAND} MATTERS MOST. WHAT IS HER IMPRESSION ABOUT YOU? MOTIVATE OR CREATE AN ENVIRONMENT SO SHE SELF-MOTIVATES. ASK HER TO ATTEND SOME MOTIVATIONAL CLASSES OR YOU SPONSOR. Give good motivational self-help books. For some time, keep quiet and observe your behavior. If we go by her responses or reactions, probably, you also need to change. Change your leadership skills. WELL, IT IS REALLY CHALLENGING. SMALL ADVICE. DON'T MISTAKE. YOUR WRITING SKILLS NEED SOME FINE-TUNING. ALL THE BEST.
From India
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