Hi!
Please try to implement the suggestions given by Mr. Hussain. They are excellent, time-tested, and really work. Ask your HR to present herself as a relaxed, approachable, and affable person, but without compromising on the discipline. Wishing you and her the very best.
Capt. Shalini Nair
Manager HR & Training
The Bella Vista
From India, Chandigarh
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Please try to implement the suggestions given by Mr. Hussain. They are excellent, time-tested, and really work. Ask your HR to present herself as a relaxed, approachable, and affable person, but without compromising on the discipline. Wishing you and her the very best.
Capt. Shalini Nair
Manager HR & Training
The Bella Vista
From India, Chandigarh
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Dear Simhan,
I have not faced any such experience in our organization. We give enormous freedom to employees. We are transparent and open to everyone. Still, I remember what our MD told me when I met him during the interview jokingly, "see our cabins; they are made with glass so that people can see me from outside as to what I am doing inside."
We are a 40-year-old company. We started manufacturing single lifts way back in 1968-69, and today we produce no less than 6000 lifts a year. We have grown and are enjoying the No. 1 position on an All India basis. We have 40 branches all over India and branches in Sri Lanka, Nepal, and the Maldives.
All this was possible only because we believe in people, the trust we have developed over time. There is no union in our organization. Whoever wants, and whatever they want, can directly approach the HRD Department and ask. The HRD department, if it is within the system's scope, does not wait for anyone's approval and immediately sanctions it. Some points that require intervention are still taken up with higher-ups, and special approval is sought.
As I was writing this, I had to go meet someone who came for an interview (who was with our organization three years back) seeking employment with us again. I asked him, "What was the reason for leaving our organization and what made you decide to rejoin?" He said, "He left the organization for salary and wants to rejoin for his career." I am considering him for our requirement. I do not have to ask anybody. That is the freedom I enjoy in my organization, and everyone in their department enjoys the same. Many people in our organization who left us have come back and rejoined.
Therefore, ideally, the management must practice a good working culture so that people always cherish the memories even if they leave.
Coming back to the question that the poster has put forth here. He is trying to understand whether the same trend is practiced by other HRD Departments in other companies. If most of us endorse, "Yes, in our organization, we are also facing the same issue," then the poster of the question may conclude that it is a common phenomenon and not take it so seriously. On the other hand, if we say that our organization is different, then he might like to fine-tune the department or the manager himself to be more acceptable to the employees; that is what I sense from his question (am I right, Mr. TKS?).
Balaji
From India, Madras
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113I have not faced any such experience in our organization. We give enormous freedom to employees. We are transparent and open to everyone. Still, I remember what our MD told me when I met him during the interview jokingly, "see our cabins; they are made with glass so that people can see me from outside as to what I am doing inside."
We are a 40-year-old company. We started manufacturing single lifts way back in 1968-69, and today we produce no less than 6000 lifts a year. We have grown and are enjoying the No. 1 position on an All India basis. We have 40 branches all over India and branches in Sri Lanka, Nepal, and the Maldives.
All this was possible only because we believe in people, the trust we have developed over time. There is no union in our organization. Whoever wants, and whatever they want, can directly approach the HRD Department and ask. The HRD department, if it is within the system's scope, does not wait for anyone's approval and immediately sanctions it. Some points that require intervention are still taken up with higher-ups, and special approval is sought.
As I was writing this, I had to go meet someone who came for an interview (who was with our organization three years back) seeking employment with us again. I asked him, "What was the reason for leaving our organization and what made you decide to rejoin?" He said, "He left the organization for salary and wants to rejoin for his career." I am considering him for our requirement. I do not have to ask anybody. That is the freedom I enjoy in my organization, and everyone in their department enjoys the same. Many people in our organization who left us have come back and rejoined.
Therefore, ideally, the management must practice a good working culture so that people always cherish the memories even if they leave.
Coming back to the question that the poster has put forth here. He is trying to understand whether the same trend is practiced by other HRD Departments in other companies. If most of us endorse, "Yes, in our organization, we are also facing the same issue," then the poster of the question may conclude that it is a common phenomenon and not take it so seriously. On the other hand, if we say that our organization is different, then he might like to fine-tune the department or the manager himself to be more acceptable to the employees; that is what I sense from his question (am I right, Mr. TKS?).
Balaji
From India, Madras
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Thank you, Balaji, for responding to my queries. Yes, you have read Andy's mind. That's what he is trying to find out (How common is the problem he is facing?). Posts like yours explaining the position help him.
Having an open plan or glass windows through which people can see what happens is similar to the latest trend in some hotels and takeaways where people can see what's going on in the kitchen (How clean it is, how food is prepared, etc.). It helps to generate confidence. Giving you freedom is similar to what is practiced by SAS, explained in the book "Moment of Truth" by Jan Carlson.
Have a nice day.
Simhan
From United Kingdom
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Having an open plan or glass windows through which people can see what happens is similar to the latest trend in some hotels and takeaways where people can see what's going on in the kitchen (How clean it is, how food is prepared, etc.). It helps to generate confidence. Giving you freedom is similar to what is practiced by SAS, explained in the book "Moment of Truth" by Jan Carlson.
Have a nice day.
Simhan
From United Kingdom
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Dear Andy,
I agree with Hussain's words. It is HR personnel's duty to maintain a sound relation with the staff and handle their issues. This can be done by regular interaction with the employees. Try to involve employees in the employee welfare activities and arrange some weekly meet with employees like how you arrange birthday celebrations. You can arrange an open house on Saturdays for 20-30 minutes and invite jokes and whatever they want to comment (should be healthy). Trust me, such things can improve employee relations with HR.
HR should know how to maintain a sound relation with employees. If employees have started disliking HR, then try to find out what are the reasons at the roots. If you think that implementing strict policies is the reason, then you should be able to explain the advantages of the same as well.
Sejal
From India, Mumbai
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I agree with Hussain's words. It is HR personnel's duty to maintain a sound relation with the staff and handle their issues. This can be done by regular interaction with the employees. Try to involve employees in the employee welfare activities and arrange some weekly meet with employees like how you arrange birthday celebrations. You can arrange an open house on Saturdays for 20-30 minutes and invite jokes and whatever they want to comment (should be healthy). Trust me, such things can improve employee relations with HR.
HR should know how to maintain a sound relation with employees. If employees have started disliking HR, then try to find out what are the reasons at the roots. If you think that implementing strict policies is the reason, then you should be able to explain the advantages of the same as well.
Sejal
From India, Mumbai
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Dear Mr. Andy,
The case is really interesting, but you need to analyze whether the policies that are framed by your HR manager after a complete evaluation of your company culture and work environment. Agreed there is resistance to change, but tell her to firstly sell herself to the employees and try to build up trust within them. Don't just hammer them with all HR policies. Yours is a manufacturing company, so blue-collar employees do have a separate mindset.
Even I joined an organization that did not have an HR department, but after joining, I removed all the nonconstructive policies about management and developed some really good policies about salary on time, OT to be paid on time with proper rates, suggestion boxes, Kaizen & 5S, incentive schemes, and training that were easily accepted by them. After the strict policies were implemented, they also got accepted with not much resistance. Please tell your HR manager to build up trust and faith amongst employees.
Warm regards,
Nikhil
From India, Pune
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The case is really interesting, but you need to analyze whether the policies that are framed by your HR manager after a complete evaluation of your company culture and work environment. Agreed there is resistance to change, but tell her to firstly sell herself to the employees and try to build up trust within them. Don't just hammer them with all HR policies. Yours is a manufacturing company, so blue-collar employees do have a separate mindset.
Even I joined an organization that did not have an HR department, but after joining, I removed all the nonconstructive policies about management and developed some really good policies about salary on time, OT to be paid on time with proper rates, suggestion boxes, Kaizen & 5S, incentive schemes, and training that were easily accepted by them. After the strict policies were implemented, they also got accepted with not much resistance. Please tell your HR manager to build up trust and faith amongst employees.
Warm regards,
Nikhil
From India, Pune
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Dear Andy,
Of course, your question is very valid and crucial. I appreciate your honest attempt to know the intricacies about HR. But frankly speaking, your question misses one aspect, "is disliked."
There is a lot of difference between the terms "need to be disliked" and "is disliked."
In fact, based on my in-service experience of about 40 years and post-service experience of 10 more years as a consultant, my firm opinion is, "HR does not need to be disliked, but is generally disliked by the employees." But generally, the HR personnel neither try to know nor want to know why they are not liked by the employees and how they can avoid that dilemma, while the answer is quite simple for them to understand, provided they try to understand. That is......
Their own attitude and working style.
In this respect, you may also like to see my post on the issue of employee attrition from the following link:
http://citehr.com#post1551555
In your eyes, your HR Manager may be an experienced person, but I may frankly rate her as an inefficient Manager if she is being disliked by her subordinate employees, as she has not been able to learn anything out of her experience. An experienced person is one who learns well from his or her own experience, as experience is a great teacher for a person. Nobody else can teach him/her well than his/her own experience.
Even if you try to pay your employees an increase of 25-50% instead of 10-12%, the employees won't stop disliking your HR Manager irrespective of her plenty of experience. She may be implementing the HR Rules or disciplinary rules very perfectly, sincerely, honestly, and without any bias, but unless there is a human touch in her working style, she cannot earn any respect as an individual HR Manager.
Rules and procedures are made only for the guidance of one and all to streamline the processes. Human values also have to be taken into account and considered before implementing such rules and procedures. Rigidity in implementation always works adversely. Not the words, but the spirit of rules have to be observed. If a person is aware of the fact that you have a stick or rod in your hand, he would definitely be afraid of you with the fear that you would use that to beat him. But the moment you use that, he would become fearless. So, punitive rules should be used only sparingly and that too with the tough type of an employee only, so that others should also take a lesson from that incident.
We have to treat our human resource not merely as human resource but as "Human Capital" to work for and in the interest of the organization but by respecting their values, needs, passions, and emotions also so that they may feel the sense of belonging and also feel themselves about their responsibilities towards the organization, its development, and progress without any need for enforcement of policies. Needless to emphasize, no one likes to be treated as inhuman.
An organization is just like a family and has to work as a family only. The mere idea of bossism cannot work. So, unless your HR Manager starts dealing with the employees as the 2nd head of the family, she can't succeed.
HOPE, YOU WOULD LIKE TO AGREE WITH MY OPINION.
PS DHINGRA
Chief Executive Officer
Dhingra Group of Management & Vigilance Consultants
New Delhi, India
dcgroup1962@gmail.com
Dear All,
I am looking for straightforward, unbiased opinions on this topic.
BACKGROUND:
I am an entrepreneur running a 50 crore manufacturing and trading unit employing about 70 staff and 100 workers.
It was a family-run setup with the MD making all HR and salary decisions and with direct access to most senior staff.
3 years ago, we decided to create an HR department as we felt a growing company needed it. We hired an experienced HR manager and an assistant.
My question is:
After 3 years - while we have been able to streamline many of the policies, etc., in the company and also streamlined channels of communication - our HR manager is almost universally disliked by the majority of the staff. The manager attributes this fact to the cause that she has to implement all the disciplinary policies of the company (late coming, deductions, limits on loans, etc.).
In general, we are a relatively relaxed, profitable company and are giving regular minimum 10-12% annual increments to all staff besides good facilities.
My question is - is it normal for the HR department and HR manager to be generally disliked by most people in the company? We have no experience about this so am asking this question. Please share your views.
Thanks - Andy
From India, Delhi
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Of course, your question is very valid and crucial. I appreciate your honest attempt to know the intricacies about HR. But frankly speaking, your question misses one aspect, "is disliked."
There is a lot of difference between the terms "need to be disliked" and "is disliked."
In fact, based on my in-service experience of about 40 years and post-service experience of 10 more years as a consultant, my firm opinion is, "HR does not need to be disliked, but is generally disliked by the employees." But generally, the HR personnel neither try to know nor want to know why they are not liked by the employees and how they can avoid that dilemma, while the answer is quite simple for them to understand, provided they try to understand. That is......
Their own attitude and working style.
In this respect, you may also like to see my post on the issue of employee attrition from the following link:
http://citehr.com#post1551555
In your eyes, your HR Manager may be an experienced person, but I may frankly rate her as an inefficient Manager if she is being disliked by her subordinate employees, as she has not been able to learn anything out of her experience. An experienced person is one who learns well from his or her own experience, as experience is a great teacher for a person. Nobody else can teach him/her well than his/her own experience.
Even if you try to pay your employees an increase of 25-50% instead of 10-12%, the employees won't stop disliking your HR Manager irrespective of her plenty of experience. She may be implementing the HR Rules or disciplinary rules very perfectly, sincerely, honestly, and without any bias, but unless there is a human touch in her working style, she cannot earn any respect as an individual HR Manager.
Rules and procedures are made only for the guidance of one and all to streamline the processes. Human values also have to be taken into account and considered before implementing such rules and procedures. Rigidity in implementation always works adversely. Not the words, but the spirit of rules have to be observed. If a person is aware of the fact that you have a stick or rod in your hand, he would definitely be afraid of you with the fear that you would use that to beat him. But the moment you use that, he would become fearless. So, punitive rules should be used only sparingly and that too with the tough type of an employee only, so that others should also take a lesson from that incident.
We have to treat our human resource not merely as human resource but as "Human Capital" to work for and in the interest of the organization but by respecting their values, needs, passions, and emotions also so that they may feel the sense of belonging and also feel themselves about their responsibilities towards the organization, its development, and progress without any need for enforcement of policies. Needless to emphasize, no one likes to be treated as inhuman.
An organization is just like a family and has to work as a family only. The mere idea of bossism cannot work. So, unless your HR Manager starts dealing with the employees as the 2nd head of the family, she can't succeed.
HOPE, YOU WOULD LIKE TO AGREE WITH MY OPINION.
PS DHINGRA
Chief Executive Officer
Dhingra Group of Management & Vigilance Consultants
New Delhi, India
dcgroup1962@gmail.com
Dear All,
I am looking for straightforward, unbiased opinions on this topic.
BACKGROUND:
I am an entrepreneur running a 50 crore manufacturing and trading unit employing about 70 staff and 100 workers.
It was a family-run setup with the MD making all HR and salary decisions and with direct access to most senior staff.
3 years ago, we decided to create an HR department as we felt a growing company needed it. We hired an experienced HR manager and an assistant.
My question is:
After 3 years - while we have been able to streamline many of the policies, etc., in the company and also streamlined channels of communication - our HR manager is almost universally disliked by the majority of the staff. The manager attributes this fact to the cause that she has to implement all the disciplinary policies of the company (late coming, deductions, limits on loans, etc.).
In general, we are a relatively relaxed, profitable company and are giving regular minimum 10-12% annual increments to all staff besides good facilities.
My question is - is it normal for the HR department and HR manager to be generally disliked by most people in the company? We have no experience about this so am asking this question. Please share your views.
Thanks - Andy
From India, Delhi
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Andy,
It seems that your organization is growing, and it is a good sign. Also, it is a very crucial time. Let everybody know it and arrange some good training programs for employees. They will eventually agree. Also, HR need not insist on all the policy implementations from the word go. Give employees time to digest changes.
Abhay Damle
9691938513
From India, Thana
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It seems that your organization is growing, and it is a good sign. Also, it is a very crucial time. Let everybody know it and arrange some good training programs for employees. They will eventually agree. Also, HR need not insist on all the policy implementations from the word go. Give employees time to digest changes.
Abhay Damle
9691938513
From India, Thana
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I think a lot depends on what and how the HR communicates, what role he is supposed to play (and is playing), and what authority he has. It could be a pure communication issue or could run deep into rifts (or faults) in the organization design. They are the two ends of the spectrum. You might need to analyze which one is the cause among the several possibilities in between.
From United States, Daphne
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From United States, Daphne
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Hi Andy,
Let me tell you that the HR department is one of the pillars of the organization. Their job is to create employment engagement in consultation with the company management, conduct awareness programs on industrial safety, and provide training for the welfare and development of employees.
In certain segments, HR is disliked due to the necessity of effectively implementing the appraisal system. It is challenging to satisfy every employee in the organization. Non-performing employees must be removed as they become liabilities. Additionally, negative thinking and jealousy among some employees contribute to the dislike of HR.
Despite these challenges, HR remains an essential department in the present circumstances.
Thanks
From India, Bangalore
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Let me tell you that the HR department is one of the pillars of the organization. Their job is to create employment engagement in consultation with the company management, conduct awareness programs on industrial safety, and provide training for the welfare and development of employees.
In certain segments, HR is disliked due to the necessity of effectively implementing the appraisal system. It is challenging to satisfy every employee in the organization. Non-performing employees must be removed as they become liabilities. Additionally, negative thinking and jealousy among some employees contribute to the dislike of HR.
Despite these challenges, HR remains an essential department in the present circumstances.
Thanks
From India, Bangalore
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For any organization, HR plays a crucial role. Without human resources, no office, factory, or company can function effectively. The basic role of HR is creating policies, procedures, and systems to facilitate the management of human resources, but not necessarily in the same way you use tools, machinery, and equipment. Human resources have a life only if you connect them to a power source. In the case of HR, individuals are knowledgeable, intelligent, and hardworking, but they also have a brain, a heart, several limbs, and emotions, which machines and equipment do not possess. If you treat human resources like tools and equipment, they will naturally crumble under pressure.
In this situation, the person handling Human Resources should not take sides with management, become a henchman, and blindly implement everything management says to save money for personal gain. The HR manager should always stay neutral and point out mistakes that may occur on either side. They are the vital link between the two parties and should be more empathetic towards the workers than management. The HR manager should lead with compassion and not just enforce rules on employees.
While the owner can shut down the office or factory for a week as they have the resources to survive, the same cannot be said for the workers. Having worked for 40 years, including 33 years with an Indian MNC, and managing executives and supervisors for nearly 20 years before retiring 12 years ago, I recently met many former colleagues at a wedding function. Each person greeted me warmly, inquired about my well-being and family, and I maintain contact with my team members, who have never spoken ill of me.
I believe in being flexible and bending the rules to support employees in times of need. Rigidity is fragile and breaks easily, like an electric pole in severe winds, unlike the resilience of bamboo. The same applies to the HR Manager. I conduct numerous soft skills training sessions in India and abroad for various industries, including online HR training, where I emphasize the importance of treating others as you wish to be treated in any role you undertake.
Best wishes.
From India, Bengaluru
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In this situation, the person handling Human Resources should not take sides with management, become a henchman, and blindly implement everything management says to save money for personal gain. The HR manager should always stay neutral and point out mistakes that may occur on either side. They are the vital link between the two parties and should be more empathetic towards the workers than management. The HR manager should lead with compassion and not just enforce rules on employees.
While the owner can shut down the office or factory for a week as they have the resources to survive, the same cannot be said for the workers. Having worked for 40 years, including 33 years with an Indian MNC, and managing executives and supervisors for nearly 20 years before retiring 12 years ago, I recently met many former colleagues at a wedding function. Each person greeted me warmly, inquired about my well-being and family, and I maintain contact with my team members, who have never spoken ill of me.
I believe in being flexible and bending the rules to support employees in times of need. Rigidity is fragile and breaks easily, like an electric pole in severe winds, unlike the resilience of bamboo. The same applies to the HR Manager. I conduct numerous soft skills training sessions in India and abroad for various industries, including online HR training, where I emphasize the importance of treating others as you wish to be treated in any role you undertake.
Best wishes.
From India, Bengaluru
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