Dear All,
I am working in an IT company. During the independence day celebration, one of our old employees, whose designation is team leader, was sitting on the Director's chair and doing a photoshoot. When the security person stopped him, he started arguing with him in front of everyone. What should I do in this case? Should I give him a warning letter or take any other action? If I don't address this behavior, it may set a bad precedent among the employees. I need your valuable suggestions.
Regards,
Namrata
From India, Mumbai
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I am working in an IT company. During the independence day celebration, one of our old employees, whose designation is team leader, was sitting on the Director's chair and doing a photoshoot. When the security person stopped him, he started arguing with him in front of everyone. What should I do in this case? Should I give him a warning letter or take any other action? If I don't address this behavior, it may set a bad precedent among the employees. I need your valuable suggestions.
Regards,
Namrata
From India, Mumbai
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Dear Namrata,
There are two issues involved in your post. One emerges when lines of your post are read, and another emerges by reading between the lines.
First suggestion is by reading the lines. Tell the security guard to give his report, and based on his report, issue the show cause notice to the team leader. Depending on the explanation, you may take appropriate disciplinary action. If a few others also give a statement, then a warning letter may be given directly.
The second suggestion comes by reading between the lines. The incident has happened coram populo. In that case, what the security guard felt inappropriate is why no staff member felt it? Why did they play coy? Did the incident happen in front of you? Did the incident happen in front of other senior staff members? Why did everybody keep quiet?
If the incident happened in front of other staff members and they had kept quiet, then it goes to show that your company has a culture of submissiveness. Beneath the facade of normalcy lies a fear of conflict. Not sitting on the Director's chair is plain common sense. Is it that a culture of informality, to which the IT companies are obsessed with, has taken a toll on the sanctity of the hierarchical position?
While you may take disciplinary action against the errant employee, the security guard should also be given a pat on the back for rising to the occasion.
Thanks,
Dinesh Divekar
From India, Bangalore
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8227There are two issues involved in your post. One emerges when lines of your post are read, and another emerges by reading between the lines.
First suggestion is by reading the lines. Tell the security guard to give his report, and based on his report, issue the show cause notice to the team leader. Depending on the explanation, you may take appropriate disciplinary action. If a few others also give a statement, then a warning letter may be given directly.
The second suggestion comes by reading between the lines. The incident has happened coram populo. In that case, what the security guard felt inappropriate is why no staff member felt it? Why did they play coy? Did the incident happen in front of you? Did the incident happen in front of other senior staff members? Why did everybody keep quiet?
If the incident happened in front of other staff members and they had kept quiet, then it goes to show that your company has a culture of submissiveness. Beneath the facade of normalcy lies a fear of conflict. Not sitting on the Director's chair is plain common sense. Is it that a culture of informality, to which the IT companies are obsessed with, has taken a toll on the sanctity of the hierarchical position?
While you may take disciplinary action against the errant employee, the security guard should also be given a pat on the back for rising to the occasion.
Thanks,
Dinesh Divekar
From India, Bangalore
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More than a matter of indiscipline, it is a matter of rather high spirits. The employee needs to be counseled and told he needs to work hard so that he can legally occupy this chair. Give a piece of your mind or use someone senior enough to pull him up. Other seniors present during this act also need to be pulled up.
From India, Pune
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From India, Pune
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Dear Friend,
You have mentioned the individual as an old employee. Whether he is an ex-employee or simply an older employee in terms of age, his designation is team leader. Have you arranged seats according to their ranks and files? If there is no clear hierarchy in seating arrangements, it could lead to indiscipline, as arguments and disruptions may persist.
It is important for security to understand that the chair is reserved for the Director, who holds the authority in making such arrangements. The issue needs to be addressed promptly to avoid awkward situations caused by interference from other delegates. The old employee's actions may cause trouble for others, highlighting a clear failure in maintaining authority.
I recommend initiating an inquiry with the person responsible for arranging the stage. Approach security to raise the issue and seek their endorsement. Deal with the old employee firmly, issuing a stringent warning for his disruption and failure to maintain decorum in stage manners.
Best of luck.
From India, Arcot
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You have mentioned the individual as an old employee. Whether he is an ex-employee or simply an older employee in terms of age, his designation is team leader. Have you arranged seats according to their ranks and files? If there is no clear hierarchy in seating arrangements, it could lead to indiscipline, as arguments and disruptions may persist.
It is important for security to understand that the chair is reserved for the Director, who holds the authority in making such arrangements. The issue needs to be addressed promptly to avoid awkward situations caused by interference from other delegates. The old employee's actions may cause trouble for others, highlighting a clear failure in maintaining authority.
I recommend initiating an inquiry with the person responsible for arranging the stage. Approach security to raise the issue and seek their endorsement. Deal with the old employee firmly, issuing a stringent warning for his disruption and failure to maintain decorum in stage manners.
Best of luck.
From India, Arcot
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Dear all,
Kindly let us know which documents are required to claim pension under EPF & ESI Act in the case of death of an employee covered under the said Acts. It would be a great favor of yours.
Thanks & Regards,
Hemant Kumar Mishra
HR - Incharge
From India, undefined
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Kindly let us know which documents are required to claim pension under EPF & ESI Act in the case of death of an employee covered under the said Acts. It would be a great favor of yours.
Thanks & Regards,
Hemant Kumar Mishra
HR - Incharge
From India, undefined
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Hello Namrata,
Like Nathrao mentioned, give him a piece of your mind... with someone senior along with you. He can very well sit in the Director's chair... but after earning it. But suggest DON'T do it in front of other staff... this has a scope of getting into a grudge-developing scene. And those who just looked on also need to be given a pep talk. This clearly shows the mindset of much of the staff... watching something that can't be taken for granted as some sort of a 'tamasha'. Also, suggest don't make any sort of policy for such matters... I have seen it happen and such policies only make matters worsen in the long run. Handle it verbally and tactfully. And also ensure the Director keeps away from this issue while it's being handled. Else, it would look like he is enforcing a rule, when it's, like Dinesh mentioned, pure and plain common sense.
Regards,
TS
From India, Hyderabad
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Like Nathrao mentioned, give him a piece of your mind... with someone senior along with you. He can very well sit in the Director's chair... but after earning it. But suggest DON'T do it in front of other staff... this has a scope of getting into a grudge-developing scene. And those who just looked on also need to be given a pep talk. This clearly shows the mindset of much of the staff... watching something that can't be taken for granted as some sort of a 'tamasha'. Also, suggest don't make any sort of policy for such matters... I have seen it happen and such policies only make matters worsen in the long run. Handle it verbally and tactfully. And also ensure the Director keeps away from this issue while it's being handled. Else, it would look like he is enforcing a rule, when it's, like Dinesh mentioned, pure and plain common sense.
Regards,
TS
From India, Hyderabad
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