Can anybody discuss his or her experience handling any live grievances in the organisation with me !!!plzz, i geneuinely needed. Basically e.g in grievances in Employee relations. Deeshe
From India, Hyderabad
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2From India, Hyderabad
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I just want the live example which proves that you faced any problem in grievance handling in your organization (Employee relations).
OR ELSE
What are the problems anybody faced in handling grievances in employee relations?
From India, Hyderabad
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OR ELSE
What are the problems anybody faced in handling grievances in employee relations?
From India, Hyderabad
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Guys, what happened? 18 Views and just 1 replied. Nobody faced any problem or tackled any grievances. Nobody stops anyone from leaving his/her company, nobody convinces people regarding salary issues, etc., etc., etc...
From India, Hyderabad
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From India, Hyderabad
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What is the purpose of this question? How that will help you? Why you need that information?
From India, Mumbai
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From India, Mumbai
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Dear Deeshe,
I would like to share the biggest crime that I ever faced in my 8-year career: a theft case by a Bangladeshi National. He stole a laptop from one of the manager's tables and was caught red-handed while trying to sell it to one of his friends. A sincere Bangladeshi employee, who is also a roommate and colleague of the thief, informed us about the deal and the timing.
We conducted an investigation as a team of 4 or 5, made an inventory of all his belongings in the company-provided accommodation, and recovered the laptop hidden in one of his bags. Subsequently, we issued him a pink slip and reported the problem to the police.
This is one scenario I experienced, and I am sharing it here. If you have any other problems within your organization, please bring them to the forum to discuss with all our professional friends. Perhaps someone has had a worse experience than I did and can offer better assistance.
Regards,
Khaiser Ali Shah
00966509928983
From Saudi Arabia, Riyadh
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I would like to share the biggest crime that I ever faced in my 8-year career: a theft case by a Bangladeshi National. He stole a laptop from one of the manager's tables and was caught red-handed while trying to sell it to one of his friends. A sincere Bangladeshi employee, who is also a roommate and colleague of the thief, informed us about the deal and the timing.
We conducted an investigation as a team of 4 or 5, made an inventory of all his belongings in the company-provided accommodation, and recovered the laptop hidden in one of his bags. Subsequently, we issued him a pink slip and reported the problem to the police.
This is one scenario I experienced, and I am sharing it here. If you have any other problems within your organization, please bring them to the forum to discuss with all our professional friends. Perhaps someone has had a worse experience than I did and can offer better assistance.
Regards,
Khaiser Ali Shah
00966509928983
From Saudi Arabia, Riyadh
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Hi,
It was about 20 years ago when I was working in an organization in Chennai, and an employee approached me saying that he had not been promoted since he joined the company. For nearly 20 years, he had not seen any change in his job, even though his salary was increasing. This was one grievance.
About 15 years ago, when I was working in Bangalore, a few employees approached me and mentioned that the new salary revision had made them juniors, with employees who were previously junior to them receiving a better salary increase. This was another issue raised.
I can share more of these grievances. Do you want to hear more?
Siva
From India, Chennai
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It was about 20 years ago when I was working in an organization in Chennai, and an employee approached me saying that he had not been promoted since he joined the company. For nearly 20 years, he had not seen any change in his job, even though his salary was increasing. This was one grievance.
About 15 years ago, when I was working in Bangalore, a few employees approached me and mentioned that the new salary revision had made them juniors, with employees who were previously junior to them receiving a better salary increase. This was another issue raised.
I can share more of these grievances. Do you want to hear more?
Siva
From India, Chennai
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List of grievances I have handled:
1. I am not well and cannot work in night shifts. Can you please help me out?
2. My supervisor is treating me badly, and he does not give me promotions.
3. My supervisor uses unparliamentary language against me.
4. The food in the canteen is bad.
5. I want a job change, but I am not given one.
6. Safety equipment is not working properly.
7. The productivity settlement signed by the union is too high.
8. My overtime calculation was wrong.
9. My salary is very low compared to other organizations; I am getting less here.
Do you want more, or is this enough?
Siva
From India, Chennai
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1. I am not well and cannot work in night shifts. Can you please help me out?
2. My supervisor is treating me badly, and he does not give me promotions.
3. My supervisor uses unparliamentary language against me.
4. The food in the canteen is bad.
5. I want a job change, but I am not given one.
6. Safety equipment is not working properly.
7. The productivity settlement signed by the union is too high.
8. My overtime calculation was wrong.
9. My salary is very low compared to other organizations; I am getting less here.
Do you want more, or is this enough?
Siva
From India, Chennai
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Thanks, Siva, but now my question , to you is, how you handled them , what measures or tools you used to overcome from it, how did u soved them. Deeshe
From India, Hyderabad
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From India, Hyderabad
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Hi,
Step Number 1
At least closer to 50% of the grievances are imaginary. This is the first presumption generally people have.
I will start with a belief that all grievances are real. So when I talk to the person coming to me with a grievance, he feels I am genuine in attempting to resolve their grievance.
Step Number 2
I will offer him or her a seat and devote time to listen carefully. If it is a serious grievance, then I won't pick up calls for 15 minutes or so.
Step 3
Discuss this grievance with the person concerned. For example, if the grievance is regarding leave, discuss it with the supervisor concerned with the knowledge of his boss. Don't directly call the supervisor and start the discussion. Keep his boss in the loop.
Step 4
Analyze and find out the truth in the grievance. If there is truth, then find a way to resolve it.
(One example: In a factory where I was working as Head of HR, suddenly there was a drop in production in one particular department and the concerned departmental head started putting the blame on the union and a particular workman. When I spoke to the workman, he came out with grievances including discrimination, improper training, etc. The matter became very serious, and my efficiency in handling the situation was questioned. I was counseling the HOD.
I was convinced in this case that there was some truth in the grievance of the workman, and I highlighted this to my peer group. But unfortunately, none heeded my advice.
Then I got into the facts, analyzed, and presented them in two sentences to the top management. The fact was that the particular workman was transferred to that specific machine just 15 days back, and no training was imparted to him. He also seemed to have expressed his opinion that he may take more time to learn, and his learning history had always been poor.
All job cards pertaining to this workman were analyzed, and the facts highlighted.
It was proved that there was no IR issue here, and it was a genuine grievance. The top management took a decision to replace that workman with another and found a suitable job for him. The entire process took nearly 20 to 30 days.)
Step 5
Be neutral, whatever may be the criticism you face. Over a period of time, they will appreciate.
Step 6
Do not jump to any conclusion. Discuss with all, gather data, and do not express opinions in the process.
In other words, the tools to be used are:
1. Listen carefully.
2. Define the grievance.
3. Analyze with past data and present data.
4. Discuss with peer group and the person concerned.
5. Try to make people meet and resolve.
6. Be neutral.
7. Be firm.
I hope I make some sense.
Siva
From India, Chennai
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Step Number 1
At least closer to 50% of the grievances are imaginary. This is the first presumption generally people have.
I will start with a belief that all grievances are real. So when I talk to the person coming to me with a grievance, he feels I am genuine in attempting to resolve their grievance.
Step Number 2
I will offer him or her a seat and devote time to listen carefully. If it is a serious grievance, then I won't pick up calls for 15 minutes or so.
Step 3
Discuss this grievance with the person concerned. For example, if the grievance is regarding leave, discuss it with the supervisor concerned with the knowledge of his boss. Don't directly call the supervisor and start the discussion. Keep his boss in the loop.
Step 4
Analyze and find out the truth in the grievance. If there is truth, then find a way to resolve it.
(One example: In a factory where I was working as Head of HR, suddenly there was a drop in production in one particular department and the concerned departmental head started putting the blame on the union and a particular workman. When I spoke to the workman, he came out with grievances including discrimination, improper training, etc. The matter became very serious, and my efficiency in handling the situation was questioned. I was counseling the HOD.
I was convinced in this case that there was some truth in the grievance of the workman, and I highlighted this to my peer group. But unfortunately, none heeded my advice.
Then I got into the facts, analyzed, and presented them in two sentences to the top management. The fact was that the particular workman was transferred to that specific machine just 15 days back, and no training was imparted to him. He also seemed to have expressed his opinion that he may take more time to learn, and his learning history had always been poor.
All job cards pertaining to this workman were analyzed, and the facts highlighted.
It was proved that there was no IR issue here, and it was a genuine grievance. The top management took a decision to replace that workman with another and found a suitable job for him. The entire process took nearly 20 to 30 days.)
Step 5
Be neutral, whatever may be the criticism you face. Over a period of time, they will appreciate.
Step 6
Do not jump to any conclusion. Discuss with all, gather data, and do not express opinions in the process.
In other words, the tools to be used are:
1. Listen carefully.
2. Define the grievance.
3. Analyze with past data and present data.
4. Discuss with peer group and the person concerned.
5. Try to make people meet and resolve.
6. Be neutral.
7. Be firm.
I hope I make some sense.
Siva
From India, Chennai
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