Hi all,
I need your suggestion on an employee grievance issue. Ours is a young entity with just 15 employees, and I head the HR department. We boast a very open and friendly culture, which is not just on paper but is true...well, almost true. One of our IT department managers is very inconsistent in her behavior. She is extremely good technically, but her people skills are almost nonexistent. Actually, she is very nice and polite to all those who are at the top or with HR. A few months ago, we hired a fresher in her department, and this manager was expected to train her. Unfortunately, for some reason, she started being extremely rude to this junior and a couple of times even shouted at her in front of other employees.
We then decided to have a talk with both of them separately, and subtly, my Managing Director and I warned the manager that this kind of behavior was not acceptable, and she needed to be more patient with the junior.
Things seemingly went fine for the next two months, but the junior finally quit without giving any intimation.
Recently, we hired another guy for the same department, and he is more experienced than the previous junior and is very good with his work. This manager seemed pretty impressed with him and actually gave us good feedback about him.
But last week, the same thing started... This time, though she hasn't been open with her rude behavior, she is being very rude to him. I saw a change in the new recruit and spoke to him, and he told me she has been good all this while, but suddenly she has become very rude.
My question to you is, what should be done in this situation? The lady in question has been warned about her behavior once, but evidently, the emotional quotient is lacking in her. She is a very important resource to us because she has been working with us since our inception and is very good technically. As an HR professional, I have to worry because I do not want to lose another employee.
What should I be doing in this case, and what should I be advising the management? This lady obviously needs to be spoken to again, but what should I be telling her since we have already warned her once?
My Managing Director already knows something is wrong again, though he doesn't know what it is, and I told him I would find out.
I shall be grateful for your insights on this, and I apologize for such a long email :)
Regards,
Padmaja
From India, Pune
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3I need your suggestion on an employee grievance issue. Ours is a young entity with just 15 employees, and I head the HR department. We boast a very open and friendly culture, which is not just on paper but is true...well, almost true. One of our IT department managers is very inconsistent in her behavior. She is extremely good technically, but her people skills are almost nonexistent. Actually, she is very nice and polite to all those who are at the top or with HR. A few months ago, we hired a fresher in her department, and this manager was expected to train her. Unfortunately, for some reason, she started being extremely rude to this junior and a couple of times even shouted at her in front of other employees.
We then decided to have a talk with both of them separately, and subtly, my Managing Director and I warned the manager that this kind of behavior was not acceptable, and she needed to be more patient with the junior.
Things seemingly went fine for the next two months, but the junior finally quit without giving any intimation.
Recently, we hired another guy for the same department, and he is more experienced than the previous junior and is very good with his work. This manager seemed pretty impressed with him and actually gave us good feedback about him.
But last week, the same thing started... This time, though she hasn't been open with her rude behavior, she is being very rude to him. I saw a change in the new recruit and spoke to him, and he told me she has been good all this while, but suddenly she has become very rude.
My question to you is, what should be done in this situation? The lady in question has been warned about her behavior once, but evidently, the emotional quotient is lacking in her. She is a very important resource to us because she has been working with us since our inception and is very good technically. As an HR professional, I have to worry because I do not want to lose another employee.
What should I be doing in this case, and what should I be advising the management? This lady obviously needs to be spoken to again, but what should I be telling her since we have already warned her once?
My Managing Director already knows something is wrong again, though he doesn't know what it is, and I told him I would find out.
I shall be grateful for your insights on this, and I apologize for such a long email :)
Regards,
Padmaja
From India, Pune
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Dear Padmaja,
As an HR professional, it is always a concern for us not to lose efficient employees. However, at the same time, it is our duty to look after all employees.
I agree that she is good, but at the same time, you are losing other good employees too. Here are some tips you can try:
1. Talk to her (which you have already tried once).
2. Convey that she is an important resource of the company, but so are others.
3. She might think that because she is an old and efficient employee, management is afraid of losing her and won't take any action. Convey that this is not true; management may take strict action against her if she doesn't change.
I think this may help.
Cheers,
Anisha
From India, Mumbai
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As an HR professional, it is always a concern for us not to lose efficient employees. However, at the same time, it is our duty to look after all employees.
I agree that she is good, but at the same time, you are losing other good employees too. Here are some tips you can try:
1. Talk to her (which you have already tried once).
2. Convey that she is an important resource of the company, but so are others.
3. She might think that because she is an old and efficient employee, management is afraid of losing her and won't take any action. Convey that this is not true; management may take strict action against her if she doesn't change.
I think this may help.
Cheers,
Anisha
From India, Mumbai
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Hello Padmaja,
One of the saddest moments in our life will be to lose good people.
1. Talk to her periodically.
2. You can make arrangements to have a staff meeting once every 15 days, especially for some time. Focus mainly on people-related issues like behavior, encouragement, support, and help.
3. Ask her to address the people with some case studies.
4. Give her more responsibilities, especially in dealing with the staff.
5. Monitor the development. People tend to change their behavior.
If you still feel that her behavior cannot be changed and it may become a danger to the organization, especially in people-related issues, convey the message that there are many people available around us.
Wishes,
Senthil Raj
From Costa Rica, San José
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One of the saddest moments in our life will be to lose good people.
1. Talk to her periodically.
2. You can make arrangements to have a staff meeting once every 15 days, especially for some time. Focus mainly on people-related issues like behavior, encouragement, support, and help.
3. Ask her to address the people with some case studies.
4. Give her more responsibilities, especially in dealing with the staff.
5. Monitor the development. People tend to change their behavior.
If you still feel that her behavior cannot be changed and it may become a danger to the organization, especially in people-related issues, convey the message that there are many people available around us.
Wishes,
Senthil Raj
From Costa Rica, San José
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Hi Padmaja,
I think I have an answer. In my perception, people at that level need to have more EQ than IQ. According to your email, it gives the feel that she lacks EQ, which is very important for her to manage the show. The reason for her behavior could be a sense of importance. This generally happens with startup companies.
The company has already warned her. If the warning was verbal, then this time you can issue a written warning or have the same discussion with her supervisor as per your company policy.
You need to revise your recruitment strategy and try to have a good manager with an efficient team of skilled people. At present, it looks like you don't have a backup, or probably there is no one who could take her place if the management has to get strict, and sometimes this alienates the senior members.
I also understand that there have been people leaving the organization because of her. The HR team and the management have to understand that the projects are run by the team and not by one person.
I would suggest you start working on a backup for her. Once you are done, it would probably be easier for you guys to make an appropriate decision.
Regards,
Veena Jain
From India, Bangalore
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I think I have an answer. In my perception, people at that level need to have more EQ than IQ. According to your email, it gives the feel that she lacks EQ, which is very important for her to manage the show. The reason for her behavior could be a sense of importance. This generally happens with startup companies.
The company has already warned her. If the warning was verbal, then this time you can issue a written warning or have the same discussion with her supervisor as per your company policy.
You need to revise your recruitment strategy and try to have a good manager with an efficient team of skilled people. At present, it looks like you don't have a backup, or probably there is no one who could take her place if the management has to get strict, and sometimes this alienates the senior members.
I also understand that there have been people leaving the organization because of her. The HR team and the management have to understand that the projects are run by the team and not by one person.
I would suggest you start working on a backup for her. Once you are done, it would probably be easier for you guys to make an appropriate decision.
Regards,
Veena Jain
From India, Bangalore
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Hello Padmaja,
This is what I infer from the case study.
(1) She is extremely good technically, but her people skills are almost nil...
(2) Actually, she is very nice and polite to all those who are in the top or with the HR.
(3) Things seemingly went fine for the next 2 months, but the junior finally quit without giving any intimation.
(4) She is a very important resource to us because she has been working with us since our inception.
Let's solve it one by one....
(1) The organization being a group of 15 people, you should arrange for a workshop that would explicitly focus on "Team building & communication skills." This would not only help the PM, but all of them.
(2) This is very good news; you can be in command of her. Speak to her about these two aspects in a meeting:
a. The last time the junior quit... why?
b. How will she help in making sure that this won't happen again?
c. We need to put the point politically... Clearly don't open the topic about this new junior whom she is harassing again. After discussion with a and b, this would make her feel as if there is something fishy with her only.
(3) Is shouting the problem or is there still something more to it? Find out... talk to him.
(4) Let's be practical... have you made her realize that she is so important? Do some homework, praise some good guy/girl in front of her... again, politically correct.
Vinod Vijapur
From India, Mumbai
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This is what I infer from the case study.
(1) She is extremely good technically, but her people skills are almost nil...
(2) Actually, she is very nice and polite to all those who are in the top or with the HR.
(3) Things seemingly went fine for the next 2 months, but the junior finally quit without giving any intimation.
(4) She is a very important resource to us because she has been working with us since our inception.
Let's solve it one by one....
(1) The organization being a group of 15 people, you should arrange for a workshop that would explicitly focus on "Team building & communication skills." This would not only help the PM, but all of them.
(2) This is very good news; you can be in command of her. Speak to her about these two aspects in a meeting:
a. The last time the junior quit... why?
b. How will she help in making sure that this won't happen again?
c. We need to put the point politically... Clearly don't open the topic about this new junior whom she is harassing again. After discussion with a and b, this would make her feel as if there is something fishy with her only.
(3) Is shouting the problem or is there still something more to it? Find out... talk to him.
(4) Let's be practical... have you made her realize that she is so important? Do some homework, praise some good guy/girl in front of her... again, politically correct.
Vinod Vijapur
From India, Mumbai
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Dear Padmaja and all others,
By mistake, I put my similar problem in the interpersonal area. Anyway, I am also facing the same issue. Mine is a very old company. Lately, a few of the seniors in our company just scream and behave rudely toward their colleagues, without any distinction, be it a male or a female, especially in front of others. I have a boss above me who is not cooperating in this regard, as he says, "Why should we interfere?" He hardly gets to hear them because he sits a little far off. They all surround my area, and I hear this regularly. Unofficially, I have spoken to one of them because they are quite senior to me. But as an HR person, I cannot overlook this anymore. I don't mind taking up the matter with the directors to sort it out, although I know they are already aware of it. These bosses are actually very good at their work and are in the good books of their bosses. I thought I'd conduct a training program on 'Stress Management' if that could help. Please suggest me some more ideas?
Thanks,
Ann M
From India, Mumbai
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By mistake, I put my similar problem in the interpersonal area. Anyway, I am also facing the same issue. Mine is a very old company. Lately, a few of the seniors in our company just scream and behave rudely toward their colleagues, without any distinction, be it a male or a female, especially in front of others. I have a boss above me who is not cooperating in this regard, as he says, "Why should we interfere?" He hardly gets to hear them because he sits a little far off. They all surround my area, and I hear this regularly. Unofficially, I have spoken to one of them because they are quite senior to me. But as an HR person, I cannot overlook this anymore. I don't mind taking up the matter with the directors to sort it out, although I know they are already aware of it. These bosses are actually very good at their work and are in the good books of their bosses. I thought I'd conduct a training program on 'Stress Management' if that could help. Please suggest me some more ideas?
Thanks,
Ann M
From India, Mumbai
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Hello Padmaja,
The uniqueness in HR is that we are the bridge between the management and the employees, and we need to satisfy both.
Well, the above is indicated since losing employees, especially good employees, is a real problem. Replacing them with new ones, however good and experienced the newcomers may be, and getting them aligned with the job will take time.
Regarding the case study, I think the employee in question has a feeling that with new juniors in her team, she may lose importance with the management.
Also, have you looked at it from her personal life point of view? Is there something bothering her in her family which makes her rude to others? Rudeness cannot be shown to the higher-ups and other departmental employees and therefore is displayed towards the juniors/newcomers in her own department/team.
Problems where she is not recognized in her family could be bothering her, hence leading her to behave this way towards the new comers/juniors.
Perhaps you should talk to her more personally and intimately, touching upon her family as well. This may help you uncover the problem bothering her. Try to be a shoulder for her to cry on.
Counsel her and explore the possibility of solving the problem. This may also help morally and financially.
Best of luck.
Regards,
Dhinakaran
From India, Hyderabad
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The uniqueness in HR is that we are the bridge between the management and the employees, and we need to satisfy both.
Well, the above is indicated since losing employees, especially good employees, is a real problem. Replacing them with new ones, however good and experienced the newcomers may be, and getting them aligned with the job will take time.
Regarding the case study, I think the employee in question has a feeling that with new juniors in her team, she may lose importance with the management.
Also, have you looked at it from her personal life point of view? Is there something bothering her in her family which makes her rude to others? Rudeness cannot be shown to the higher-ups and other departmental employees and therefore is displayed towards the juniors/newcomers in her own department/team.
Problems where she is not recognized in her family could be bothering her, hence leading her to behave this way towards the new comers/juniors.
Perhaps you should talk to her more personally and intimately, touching upon her family as well. This may help you uncover the problem bothering her. Try to be a shoulder for her to cry on.
Counsel her and explore the possibility of solving the problem. This may also help morally and financially.
Best of luck.
Regards,
Dhinakaran
From India, Hyderabad
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Hi Dinakaran and everyone else,
Thank you very much for your very valued suggestions, and I agree with all your opinions.
Ever since this manager started showing such behavior, I spoke to various people who have worked with her and found that she basically always had an autocratic attitude towards her juniors. Time and again, we have let her know how valued she is because frankly she is very good at her work. She is paid extremely well too.
Now the other reason for such behavior could be perhaps her personal life. My boss and I concur with that reason, though it is not visible at all.
We seemed to have solved the problem for the time being by speaking to her yet again that such behavior is detrimental to her own team and the organizational culture at large. I have had extensive talks with her junior also, and he seems to be happy right now with the situation. I just hope this continues.
I have already given a presentation on Effective Communication at the workforce, but that was very generic. I am thinking that another presentation on team building should help. But are there any specific pointers I should be adding in the presentation that would subtly mention the type of behavior required while dealing with juniors? If someone has any ideas, please let me know.
This has started a whole chain of thoughts in my mind. I am wondering if while inducting new people into the company, certain pointed questions could be asked which would help us know if such behaviors exist in people we are about to hire. By that, I mean while hiring senior candidates, of course. I am aware of psychometric tests. But I am wondering how many candidates answer these questions honestly. Need your thoughts on this too.
Thanks a ton again,
Padmaja
From India, Pune
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Thank you very much for your very valued suggestions, and I agree with all your opinions.
Ever since this manager started showing such behavior, I spoke to various people who have worked with her and found that she basically always had an autocratic attitude towards her juniors. Time and again, we have let her know how valued she is because frankly she is very good at her work. She is paid extremely well too.
Now the other reason for such behavior could be perhaps her personal life. My boss and I concur with that reason, though it is not visible at all.
We seemed to have solved the problem for the time being by speaking to her yet again that such behavior is detrimental to her own team and the organizational culture at large. I have had extensive talks with her junior also, and he seems to be happy right now with the situation. I just hope this continues.
I have already given a presentation on Effective Communication at the workforce, but that was very generic. I am thinking that another presentation on team building should help. But are there any specific pointers I should be adding in the presentation that would subtly mention the type of behavior required while dealing with juniors? If someone has any ideas, please let me know.
This has started a whole chain of thoughts in my mind. I am wondering if while inducting new people into the company, certain pointed questions could be asked which would help us know if such behaviors exist in people we are about to hire. By that, I mean while hiring senior candidates, of course. I am aware of psychometric tests. But I am wondering how many candidates answer these questions honestly. Need your thoughts on this too.
Thanks a ton again,
Padmaja
From India, Pune
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