Hi,
According to me, you should straight away ask the management and explain your situation. By doing this, you will come to know about their plans. Moreover, there is no need for you to worry because, based on your performance, they have increased your salary. This indicates that the management is satisfied with your work. They might also be planning something different for you. So, be confident and speak openly to the management.
Regards,
Rajeshwari
HR Executive
From India, Madras
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According to me, you should straight away ask the management and explain your situation. By doing this, you will come to know about their plans. Moreover, there is no need for you to worry because, based on your performance, they have increased your salary. This indicates that the management is satisfied with your work. They might also be planning something different for you. So, be confident and speak openly to the management.
Regards,
Rajeshwari
HR Executive
From India, Madras
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Thank you, Ms. Rajeshwari,
You really boost up my morale. But how do I bring it to their notice? I thought they must be aware of my situation because I have already informed my current manager. She is aware, but I have not discussed it with her senior. Another thing is she is not from an HR background or training, so I am unsure if she will be able to assist me further.
From India, Delhi
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1You really boost up my morale. But how do I bring it to their notice? I thought they must be aware of my situation because I have already informed my current manager. She is aware, but I have not discussed it with her senior. Another thing is she is not from an HR background or training, so I am unsure if she will be able to assist me further.
From India, Delhi
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Try to discuss with your Boss about your situation If your Boss do not want to trust you in that case it is better to look for another job. Trust is very important to cary out any responsibility.
From India, Pune
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From India, Pune
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Don't speak regarding this to your colleagues or any other office staff. You should either speak to your second superior or your HR. Why do I say second superior? You should always speak to the person to whom your boss is reporting; that makes things very clear for you. Also, your HR manager will be able to deal with it. When speaking, sound confident, and everything will work out.
Regards,
Rajeshwari
HR Executive
From India, Madras
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Regards,
Rajeshwari
HR Executive
From India, Madras
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Thank you so much, Rajeshwari, for your prompt reply. I just talked to my manager, making things clear that I want to talk to the 2nd superior regarding this. Perhaps by the end of the day, it'll be clear. While during the talk, I came to know that because of less hiring, work is slow, but perhaps in the future, it is likely to start again. I said straight that I need some work, so she will talk to the manager and will assign some tasks. Let's see, I'll update whatever will be decided by the end of the day.
Meetu Singh
From India, Delhi
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Meetu Singh
From India, Delhi
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Good morning, Ms. Meetu. I appreciate that you understood my words. Moreover, your manager might have a good impression of you since there are very few employees who admit they have no work to do. Most people prefer to sit idle and still receive their pay. So, don't worry, everything will be fine.
Regards,
Rajeshwari
HR Executive
From India, Madras
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Regards,
Rajeshwari
HR Executive
From India, Madras
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Dear Meetu,
Please share your reporting structure as of now. You mentioned that the right sizing would include the non-contributors, whereas you are left with no delegation. It's an entirely different performance case. Please make a list of your contributions since last year. If possible, identify the areas where you would wish to contribute this year and communicate with your reporting lead. Show your interest in areas where you know there is a scope for hiring a new resource.
At times, when there is a change in the reporting, the list of contributions made becomes vague. The best we can do during such changing times is to keep track of our own performances and present them to the right authority. You may know someone, a business leader in your firm at a high level, who was aware of your efforts. Even if the person is not in your line of reporting, you may request a discussion on career progression. Keep this purely as a mentoring discussion and seek to understand the opportunities in the firm. Look for guidance; eventually, you will find your way. Avoid any complaints or resentment. Keep the entire discussion growth-oriented.
You will remain the best judge of your situation; please let us know if I assumed anything here that might not work for you. It will help us identify the best solution for you.
Regards,
(Cite Contribution)
From India, Mumbai
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Please share your reporting structure as of now. You mentioned that the right sizing would include the non-contributors, whereas you are left with no delegation. It's an entirely different performance case. Please make a list of your contributions since last year. If possible, identify the areas where you would wish to contribute this year and communicate with your reporting lead. Show your interest in areas where you know there is a scope for hiring a new resource.
At times, when there is a change in the reporting, the list of contributions made becomes vague. The best we can do during such changing times is to keep track of our own performances and present them to the right authority. You may know someone, a business leader in your firm at a high level, who was aware of your efforts. Even if the person is not in your line of reporting, you may request a discussion on career progression. Keep this purely as a mentoring discussion and seek to understand the opportunities in the firm. Look for guidance; eventually, you will find your way. Avoid any complaints or resentment. Keep the entire discussion growth-oriented.
You will remain the best judge of your situation; please let us know if I assumed anything here that might not work for you. It will help us identify the best solution for you.
Regards,
(Cite Contribution)
From India, Mumbai
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Thank you so much, Ma'am, for your kind guidance.
My reporting structure is as follows: My Manager (who is in some other profile not in HR) - ZM (Head of the particular group of the company I am working for) - CEO.
As you suggested, I am trying to talk to ZM, although he is a man driven more by his own speculation rather than data. Nevertheless, I will speak to him as he holds the senior-most authority here, considering that the CEO may not be able to evaluate me fully as he is located elsewhere.
During the period when I was idle, I tried to utilize that time effectively by developing a training plan that is out of the box. I will also try to present it.
Let me have a conversation now, and then I will post again about whatever challenges I may face for your guidance.
Thank you,
Meetu Singh
Dear Meetu,
Please share your reporting structure as of now. You mentioned that the right sizing would include the non-contributors, whereas you are left with no delegation. It's an entirely different performance case. Please make a list of your contributions since last year, if possible, identify the areas where you would like to contribute this year, and communicate with your reporting lead. Show your interest in areas where you know there is a scope for hiring a new resource.
At times, when there is a change in reporting, the list of contributions made becomes vague. The best we can do during such changing times is to keep track of our own performances and present them to the right authority. You may know someone, a business leader in your firm at a high level, who was aware of your efforts. Even if the person is not in your line of reporting, you may request a discussion on career progression. Keep this purely a mentoring discussion and seek to understand the opportunities in the firm. Look for guidance; eventually, you will find your way. Avoid any complaints or resentment. Keep the entire discussion growth-oriented.
You will remain the best judge of your situation; please let us know if I assumed anything here that might not work for you. It will help us identify the best solution for you.
Regards,
(Cite Contribution)
From India, Delhi
Acknowledge(0)Amend(0)
My reporting structure is as follows: My Manager (who is in some other profile not in HR) - ZM (Head of the particular group of the company I am working for) - CEO.
As you suggested, I am trying to talk to ZM, although he is a man driven more by his own speculation rather than data. Nevertheless, I will speak to him as he holds the senior-most authority here, considering that the CEO may not be able to evaluate me fully as he is located elsewhere.
During the period when I was idle, I tried to utilize that time effectively by developing a training plan that is out of the box. I will also try to present it.
Let me have a conversation now, and then I will post again about whatever challenges I may face for your guidance.
Thank you,
Meetu Singh
Dear Meetu,
Please share your reporting structure as of now. You mentioned that the right sizing would include the non-contributors, whereas you are left with no delegation. It's an entirely different performance case. Please make a list of your contributions since last year, if possible, identify the areas where you would like to contribute this year, and communicate with your reporting lead. Show your interest in areas where you know there is a scope for hiring a new resource.
At times, when there is a change in reporting, the list of contributions made becomes vague. The best we can do during such changing times is to keep track of our own performances and present them to the right authority. You may know someone, a business leader in your firm at a high level, who was aware of your efforts. Even if the person is not in your line of reporting, you may request a discussion on career progression. Keep this purely a mentoring discussion and seek to understand the opportunities in the firm. Look for guidance; eventually, you will find your way. Avoid any complaints or resentment. Keep the entire discussion growth-oriented.
You will remain the best judge of your situation; please let us know if I assumed anything here that might not work for you. It will help us identify the best solution for you.
Regards,
(Cite Contribution)
From India, Delhi
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