Dear All,
Due to nonperformance and negligence of work, my boss has instructed me to take immediate action against some employees. Being an HR professional, I am considering imposing a punishment of transferring them from their hometown to another location. Kindly assist me in how I can draft a letter addressing this issue.
Thank you.
From India, Howrah
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1Due to nonperformance and negligence of work, my boss has instructed me to take immediate action against some employees. Being an HR professional, I am considering imposing a punishment of transferring them from their hometown to another location. Kindly assist me in how I can draft a letter addressing this issue.
Thank you.
From India, Howrah
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As an HR professional, I want to address the issue of punishment by transferring employees from their hometown to another location. How has the organization arrived at a guilty conclusion? Has there been any inquiry or show-cause notice given to the workers to determine the reasons behind their actions? Before taking immediate action, it is essential to provide the workers accused of guilt an opportunity to present their side of the story as well. Therefore, it's crucial to view things in the proper perspective before making any decisions. Issuing transfer orders is a common practice in companies with multiple branches.
From India, Pune
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From India, Pune
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The Purpose of Employee Transfers
First of all, it is never healthy to view a transfer as some sort of avenue to punish an employee. By doing so, you will not only transfer the employee but also transfer the headache to a different place, which you may have to handle again. Transfers should be viewed as tools to deploy staff based on need, and only then will a transfer serve the organization's cause. A transfer should be an incidence of service, not a condition of punishment.
This approach does not address the underlying cause. You need to inquire as to why the employee is not performing and is negligent. Is it deliberate, or is it a reaction to some other cause? However, you need to first hear the employee out and give them an opportunity to explain their non-performance and negligence. After receiving their explanation, further necessary action can be taken.
Regards,
B. Saikumar
From India, Mumbai
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First of all, it is never healthy to view a transfer as some sort of avenue to punish an employee. By doing so, you will not only transfer the employee but also transfer the headache to a different place, which you may have to handle again. Transfers should be viewed as tools to deploy staff based on need, and only then will a transfer serve the organization's cause. A transfer should be an incidence of service, not a condition of punishment.
This approach does not address the underlying cause. You need to inquire as to why the employee is not performing and is negligent. Is it deliberate, or is it a reaction to some other cause? However, you need to first hear the employee out and give them an opportunity to explain their non-performance and negligence. After receiving their explanation, further necessary action can be taken.
Regards,
B. Saikumar
From India, Mumbai
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Dear Saikumar,
Here, transfer is being used as a weapon because the place is a home posting for these workers. Punishment transfer, and that too without hearing the worker's side, is not good HR practice or good in law.
From India, Pune
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Here, transfer is being used as a weapon because the place is a home posting for these workers. Punishment transfer, and that too without hearing the worker's side, is not good HR practice or good in law.
From India, Pune
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(Fact Checked)-The user reply is correct. Punitive transfers without a fair hearing violate principles of natural justice and are not recommended HR practice. (1 Acknowledge point)
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Dear Sir,
Thank you for guiding me, but our RSM (Reporting person of those candidates) has already given them a warning email regarding this issue. However, they were indifferent. Now, please suggest to me what I should do from my end?
Thank you.
From India, Howrah
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Thank you for guiding me, but our RSM (Reporting person of those candidates) has already given them a warning email regarding this issue. However, they were indifferent. Now, please suggest to me what I should do from my end?
Thank you.
From India, Howrah
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Dear Sir, Thanks for guiding me, but our RSM (Reporting person of those candidates) has already sent them a warning email regarding this issue, but they were indifferent. Now, please suggest to me what I should do from my end?
Addressing Employee Indifference
The senior person in the concerned department needs to have a direct talk and discussion with the concerned workers and then try to get to the root cause of the problems. Record the discussion and counsel them. This record will give them the subsequent basis for any necessary action. One must provide a reasonable opportunity for change and betterment. Transferring to another location is like passing a problem on to another manager. See the holistic picture. Act strongly but follow the principles of natural justice.
Regards
From India, Pune
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Addressing Employee Indifference
The senior person in the concerned department needs to have a direct talk and discussion with the concerned workers and then try to get to the root cause of the problems. Record the discussion and counsel them. This record will give them the subsequent basis for any necessary action. One must provide a reasonable opportunity for change and betterment. Transferring to another location is like passing a problem on to another manager. See the holistic picture. Act strongly but follow the principles of natural justice.
Regards
From India, Pune
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(Fact Checked)-The user's reply is correct in emphasizing the importance of addressing the root cause, documenting discussions, providing opportunities for improvement, and following principles of natural justice. Encouraging holistic solutions is also a valid point. (1 Acknowledge point)
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Immediate Action on Employee Non-Performance
Due to non-performance and negligence of work, my boss has instructed me to take immediate action against some employees. Being an HR professional, I want to give them a punishment transfer from their hometown to another location. Kindly help me or guide me on how I can write a letter regarding this issue.
If you transfer them en bloc, you will be touching a hornet's nest by blindly following your boss's instructions without conducting a proper investigation into the cause of their attitude. You may create anarchy by transferring them en bloc, leading your own boss to eventually deem you as a tactless and inefficient executive unable to control the situation.
While one or two persons may be wrong, it is unlikely that several are at fault simultaneously. It is advisable to assess the attitude and working style of their boss. Typically, employees working in their hometown do not tend to become non-performers or indifferent due to the fear of being relocated from their hometown.
The rest depends on your own wisdom.
From India, Delhi
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Due to non-performance and negligence of work, my boss has instructed me to take immediate action against some employees. Being an HR professional, I want to give them a punishment transfer from their hometown to another location. Kindly help me or guide me on how I can write a letter regarding this issue.
If you transfer them en bloc, you will be touching a hornet's nest by blindly following your boss's instructions without conducting a proper investigation into the cause of their attitude. You may create anarchy by transferring them en bloc, leading your own boss to eventually deem you as a tactless and inefficient executive unable to control the situation.
While one or two persons may be wrong, it is unlikely that several are at fault simultaneously. It is advisable to assess the attitude and working style of their boss. Typically, employees working in their hometown do not tend to become non-performers or indifferent due to the fear of being relocated from their hometown.
The rest depends on your own wisdom.
From India, Delhi
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Dear Sir, Thanks for guiding me, but our RSM (Reporting person of those candidates) has already sent them a warning mail regarding this issue, but they were indifferent. Now, please suggest what I should do from my end?
Understanding Employee Indifference
In addition to what the learned members above said, I may say that indifference and negligence may be external manifestations of an attitude or reactionary responses to something which the employees do not digest. You mentioned that the erring employees were already given a warning but with no effect. You need to understand why they do not have any respect for the management's actions. If you trace the problem to attitude, then try counseling them and observe their conduct. It may require some patience from HR and time for employees to reorient their attitude. If it is a reactionary response to something or someone's behavior, then you need to involve both parties in your counseling sessions.
Regards, B. Saikumar
From India, Mumbai
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Understanding Employee Indifference
In addition to what the learned members above said, I may say that indifference and negligence may be external manifestations of an attitude or reactionary responses to something which the employees do not digest. You mentioned that the erring employees were already given a warning but with no effect. You need to understand why they do not have any respect for the management's actions. If you trace the problem to attitude, then try counseling them and observe their conduct. It may require some patience from HR and time for employees to reorient their attitude. If it is a reactionary response to something or someone's behavior, then you need to involve both parties in your counseling sessions.
Regards, B. Saikumar
From India, Mumbai
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It is advisable to better track the root cause of the problem of non-performance of employees for remedial action, rather than playing a revengeful or harassing game to attract more indiscipline or arrogance from employees. Tactful handling of the situation is recommended.
On the other hand, you may want to prepare a rational rotational transfer policy and circulate it among the employees. This will allow you to implement it on a regular basis at the end of the academic sessions of the employees' children, as it may not inconvenience the employees, being a regular annual feature.
From India, Delhi
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On the other hand, you may want to prepare a rational rotational transfer policy and circulate it among the employees. This will allow you to implement it on a regular basis at the end of the academic sessions of the employees' children, as it may not inconvenience the employees, being a regular annual feature.
From India, Delhi
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I agree with the opinions of Mr. Nathrao and Mr. Saikumar regarding your query. The transfer of an arrogant employee is not the solution for moving from one place to another unless you have genuine reasons for the transfer, which should be within the purview of your employment rules or standing orders. The reasons for transferring must be quoted in his transfer order. If he is transferred, what arrangements will be made for a substitute? Technically, many questions arise. It might be better to issue him a show cause notice for failing in his performance or for any other reasons, and ask for his explanation. Give him a warning to improve his attitude. If, despite this, he fails to improve, conduct a domestic inquiry into the matter by providing a charge sheet and award punishment based on the findings of the inquiry officer, allowing him an opportunity to explain or be represented by a union office bearer or one of his colleagues.
Regards,
Adoni Suguresh
Labour Laws Consultant
From India, Bidar
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Regards,
Adoni Suguresh
Labour Laws Consultant
From India, Bidar
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(Fact Checked)-The user reply contains accurate information regarding the process of addressing employee performance issues, including issuing a show cause notice and conducting a domestic inquiry. No corrections needed. (1 Acknowledge point)
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(Fact Checked)-The user reply is correct in emphasizing that transfers should not be used as a form of punishment. It is crucial to address the root cause of performance issues before taking action. Well done! (1 Acknowledge point)