Dear All,
Greetings.
I am working as an HR executive in a core company. I am the only one in HR to handle. The issue is, here employees are wasting their time on personal calls, unnecessary discussions, and other tasks when directors are not available in the office. Mostly, directors will go to visit the plant and head office. Please suggest ways to change the environment and help me solve this issue.
Regards,
Devi
From India, Hyderabad
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Greetings.
I am working as an HR executive in a core company. I am the only one in HR to handle. The issue is, here employees are wasting their time on personal calls, unnecessary discussions, and other tasks when directors are not available in the office. Mostly, directors will go to visit the plant and head office. Please suggest ways to change the environment and help me solve this issue.
Regards,
Devi
From India, Hyderabad
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Dear Devi,
You have raised a productivity concern. Please help us understand the degree of work pressure at your organization and what kind of unwinding processes are followed within the teams?
How do Self-Managed Teams function in your organization? Looking forward to hearing from you.
Thank you.
From India, Mumbai
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1872You have raised a productivity concern. Please help us understand the degree of work pressure at your organization and what kind of unwinding processes are followed within the teams?
How do Self-Managed Teams function in your organization? Looking forward to hearing from you.
Thank you.
From India, Mumbai
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Hi,
Please find the reason why employees have time to talk on the phone about their personal issues. If they do not have any work, why don't you conduct employee engagement activities?
Why doesn't your production manager put work pressure to avoid these kinds of issues?
From India, Hyderabad
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Please find the reason why employees have time to talk on the phone about their personal issues. If they do not have any work, why don't you conduct employee engagement activities?
Why doesn't your production manager put work pressure to avoid these kinds of issues?
From India, Hyderabad
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Dear Devi,
I appreciate your concern towards the improvement of individual productivity in general and that of the organization in particular.
From the post that you have given, can I infer that the management style of "command and control" is followed in your company? You have written that "unnecessary discussions and other works when directors are not available in the office". What you are saying is that the good old proverb, "when the cat is away, the mice will play" is becoming applicable to you?
At this stage, what you need to follow is to do a workload analysis of every department. Within every department, do this analysis for every individual also. Study the productivity of every department. Take your Director in confidence and talk to him. Let your Director advise every individual to come up with the idea of job enlargement. To identify the scope of job enlargement, let each staff fill time logs or timesheets. Analysis of the time logs will spill beans.
Lastly, if the staff are spending time in some unproductive activities, then it speaks to their motivation level as well. Why did they not come forward on their own and ask for additional work?
In the good old days, there was "Theory X and Theory Y" of management. I feel that in your company "Theory X" has precedence over "Theory Y". Hence this problem.
Thanks,
Dinesh V Divekar
From India, Bangalore
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I appreciate your concern towards the improvement of individual productivity in general and that of the organization in particular.
From the post that you have given, can I infer that the management style of "command and control" is followed in your company? You have written that "unnecessary discussions and other works when directors are not available in the office". What you are saying is that the good old proverb, "when the cat is away, the mice will play" is becoming applicable to you?
At this stage, what you need to follow is to do a workload analysis of every department. Within every department, do this analysis for every individual also. Study the productivity of every department. Take your Director in confidence and talk to him. Let your Director advise every individual to come up with the idea of job enlargement. To identify the scope of job enlargement, let each staff fill time logs or timesheets. Analysis of the time logs will spill beans.
Lastly, if the staff are spending time in some unproductive activities, then it speaks to their motivation level as well. Why did they not come forward on their own and ask for additional work?
In the good old days, there was "Theory X and Theory Y" of management. I feel that in your company "Theory X" has precedence over "Theory Y". Hence this problem.
Thanks,
Dinesh V Divekar
From India, Bangalore
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Hello,
After such good advice, there is little to add. But some fundamental perspectives are:
1) HR is a "staff" function. It has an advisory and facilitation role in the organization.
2) Work or Performance supervision is the primary function of the "line" management. Therefore HR should make these/such and in fact both good and bad realities, discuss in appropriate forums, examine the situation and RECOMMEND rules, advisories, counseling programs including training inputs. HR shall follow up and get these (accepted recommendations and approaches) implemented. HR is a "line" function only for its area of operations!
In fact, why often HR gets a bad name in many organizations is that they unwittingly, despite good intentions, assume a "line" role right across the organizations and functions and are not able to carry it through. HR would do well to remember that it has only a supportive role vis-a-vis the rest of the organization limited to observations, analysis, suggestions, and discussions in the right forums and help implementation. To that end, it should attempt generating an atmosphere of trust & confidence, credibility by adopting an INCLUSIVE and SUPPORTIVE approach in its functions.
The use of punitive authority is an option to be used later and only if the positive encouragements are denied by the members of the organizations.
If HR is successful in maintaining this balance, it will largely be successful limited only its professional and personal competence!
Regards,
Samvedan
February 16, 2013
From India, Pune
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After such good advice, there is little to add. But some fundamental perspectives are:
1) HR is a "staff" function. It has an advisory and facilitation role in the organization.
2) Work or Performance supervision is the primary function of the "line" management. Therefore HR should make these/such and in fact both good and bad realities, discuss in appropriate forums, examine the situation and RECOMMEND rules, advisories, counseling programs including training inputs. HR shall follow up and get these (accepted recommendations and approaches) implemented. HR is a "line" function only for its area of operations!
In fact, why often HR gets a bad name in many organizations is that they unwittingly, despite good intentions, assume a "line" role right across the organizations and functions and are not able to carry it through. HR would do well to remember that it has only a supportive role vis-a-vis the rest of the organization limited to observations, analysis, suggestions, and discussions in the right forums and help implementation. To that end, it should attempt generating an atmosphere of trust & confidence, credibility by adopting an INCLUSIVE and SUPPORTIVE approach in its functions.
The use of punitive authority is an option to be used later and only if the positive encouragements are denied by the members of the organizations.
If HR is successful in maintaining this balance, it will largely be successful limited only its professional and personal competence!
Regards,
Samvedan
February 16, 2013
From India, Pune
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