In my last interview ,interviewer asked me question that as a hr professional how to manage the senior employees of organization? friends please share what should be answer for it. Regards Gurmeet
From India, Delhi
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1From India, Delhi
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Dear Gurmeet,
A treatment would depend on the culture of a company. However, it's the human values that remain effortlessly the same. A senior employee is a talent who has worked through various roles and levels. Their business knowledge and professional maturity are assets to the firm.
When dealing with them, these are the top two areas to keep in mind. Bureaucracy and power plays are close to human nature, yet they are prone to situations. Not every firm is affected by them to the same degree.
Consider how the interviewers view their mentors in the firm and frame your answers in that light.
Please consider sharing a little more about the discussions you have had so far, if possible.
Thank you.
From India, Mumbai
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A treatment would depend on the culture of a company. However, it's the human values that remain effortlessly the same. A senior employee is a talent who has worked through various roles and levels. Their business knowledge and professional maturity are assets to the firm.
When dealing with them, these are the top two areas to keep in mind. Bureaucracy and power plays are close to human nature, yet they are prone to situations. Not every firm is affected by them to the same degree.
Consider how the interviewers view their mentors in the firm and frame your answers in that light.
Please consider sharing a little more about the discussions you have had so far, if possible.
Thank you.
From India, Mumbai
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Hello Gurmeet,
I am in line with (Cite Contribution)'s views.
To add further, based on your query, it appears that you are a senior HR professional yourself; otherwise, such a query wouldn't be directed towards you (lower-level HR professionals focus on different aspects).
That being said, I hope you conducted some research about the company online before attending the interview. Understanding the general nature and domain of the company is crucial. Each domain/industry has its own unique situations and cultures to navigate, as mentioned by (Cite Contribution).
A common trait among long-term senior employees (as opposed to those with extensive but recent experience) is the gradual development of a sense of indispensability over time within the company. While there are exceptions, many are unaware of this mindset shift, which can pose challenges for those managing such individuals. Addressing this issue with a senior professional without causing offense can be quite challenging.
It is important to devise tailored approaches to manage such individuals, considering that a one-size-fits-all solution may not be effective.
Please provide more details about the situation so that members on CiteHR can offer more targeted suggestions.
Regards,
TS
From India, Hyderabad
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I am in line with (Cite Contribution)'s views.
To add further, based on your query, it appears that you are a senior HR professional yourself; otherwise, such a query wouldn't be directed towards you (lower-level HR professionals focus on different aspects).
That being said, I hope you conducted some research about the company online before attending the interview. Understanding the general nature and domain of the company is crucial. Each domain/industry has its own unique situations and cultures to navigate, as mentioned by (Cite Contribution).
A common trait among long-term senior employees (as opposed to those with extensive but recent experience) is the gradual development of a sense of indispensability over time within the company. While there are exceptions, many are unaware of this mindset shift, which can pose challenges for those managing such individuals. Addressing this issue with a senior professional without causing offense can be quite challenging.
It is important to devise tailored approaches to manage such individuals, considering that a one-size-fits-all solution may not be effective.
Please provide more details about the situation so that members on CiteHR can offer more targeted suggestions.
Regards,
TS
From India, Hyderabad
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Hi Gurmeet,
I have two points to suggest on "Managing Senior Staff as HR":
1. Develop relationships with seniors with appropriate chemistry matching efforts.
2. Make sincere attempts to understand the business domain of the company and individuals' pain areas.
Implementing these suggestions should help you better manage your resources.
Sachin Khadilkar
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I have two points to suggest on "Managing Senior Staff as HR":
1. Develop relationships with seniors with appropriate chemistry matching efforts.
2. Make sincere attempts to understand the business domain of the company and individuals' pain areas.
Implementing these suggestions should help you better manage your resources.
Sachin Khadilkar
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If any body believes that he is good at managing people I believe he is under illusion, All that matter is how individuals behave / project himself in organization / society .
From India, Daman
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From India, Daman
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Hello Uday Desai, Could you pl elaborate your statement? The 2 parts of your statement don’t seem to jell. Rgds, TS
From India, Hyderabad
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From India, Hyderabad
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Hi Gurmeet, To keep the answer simple: Be it a senior professional or a new recruit; be it your manager, peer or subordinate - give respect and take respect. Thanks Robin
From India, Kochi
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From India, Kochi
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(Fact Checked)-The user's reply is correct. Showing respect to all employees, regardless of their position, is a fundamental aspect of effective HR management. Thank you for your insightful input! (1 Acknowledge point)
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i feel this as complicated, ie HR rules are defined by the Company say for senior management level & then how to manage differently among these seniors
From India, Thana
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From India, Thana
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Hi, Gurmeet,
I hope that all is fine. Good behavior, attitude, and relationships depend on the environment and situation. Time management is crucial for managing senior staff. The type of work and business are also essential. You should know the company's goals and objectives.
Wishing you all success.
B. GopalaKrishna Murthy
From India, Hyderabad
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I hope that all is fine. Good behavior, attitude, and relationships depend on the environment and situation. Time management is crucial for managing senior staff. The type of work and business are also essential. You should know the company's goals and objectives.
Wishing you all success.
B. GopalaKrishna Murthy
From India, Hyderabad
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Hello friend, I want to elaborate on my question more clearly so that you can understand the situation better.
As a new Senior HR person in a company, how would you handle or deal with senior members of the company?
From India, Delhi
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As a new Senior HR person in a company, how would you handle or deal with senior members of the company?
From India, Delhi
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Gurmeet,
This is a tough question for anyone to answer on the spur of the moment in an interview. There are seniors of one kind, as (Cite Contribution) referred to, who, by virtue of their experience and knowledge, become assets yet are humble and dignified. I do not think there will be any problem in dealing with them. There is another kind of seniors which tajsateesh referred to; they are also assets but sometimes inebriated by the ego of indispensability, they may be arrogant. It is this class of seniors who are tough to handle. There is the third kind who are hollow in terms of knowledge or skills, yet display brash behavior. It is still tougher to manage them as you know from inside that they hardly deserve any respect. The solution to this nagging problem lies in being aware of certain facts.
Though knowledge commands respect, in an organization, hierarchy commands respect along with knowledge. If the arrogant senior is occupying a higher level in the hierarchy, you cannot afford to show disrespect for him. You need to be tactful in your one-to-one meetings with them. Do not argue or debate with them on the issues. Do not also say, "I am in agreement with you on this matter," since he may feel that he does not need your concurrence. You can say, "Sir, you have come out with a splendid suggestion. Along with it, can I also incorporate this point (which you want to suggest) to lay further emphasis on your suggestion."
In a nutshell,
1) you need to be respectful,
2) tactful in communicating with them, and
3) restraintful by not speaking badly about them
4) keeping them in the loop while taking decisions
One can give only general guidelines, but you need to adapt them to suit your situation.
B. Saikumar
HR & Labour Law Advisor
Mumbai
From India, Mumbai
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This is a tough question for anyone to answer on the spur of the moment in an interview. There are seniors of one kind, as (Cite Contribution) referred to, who, by virtue of their experience and knowledge, become assets yet are humble and dignified. I do not think there will be any problem in dealing with them. There is another kind of seniors which tajsateesh referred to; they are also assets but sometimes inebriated by the ego of indispensability, they may be arrogant. It is this class of seniors who are tough to handle. There is the third kind who are hollow in terms of knowledge or skills, yet display brash behavior. It is still tougher to manage them as you know from inside that they hardly deserve any respect. The solution to this nagging problem lies in being aware of certain facts.
Though knowledge commands respect, in an organization, hierarchy commands respect along with knowledge. If the arrogant senior is occupying a higher level in the hierarchy, you cannot afford to show disrespect for him. You need to be tactful in your one-to-one meetings with them. Do not argue or debate with them on the issues. Do not also say, "I am in agreement with you on this matter," since he may feel that he does not need your concurrence. You can say, "Sir, you have come out with a splendid suggestion. Along with it, can I also incorporate this point (which you want to suggest) to lay further emphasis on your suggestion."
In a nutshell,
1) you need to be respectful,
2) tactful in communicating with them, and
3) restraintful by not speaking badly about them
4) keeping them in the loop while taking decisions
One can give only general guidelines, but you need to adapt them to suit your situation.
B. Saikumar
HR & Labour Law Advisor
Mumbai
From India, Mumbai
Acknowledge(0)Amend(0)CiteHR.AI
(Fact Checked)-The user reply provides accurate guidance on managing different types of senior employees with respect, tact, and restraint. The advice aligns with best practices in HR management. (1 Acknowledge point)
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Hi,
I don't understand why senior people need different treatment or should be handled differently. They are also employees working for the company, rich in experience, and that is the reason they have been hired to contribute to the company's growth. I don't think senior people expect special treatment if they are not team players.
Regards,
Amit
From New Zealand, Auckland
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I don't understand why senior people need different treatment or should be handled differently. They are also employees working for the company, rich in experience, and that is the reason they have been hired to contribute to the company's growth. I don't think senior people expect special treatment if they are not team players.
Regards,
Amit
From New Zealand, Auckland
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Yes, Amit. That was precisely what I meant in my earlier statement. From the HR perspective we need to be fair to all and no one is to be treated differently. Robin
From India, Kochi
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From India, Kochi
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Hi,
Participating in this interesting debate, I feel that HR professionals are the people who are expected to gear up the management of human resources in such a way that each employee of the organization is so placed and managed that they become the most useful entity of the organization, to be more specific, an "asset to the organization."
Higher management staff is expected to contribute towards the same as an HR policy, or they may be referred to as seniors/experienced. An HR professional, therefore, is the person who should have a clear and transparent idea of their own job responsibility and, of course, the authority attached to it.
Moreover, it is always to be kept in mind by the HR person that understanding human behavior in diversified situations is a very crucial aspect of this profession. So, in conclusion, there is nothing called senior/junior/experienced/non-experienced, etc., in an organization but the team and team development, share and care, give and receive, be respectful and give respect.
Thanks,
BIJAY
From India, Vadodara
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Participating in this interesting debate, I feel that HR professionals are the people who are expected to gear up the management of human resources in such a way that each employee of the organization is so placed and managed that they become the most useful entity of the organization, to be more specific, an "asset to the organization."
Higher management staff is expected to contribute towards the same as an HR policy, or they may be referred to as seniors/experienced. An HR professional, therefore, is the person who should have a clear and transparent idea of their own job responsibility and, of course, the authority attached to it.
Moreover, it is always to be kept in mind by the HR person that understanding human behavior in diversified situations is a very crucial aspect of this profession. So, in conclusion, there is nothing called senior/junior/experienced/non-experienced, etc., in an organization but the team and team development, share and care, give and receive, be respectful and give respect.
Thanks,
BIJAY
From India, Vadodara
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An ideal situation is one thing and reality is different. An ideal situation envisages this society to be full of ideal men who are free from ego, self-glorifications, pride, prejudice, and craving for status and recognition. However, the real situation that confronts one is different from the ideal since the tendency of human nature is self-centric. Many are privy to the games people play in corporate life and to the Himalayan egos of some seniors. Probably in this context, Gurmeet was asked the question as to how to manage seniors, and it needs to be answered in the context in which it was asked but not from the context of an ideal situation. In an ideal situation, the question of managing does not arise since the environment is pristine pure.
B. Saikumar
HR & Labour Law Advisor
Mumbai
From India, Mumbai
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B. Saikumar
HR & Labour Law Advisor
Mumbai
From India, Mumbai
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CiteHR.AI
(Fact Checked)-[response] The reply provides insightful advice on handling senior employees, emphasizing the need for individualized approaches. It also highlights the challenge of addressing the mentality of indispensability. Overall, a thoughtful and practical response. (1 Acknowledge point)