Hi All,
Our company is in a big mess. We are a KPO with two shifts, day and night. I am the HR Manager for both shifts. Day shift timings are from 8 am to 5 pm, and night shift timings are from 6 pm to 3 am. My timings are from 10 am to 6 pm, or sometimes 7 pm. I am a female and recently got married in February 2009, so I can't stretch more.
The problems we are facing are as follows:
1) There is a lot happening in the night shift that I do not come to know about. Even the project managers of the night shift have started implementing their own rules and laws for the employees.
2) They have started forming groups and treat the employees as labor, making them work for as many hours as they say.
3) Genuine employees who aspire to progress in their careers are being replaced with false technical reports that cannot be questioned.
4) The company has become stagnant, and a kind of jungle rule has started prevailing.
5) No policies are being followed.
I kindly request suggestions on how to stop and control all this. Please assist, seniors.
Thanks, Vineet
From India, Chandigarh
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8Our company is in a big mess. We are a KPO with two shifts, day and night. I am the HR Manager for both shifts. Day shift timings are from 8 am to 5 pm, and night shift timings are from 6 pm to 3 am. My timings are from 10 am to 6 pm, or sometimes 7 pm. I am a female and recently got married in February 2009, so I can't stretch more.
The problems we are facing are as follows:
1) There is a lot happening in the night shift that I do not come to know about. Even the project managers of the night shift have started implementing their own rules and laws for the employees.
2) They have started forming groups and treat the employees as labor, making them work for as many hours as they say.
3) Genuine employees who aspire to progress in their careers are being replaced with false technical reports that cannot be questioned.
4) The company has become stagnant, and a kind of jungle rule has started prevailing.
5) No policies are being followed.
I kindly request suggestions on how to stop and control all this. Please assist, seniors.
Thanks, Vineet
From India, Chandigarh
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You need to have someone "on the job" during night shifts. Only then can we sort it out because it seems like a lot of monitoring is required. Expecting them to send reports is well and fine, but ultimately the power to manipulate and decide rests in the hands of the Project Managers.
Even if you warn them, it will still be of no use - the same thing will continue.
So if you can't offer to stretch yourself at this point, I guess you need to hire someone who can work on HR activities during the night shift. You could delegate a few tasks to that person in terms of observation and collecting actual information to report on issues - not to be the deciding authority - but to report on what is happening. Also, to orient the night shift people about the rules and policies once in a while.
May I ask how you came to know that genuine employees are being replaced? I am sure you would have received this info from the same genuine employees or others who fear the job. Kindly don't come to conclusions from this. Please have first-hand information on all these matters. It's better to have a separate person assigned under you for night shifts alone.
Thanks
From India, Madras
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Even if you warn them, it will still be of no use - the same thing will continue.
So if you can't offer to stretch yourself at this point, I guess you need to hire someone who can work on HR activities during the night shift. You could delegate a few tasks to that person in terms of observation and collecting actual information to report on issues - not to be the deciding authority - but to report on what is happening. Also, to orient the night shift people about the rules and policies once in a while.
May I ask how you came to know that genuine employees are being replaced? I am sure you would have received this info from the same genuine employees or others who fear the job. Kindly don't come to conclusions from this. Please have first-hand information on all these matters. It's better to have a separate person assigned under you for night shifts alone.
Thanks
From India, Madras
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Hi Vineet,
Maybe you can shift one of the employees in your team working in the day shift to night shifts. Once you have done that, let that employee be on the floor and talk to the employees, team leads, and managers. Prepare an incident report for each incident reported, so that you get accurate and up-to-date information. You can also ask your employee to communicate the policies across the board at regular intervals.
In case you do not have anyone reporting to you in the morning shift to be transferred to the night shift, then you might have to hire someone for the night shift.
From India, Mumbai
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Maybe you can shift one of the employees in your team working in the day shift to night shifts. Once you have done that, let that employee be on the floor and talk to the employees, team leads, and managers. Prepare an incident report for each incident reported, so that you get accurate and up-to-date information. You can also ask your employee to communicate the policies across the board at regular intervals.
In case you do not have anyone reporting to you in the morning shift to be transferred to the night shift, then you might have to hire someone for the night shift.
From India, Mumbai
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Good one Ash, In line with the same, I suggest to frame 360 degree review model so that HR can monitor Supervisors and Leads also. Regards, Shiv
From India, Bangalore
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From India, Bangalore
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I opine there is a loop in the system. First of all, the project managers should not be allowed to take actions on their own. All the employee-related matters need to be handled along with an HR representative. To this extent, you should formulate some SOPs and get them approved by the Board or senior management. As an individual, it will be difficult for anyone to work for more than 8-9 hours a day on a regular basis. In this context, you are to influence the management to hire one more HR representative for the other shift.
You should also implement a system where any deviation should be documented by the immediate superior, duly signed and countersigned by the project manager, and forwarded to HR so that you can be part of the decision-making process. Otherwise, over time, nobody will be left in the system when the managers are acting to their own wins and fans, and ultimately the company will be the loser. This part you have to project to the management, influencing them to act positively.
Regards - Kameswarao
From India, Hyderabad
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You should also implement a system where any deviation should be documented by the immediate superior, duly signed and countersigned by the project manager, and forwarded to HR so that you can be part of the decision-making process. Otherwise, over time, nobody will be left in the system when the managers are acting to their own wins and fans, and ultimately the company will be the loser. This part you have to project to the management, influencing them to act positively.
Regards - Kameswarao
From India, Hyderabad
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I want to clarify one thing that there is no Hr person working under me, I am the only one handling everything.
From India, Chandigarh
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From India, Chandigarh
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Hi Vineet,
As per the knowledge I have gained from your post, it seems that there is no control in the system. I would suggest you prepare a SOP (if you have the rights to do so) for this company and get it approved by the board members. Then, everything will be followed as mentioned in the SOP, including the specimen of your reports and routine work processes. If it is pre-approved, there will be no compromise on following the same by anybody.
Regards,
Amit.
From India, Thana
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As per the knowledge I have gained from your post, it seems that there is no control in the system. I would suggest you prepare a SOP (if you have the rights to do so) for this company and get it approved by the board members. Then, everything will be followed as mentioned in the SOP, including the specimen of your reports and routine work processes. If it is pre-approved, there will be no compromise on following the same by anybody.
Regards,
Amit.
From India, Thana
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Hi Vineet,
My suggestion is, first of all, you have to make a structure for the HR department, where it is better to appoint two functional employees; we can call them "Employee Service Coordinators or Supervisors." One person should be allocated to the night shift also, dealing with all HR works and services.
In addition to this, you have to develop the SOP (policies and procedures) at the very earliest and implement them in the company; this should include disciplinary actions as well. Those who do not follow these SOPs can be easily identified through your HR Coordinators/assistants, and actions can be taken against the concerned employees.
The only way to solve the issue is, first of all, you have to develop a foundation for HR in your company. Without tools and resources, it will be more difficult to monitor the organizational functions.
Please note that nowadays, HR is in the business, by the business, and for the business, by branding the organization to attract, engage, and retain talented employees, while building the organizational culture by motivating and developing competencies.
BR
Jaleel
From United Arab Emirates, Dubai
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My suggestion is, first of all, you have to make a structure for the HR department, where it is better to appoint two functional employees; we can call them "Employee Service Coordinators or Supervisors." One person should be allocated to the night shift also, dealing with all HR works and services.
In addition to this, you have to develop the SOP (policies and procedures) at the very earliest and implement them in the company; this should include disciplinary actions as well. Those who do not follow these SOPs can be easily identified through your HR Coordinators/assistants, and actions can be taken against the concerned employees.
The only way to solve the issue is, first of all, you have to develop a foundation for HR in your company. Without tools and resources, it will be more difficult to monitor the organizational functions.
Please note that nowadays, HR is in the business, by the business, and for the business, by branding the organization to attract, engage, and retain talented employees, while building the organizational culture by motivating and developing competencies.
BR
Jaleel
From United Arab Emirates, Dubai
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The big problem is your management. If the nature of business warrants it, they must engage a night shift HR officer or a part-time HR for the night shift, who may be available at flexible times for 4 hours as per their convenience to implement HR policies and provide feedback for corrections and system improvements.
We should not think inside the box, and customary practices do not help us in many situations. You have to amend the modus operandi as per business models.
Rashid
From Saudi Arabia
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We should not think inside the box, and customary practices do not help us in many situations. You have to amend the modus operandi as per business models.
Rashid
From Saudi Arabia
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Hi,
If they have no intentions of hiring a new person under you, why don't you work 5 hours in the morning shift and 3 hours in the evening shift? This may serve the purpose. Management will also be happy :) that you are thinking of effective solutions!
From India, Madras
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If they have no intentions of hiring a new person under you, why don't you work 5 hours in the morning shift and 3 hours in the evening shift? This may serve the purpose. Management will also be happy :) that you are thinking of effective solutions!
From India, Madras
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Hello Ash,
I do not appreciate this advice. As a lady, she should work for more than 8 hours a day; this is official time, and the rest of the time is her personal time for family commitments. She should not spend her personal time on the job because she should have social commitments too. Advising anyone to work more than 8 hours without remuneration or just to stretch herself to justify that it's the demand of the job is not correct. If that is the demand of the job, then management must pay the price and hire one more HR person to accommodate in the time slot. It is not her problem to spend 10 hours every day on the job. Nothing is free in this world, and working does not mean doing charity to the employer. The employer does not do any charity by employing an HR manager. If his business process demands two HR managers, then he must hire two HR managers. We must not promote such exploitation of an HR manager to engage him for 10 hours working on a day-to-day basis.
Partho
Hi, If they have no intentions of hiring a new person under you - why don't you work 7 hrs in the morning shift and 3 hrs in the evening shift? May serve the purpose. Management will also be happy :-) that you are thinking of effective solutions!
From Saudi Arabia
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I do not appreciate this advice. As a lady, she should work for more than 8 hours a day; this is official time, and the rest of the time is her personal time for family commitments. She should not spend her personal time on the job because she should have social commitments too. Advising anyone to work more than 8 hours without remuneration or just to stretch herself to justify that it's the demand of the job is not correct. If that is the demand of the job, then management must pay the price and hire one more HR person to accommodate in the time slot. It is not her problem to spend 10 hours every day on the job. Nothing is free in this world, and working does not mean doing charity to the employer. The employer does not do any charity by employing an HR manager. If his business process demands two HR managers, then he must hire two HR managers. We must not promote such exploitation of an HR manager to engage him for 10 hours working on a day-to-day basis.
Partho
Hi, If they have no intentions of hiring a new person under you - why don't you work 7 hrs in the morning shift and 3 hrs in the evening shift? May serve the purpose. Management will also be happy :-) that you are thinking of effective solutions!
From Saudi Arabia
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Oh I am sorry, it was supposed to be 5 hrs in the morning and 3 hrs in the evening. Try dividing your work hours. am sure this will help if they have no intentions of hiring another person.
From India, Madras
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From India, Madras
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Hi Vineet,
Can you tell me which policies are presently applicable in your company? As you have mentioned that there are policies, but they are not being followed. If you know the policies and have concrete evidence that they are not being followed, you can raise the issue with management, involving all the concerned employees. You can also involve project managers and employees who are aware that the rules and regulations are not being adhered to.
Regards,
Prashant
From India, Surat
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Can you tell me which policies are presently applicable in your company? As you have mentioned that there are policies, but they are not being followed. If you know the policies and have concrete evidence that they are not being followed, you can raise the issue with management, involving all the concerned employees. You can also involve project managers and employees who are aware that the rules and regulations are not being adhered to.
Regards,
Prashant
From India, Surat
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Dear Ash,
I am also not convinced with this 5 + 3 due to unsocial working hours and the hardship that it may cause to women. Her family is deprived of their rights to have the company of a wife, mother, and relatives at home during evening hours.
Regards,
Partho
From Saudi Arabia
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I am also not convinced with this 5 + 3 due to unsocial working hours and the hardship that it may cause to women. Her family is deprived of their rights to have the company of a wife, mother, and relatives at home during evening hours.
Regards,
Partho
From Saudi Arabia
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Hi,
Do you have policies documented anywhere, on paper or intranet? Create all the necessary policies you believe are required for the organization. If anyone has broken the rules despite the existence of policies, you must take action. Communication is key.
Regards,
Rohini
From India, Pune
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Do you have policies documented anywhere, on paper or intranet? Create all the necessary policies you believe are required for the organization. If anyone has broken the rules despite the existence of policies, you must take action. Communication is key.
Regards,
Rohini
From India, Pune
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Partha:
Who said women don't work late? They are not forced, but it's their choice. My first job was a night shift one - starts at 7:00 pm and ends at 3:00 AM. I was happy there for more than a year (Did not work as an HR though). My HR there was a lady, and this was how she adjusted her timings.
See, nothing will cause harm to this lady if she works a couple of hours extra - at least on a temporary basis - because we need to sort problems (again, it's left to her to choose or not - not left to you to decide if she should choose or not). I would have been much happier if you debated to find a solution. I am sad my points are not making you use your head, Partho.
From India, Madras
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Who said women don't work late? They are not forced, but it's their choice. My first job was a night shift one - starts at 7:00 pm and ends at 3:00 AM. I was happy there for more than a year (Did not work as an HR though). My HR there was a lady, and this was how she adjusted her timings.
See, nothing will cause harm to this lady if she works a couple of hours extra - at least on a temporary basis - because we need to sort problems (again, it's left to her to choose or not - not left to you to decide if she should choose or not). I would have been much happier if you debated to find a solution. I am sad my points are not making you use your head, Partho.
From India, Madras
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@Vineet,
As you said nobody is reporting to you, then you should persuade the management to hire at least 1 more HR person to monitor things during night shifts and report to you directly so that you are in the loop. In parallel, you should prepare the SOP and make them recognized throughout the org. structure.
Once these two things are in place, take action on that basis starting from one-to-one and CAPs with the "victim" employee and the "accused" project manager.
This will bring the "errant" PMs on track (keeping in mind the professionalism they are showing).
--------------------------
@Ash Mathew
In theory, it may be okay to consider working 5 hours day shift and 3 hours night shift. But in my opinion, getting to a KPO office from home in any city will take at least 45 minutes on average. So going and coming twice will take 3 hours instead of a regular 1.5 hours. This will even increase if there is a cab facility (4 hrs.).
Further, coming back from the office in the evening exhausts me to no end (Lol), then think about Mrs. Vineet making it twice.
Regards,
Devashish :lol:.
From United States, Schaumburg
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As you said nobody is reporting to you, then you should persuade the management to hire at least 1 more HR person to monitor things during night shifts and report to you directly so that you are in the loop. In parallel, you should prepare the SOP and make them recognized throughout the org. structure.
Once these two things are in place, take action on that basis starting from one-to-one and CAPs with the "victim" employee and the "accused" project manager.
This will bring the "errant" PMs on track (keeping in mind the professionalism they are showing).
--------------------------
@Ash Mathew
In theory, it may be okay to consider working 5 hours day shift and 3 hours night shift. But in my opinion, getting to a KPO office from home in any city will take at least 45 minutes on average. So going and coming twice will take 3 hours instead of a regular 1.5 hours. This will even increase if there is a cab facility (4 hrs.).
Further, coming back from the office in the evening exhausts me to no end (Lol), then think about Mrs. Vineet making it twice.
Regards,
Devashish :lol:.
From United States, Schaumburg
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Twice????
You did not get my views. Start work post-noon! 😂😂😂 Oh my God... Now I am laughing! And Vineet, I would appreciate it if you could read the post from the beginning. I guess you almost repeated what I mentioned.
From India, Madras
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You did not get my views. Start work post-noon! 😂😂😂 Oh my God... Now I am laughing! And Vineet, I would appreciate it if you could read the post from the beginning. I guess you almost repeated what I mentioned.
From India, Madras
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Hi Vineet,
Though everyone has given their valuable suggestions, and I do agree with all of them. However, in addition to the list, I would like to suggest having a meeting first with all the team managers on a one-on-one basis. Make them understand the cause and effect relationship. Do not make them feel they are not the deciding authority, but help them understand that any decision should have a positive effect on the organization and the employees as well.
Also, during the one-on-one meetings, try to find out what they have in mind. Then, you can formulate the requisite actions.
Guys, what are your thoughts on this?
Regards,
Yousuf
From India, Bangalore
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Though everyone has given their valuable suggestions, and I do agree with all of them. However, in addition to the list, I would like to suggest having a meeting first with all the team managers on a one-on-one basis. Make them understand the cause and effect relationship. Do not make them feel they are not the deciding authority, but help them understand that any decision should have a positive effect on the organization and the employees as well.
Also, during the one-on-one meetings, try to find out what they have in mind. Then, you can formulate the requisite actions.
Guys, what are your thoughts on this?
Regards,
Yousuf
From India, Bangalore
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Hi, if hiring a new person will be an issue, then discuss with your management, interview a few people from the technical team, and give responsibility to an HR SPOC for the night shift. The person might have a 50% technical and 50% HR role and would ensure that such bad practices do not take place during the hours in which you are not available.
Regards,
Anuradha
From India
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Regards,
Anuradha
From India
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Hi,
If hiring a new person is an issue, then you may discuss with your management, interview a few people from the technical team, and give them the responsibility of an HR SPOC. The person may take on a 50% technical and 50% HR role to ensure that such bad practices do not occur during the hours when you are not available.
Thanks,
Anuradha
From India
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If hiring a new person is an issue, then you may discuss with your management, interview a few people from the technical team, and give them the responsibility of an HR SPOC. The person may take on a 50% technical and 50% HR role to ensure that such bad practices do not occur during the hours when you are not available.
Thanks,
Anuradha
From India
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Hi,
In my view, you can receive open feedback from employees, i.e., identify who is providing the information. Only then can you accurately assess the real situation and subsequently take necessary actions to improve the situation by any means necessary.
From India, New Delhi
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In my view, you can receive open feedback from employees, i.e., identify who is providing the information. Only then can you accurately assess the real situation and subsequently take necessary actions to improve the situation by any means necessary.
From India, New Delhi
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Hi Vineet,
I personally feel you need an HR representative in the night shift as well, to handle employee-related issues. This will provide you with information during the night shift and help in designing SOPs and getting them approved. I am confident that the physical presence of an HR in the company should assist you at the first level, followed by implementing systems and policies at the next level.
All the best with this, and please share the solution once the issue is resolved.
Regards,
Bindu Kunapuli
From India, Hyderabad
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I personally feel you need an HR representative in the night shift as well, to handle employee-related issues. This will provide you with information during the night shift and help in designing SOPs and getting them approved. I am confident that the physical presence of an HR in the company should assist you at the first level, followed by implementing systems and policies at the next level.
All the best with this, and please share the solution once the issue is resolved.
Regards,
Bindu Kunapuli
From India, Hyderabad
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I suggest changing the teams of every employee who is on the night shift. In my experience, altering the teams can also shift attitudes towards work. Project managers may be making these changes to improve their own statistics. Address any concerns raised by sincere employees and hold project managers accountable. Consider changing the methods of working, such as report preparation. There is a saying that if you continue to do the same thing, you will get the same results.
Sandeep Vast.
From India
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Sandeep Vast.
From India
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Dear Vinit, First u better to take one assistant who will bar these things especially a guy who is having experience industry . Thanku, Prasanna reddy.:confused:
From India, Hyderabad
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From India, Hyderabad
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Hi,
Why don't you change your timings to 11 am - 8 pm so that you can spend at least two hours with second-shift employees to interact with them and understand their problems? Instead of implementing a new standard operating procedure (SOP), educate all project managers, supervisors, and employees on policy matters. If you do not handle this properly, you may become an enemy to all project managers. Please handle it with care. Present it thoughtfully to the top management and explain how it could harm the organization's image and goodwill.
Regards,
Prasad_raj325
From India, Warangal
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Why don't you change your timings to 11 am - 8 pm so that you can spend at least two hours with second-shift employees to interact with them and understand their problems? Instead of implementing a new standard operating procedure (SOP), educate all project managers, supervisors, and employees on policy matters. If you do not handle this properly, you may become an enemy to all project managers. Please handle it with care. Present it thoughtfully to the top management and explain how it could harm the organization's image and goodwill.
Regards,
Prasad_raj325
From India, Warangal
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Hi Vineet,
If you can't hire another HR person, you can ask management to change work shifts of those people who are creating a nuisance in the night shift so that you can yourself monitor them.
Above all, report all these things to management. See what management tells you. Maybe that can help.
Best regards,
GS
From India, New Delhi
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If you can't hire another HR person, you can ask management to change work shifts of those people who are creating a nuisance in the night shift so that you can yourself monitor them.
Above all, report all these things to management. See what management tells you. Maybe that can help.
Best regards,
GS
From India, New Delhi
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Hi,
I completely agree with the solutions provided by Asha, but again I would be a little disagree on working in 2 shifts. It would not be so easy to maintain this schedule. After 5 hours of working, exhaustion will definitely dominate the brain. Yeah, if she works from 2 pm to 10 pm, then I think Asha's idea may work out.
But, again it might be very tough for a newly married woman to work in such a shift. It's also hard to convince management. It may again hamper her personal life. So, it's better if you can convince management to hire someone under you, as you are the person directly responsible for displaying the well-guided future growth strategy for the organization. At least you can give it a try. Of course, management would not like to let the culture of the organization be spoiled.
Best of luck!
Regards, Ram Sr. Executive Tectonics
From India, Mumbai
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I completely agree with the solutions provided by Asha, but again I would be a little disagree on working in 2 shifts. It would not be so easy to maintain this schedule. After 5 hours of working, exhaustion will definitely dominate the brain. Yeah, if she works from 2 pm to 10 pm, then I think Asha's idea may work out.
But, again it might be very tough for a newly married woman to work in such a shift. It's also hard to convince management. It may again hamper her personal life. So, it's better if you can convince management to hire someone under you, as you are the person directly responsible for displaying the well-guided future growth strategy for the organization. At least you can give it a try. Of course, management would not like to let the culture of the organization be spoiled.
Best of luck!
Regards, Ram Sr. Executive Tectonics
From India, Mumbai
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Hi Vineeth,
There could be two possible ways of countering the aforementioned issue:
1) Recruit a person to handle HR functions in the night shift.
2) Conduct an employee survey for both shifts to identify the problems they face.
Finally, collate and submit the report to management for them to make decisions based on the feedback provided by the employees.
Regards,
Shiv
From India, Ernakulam
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There could be two possible ways of countering the aforementioned issue:
1) Recruit a person to handle HR functions in the night shift.
2) Conduct an employee survey for both shifts to identify the problems they face.
Finally, collate and submit the report to management for them to make decisions based on the feedback provided by the employees.
Regards,
Shiv
From India, Ernakulam
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Hi Vineet,
What I feel is that you may not have much power to control what's happening in the shifts. But there's one way of gathering insider information. Guess who can be your best source of information? Let me tell you, it's office attenders, office boys, watchmen, security personnel, basically sub-staff. So, first, gain the trust of these people by any means necessary. Then, appoint them as information suppliers. Once they provide you with information, you can start gathering evidence regarding who is doing what. Depending on the information gathered, you can present your case to your superiors to grant you more authority to take actions like hiring a new HR subordinate or requiring the team leader to report to you before making any hiring or firing decisions, etc. This is the approach adopted by most of the heads of the department, and it has been effective for him most of the time. Give it a try.
From India, Malappuram
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What I feel is that you may not have much power to control what's happening in the shifts. But there's one way of gathering insider information. Guess who can be your best source of information? Let me tell you, it's office attenders, office boys, watchmen, security personnel, basically sub-staff. So, first, gain the trust of these people by any means necessary. Then, appoint them as information suppliers. Once they provide you with information, you can start gathering evidence regarding who is doing what. Depending on the information gathered, you can present your case to your superiors to grant you more authority to take actions like hiring a new HR subordinate or requiring the team leader to report to you before making any hiring or firing decisions, etc. This is the approach adopted by most of the heads of the department, and it has been effective for him most of the time. Give it a try.
From India, Malappuram
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Hi Vineet,
Can see loads of suggestions pouring in. Not sure if this would work but just give it a try. But for this, you need to do some groundwork keeping in mind that you are the only HR.
1. Make a list of those who work in night shifts.
2. Then check their grades/rankings and list out the heads/managers/employees, etc. Then draft a small chart-kind-of who's reporting to whom.
3. Now that you have the list, revisit their job descriptions. Then find a person working in the night shift (as Abdaz has suggested above) whom you can rely upon, or talk to the employees in the night shift about their work (casually), what they are doing, their productivity, whom they are reporting to, etc. By now, you'll have an idea and correlate them to their job descriptions. Check if anybody is deviating from it (i.e. if they are doing more than what is required from them which brings positive results to the firm as a whole, then fine and good, but if it's the other way around or if it's really unnecessary for the firm's structure, then make a note of the same).
4. Then check if the work is being distributed justly among all employees and none are kept with no process to handle. The same applies to the unit heads/managers. If any decision has been taken in your absence or isn't being communicated to you or in any way it has affected the HR roles, then make a note of it (not necessary that all rules and regulations must be communicated to the HR dept. There are some operations/processes where the Managers/Heads have the right to decide). Just see if the HR role is really needed there. Else, just discard it.
5. Once you have recorded all the above, have a word with your senior or draft an email to your senior (if you wanted to copy the other heads) pointing out just the decisions where the HR dept should be kept informed or so, and request you would like to have a small meeting or some norms to be brought in for the same. When you draft such an email, just be careful in the way you convey the message (also describe how it has affected the operations of the organization with common examples, please don't point out anybody in person but as a process).
Then, it all depends on the management if they wish to proceed with your request or not. If they do, then well and good. If not, then just leave it to them because you have been proactive and taken all steps to prevent the consequences. Later, if they question you about anything, you can simply respond to them that you have already kept them informed and you took necessary steps to do so.
From India, Mumbai
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Can see loads of suggestions pouring in. Not sure if this would work but just give it a try. But for this, you need to do some groundwork keeping in mind that you are the only HR.
1. Make a list of those who work in night shifts.
2. Then check their grades/rankings and list out the heads/managers/employees, etc. Then draft a small chart-kind-of who's reporting to whom.
3. Now that you have the list, revisit their job descriptions. Then find a person working in the night shift (as Abdaz has suggested above) whom you can rely upon, or talk to the employees in the night shift about their work (casually), what they are doing, their productivity, whom they are reporting to, etc. By now, you'll have an idea and correlate them to their job descriptions. Check if anybody is deviating from it (i.e. if they are doing more than what is required from them which brings positive results to the firm as a whole, then fine and good, but if it's the other way around or if it's really unnecessary for the firm's structure, then make a note of the same).
4. Then check if the work is being distributed justly among all employees and none are kept with no process to handle. The same applies to the unit heads/managers. If any decision has been taken in your absence or isn't being communicated to you or in any way it has affected the HR roles, then make a note of it (not necessary that all rules and regulations must be communicated to the HR dept. There are some operations/processes where the Managers/Heads have the right to decide). Just see if the HR role is really needed there. Else, just discard it.
5. Once you have recorded all the above, have a word with your senior or draft an email to your senior (if you wanted to copy the other heads) pointing out just the decisions where the HR dept should be kept informed or so, and request you would like to have a small meeting or some norms to be brought in for the same. When you draft such an email, just be careful in the way you convey the message (also describe how it has affected the operations of the organization with common examples, please don't point out anybody in person but as a process).
Then, it all depends on the management if they wish to proceed with your request or not. If they do, then well and good. If not, then just leave it to them because you have been proactive and taken all steps to prevent the consequences. Later, if they question you about anything, you can simply respond to them that you have already kept them informed and you took necessary steps to do so.
From India, Mumbai
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Hi Asha Lovely solution. I thin k working in two shifts is a better option ad long as you dont stayfar off from the office and u can devote more time to your newly married life. Rgds Neha
From India, Bangalore
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From India, Bangalore
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Thank you all,
Actually, the director is very much dependent on the project manager. It was the project manager only who brought the work to the company. He has a good hold over the whole team. If we implement SOPs in the system to monitor him, he'll stop working, which can hamper our work a lot. Neither will he work, nor will he allow somebody else to come up to his knowledge.
Our work domain is such that not many people in India are experts in it. So, you can say that the MD is also regretting how to tackle the whole situation. Good people with caliber are leaving the company. Only the project manager's references stay back.
Vineet
From India, Chandigarh
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Actually, the director is very much dependent on the project manager. It was the project manager only who brought the work to the company. He has a good hold over the whole team. If we implement SOPs in the system to monitor him, he'll stop working, which can hamper our work a lot. Neither will he work, nor will he allow somebody else to come up to his knowledge.
Our work domain is such that not many people in India are experts in it. So, you can say that the MD is also regretting how to tackle the whole situation. Good people with caliber are leaving the company. Only the project manager's references stay back.
Vineet
From India, Chandigarh
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Talking about coming in 2 shifts is not possible at all. It takes one hour to commute to the office. Even then, I will be left with no time to spend with my family.
I have thought of creating a feedback form for team members to provide feedback on the Project Manager (PM). Employees are not required to mention their names. The feedback can then be presented to the Project Manager in front of the Managing Director (MD), indicating that the entire team is dissatisfied and even fearful of repercussions if they do not meet expectations.
Presenting these concerns and seeking solutions from the Project Manager could help. It may establish a foundation for addressing the issues. Implementing changes to Standard Operating Procedures (SOPs) or assigning someone to the night shift could potentially disrupt workflow.
After discussing these matters with the Project Manager, we can be direct with him. This approach may also make him aware that his performance is being monitored.
I would appreciate your feedback on whether this approach could be successful or if it is unnecessary. If you have alternative suggestions, please share them.
Thank you,
Vineet
From India, Chandigarh
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I have thought of creating a feedback form for team members to provide feedback on the Project Manager (PM). Employees are not required to mention their names. The feedback can then be presented to the Project Manager in front of the Managing Director (MD), indicating that the entire team is dissatisfied and even fearful of repercussions if they do not meet expectations.
Presenting these concerns and seeking solutions from the Project Manager could help. It may establish a foundation for addressing the issues. Implementing changes to Standard Operating Procedures (SOPs) or assigning someone to the night shift could potentially disrupt workflow.
After discussing these matters with the Project Manager, we can be direct with him. This approach may also make him aware that his performance is being monitored.
I would appreciate your feedback on whether this approach could be successful or if it is unnecessary. If you have alternative suggestions, please share them.
Thank you,
Vineet
From India, Chandigarh
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Hi!
I would suggest making your exit interview process strong. Send highlighted reports to all HODs and take this as a discussion point. It will give visibility and will demand action.
Regards,
Sachin Khadilkar
From India, Mumbai
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I would suggest making your exit interview process strong. Send highlighted reports to all HODs and take this as a discussion point. It will give visibility and will demand action.
Regards,
Sachin Khadilkar
From India, Mumbai
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Hi, I think you come twice in a week for a month then on the next month once in a week and after that sudden visit on any day. Make ur some man in this time on that shift subhra
From India, Calcutta
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From India, Calcutta
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Hi,
You can recruit a night manager and maintain a register for all incidents that take place in your absence. The register will help you control all your problems, and incidents noted in the register should be presented to the top management above you.
Regards,
Revathi
From India, Madras
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You can recruit a night manager and maintain a register for all incidents that take place in your absence. The register will help you control all your problems, and incidents noted in the register should be presented to the top management above you.
Regards,
Revathi
From India, Madras
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Hi Vineet,
In my opinion, the best thing would be to apprise the top management about these issues and seek their guidance on the matter. You have to take the seniors into confidence and discuss the matter with them. Unless the top management supports or understands the situation, there is little you will be able to do.
Regards,
Umesh Sharma
From India, Madras
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In my opinion, the best thing would be to apprise the top management about these issues and seek their guidance on the matter. You have to take the seniors into confidence and discuss the matter with them. Unless the top management supports or understands the situation, there is little you will be able to do.
Regards,
Umesh Sharma
From India, Madras
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I am surprised! Your employees have simply taken you for granted. The main cause for them to behave in this manner is that there is no fear from superiors; they have misunderstood the power of HR in the company.
I would also suggest that you do not come to any conclusions. You need to know the root cause of the problem and then act accordingly. It is relevant from your end to hire 1 HR professional for the night shift who should be working under you so that you are informed of each and every incident occurring during night shifts. I also feel that a meeting can be arranged from your end with the project managers so that you can clarify your intentions and give verbal warnings so that if any such incident is repeated, you are liable to take strict action against them (this will be applicable only after finding the root cause and you find the project managers guilty).
From India, Pune
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I would also suggest that you do not come to any conclusions. You need to know the root cause of the problem and then act accordingly. It is relevant from your end to hire 1 HR professional for the night shift who should be working under you so that you are informed of each and every incident occurring during night shifts. I also feel that a meeting can be arranged from your end with the project managers so that you can clarify your intentions and give verbal warnings so that if any such incident is repeated, you are liable to take strict action against them (this will be applicable only after finding the root cause and you find the project managers guilty).
From India, Pune
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Hi Vineet,
As an HR manager, the first thing you need to do is to build a good rapport with your employees and gain their support. You haven't mentioned the size of your team. If it is large, you may need support staff and the ability to maintain control. Consider dividing your working hours between shifts or alternating between day and night shifts (as a married female, I can understand your constraints).
I hope this helps!
From United Arab Emirates, Abu Dhabi
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As an HR manager, the first thing you need to do is to build a good rapport with your employees and gain their support. You haven't mentioned the size of your team. If it is large, you may need support staff and the ability to maintain control. Consider dividing your working hours between shifts or alternating between day and night shifts (as a married female, I can understand your constraints).
I hope this helps!
From United Arab Emirates, Abu Dhabi
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Hello Vineet,
The fact remains that when there is no vigil, people tend to break the rules. I am in a similar industry, so I can totally understand your state.
Here is what we have done in our company:
1) We have regular skip meetings with all the employees (in batches). The agenda includes giving the employees updates on what is happening in the company, briefing on a few policies and programs employees can take advantage of, and the last 10 - 15 minutes are open for query solving and grievances.
I take back that feedback to my team and the respective stakeholders (for whom the grievance was registered) and sort the issues out.
2) We have everything aligned to HR permissions. Any employee who resigns has to meet with HR. We get to know the real reason and also make a retention pitch. If there is anything we need to sort out with the manager, we do so as well. Any termination that the manager initiates needs to be supported by documents justifying the separation. We again meet the employee to check if the claims were right or not.
3) It is very important to have policies in place that will govern the conduct of the employees (at all levels), and any violation thereof will be met with disciplinary action.
4) You will need to get down to details and dirty your hands a little bit. How many managers are there? How many people report under each of them? How often are people moved from one manager to another? Why do such movements take place? What is the performance record of these managers and their employees? How do they take care of their employees' welfare? How are employees being exploited? Are the budgets allocated for employee engagements being used rightly, or are managers consuming them?
Things go a lot deeper. You will certainly have to spend some time yourself sorting out and studying the actual matter. This looks like a lot more mess than what you are mentioning, and the sooner you start cleaning, the better.
Appointing a new person under you may not really help as he/she would be new to the company and people and can be easily bullied or influenced. So you will have to get down to ground zero yourself. What I suggest is nevertheless to appoint someone and ask him/her to shadow you and learn from observation, but your presence is important until such time that things start looking manageable.
I would like to discuss in detail about all the employee welfare and management tools and processes we have in place. I am sure it will be of great use to you in such times.
You can contact me at amrita.solanki@gmail.com.
Good luck, and I am sure you will handle it well. And I just hope your spouse understands and supports you. :)
Amrita
From China
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The fact remains that when there is no vigil, people tend to break the rules. I am in a similar industry, so I can totally understand your state.
Here is what we have done in our company:
1) We have regular skip meetings with all the employees (in batches). The agenda includes giving the employees updates on what is happening in the company, briefing on a few policies and programs employees can take advantage of, and the last 10 - 15 minutes are open for query solving and grievances.
I take back that feedback to my team and the respective stakeholders (for whom the grievance was registered) and sort the issues out.
2) We have everything aligned to HR permissions. Any employee who resigns has to meet with HR. We get to know the real reason and also make a retention pitch. If there is anything we need to sort out with the manager, we do so as well. Any termination that the manager initiates needs to be supported by documents justifying the separation. We again meet the employee to check if the claims were right or not.
3) It is very important to have policies in place that will govern the conduct of the employees (at all levels), and any violation thereof will be met with disciplinary action.
4) You will need to get down to details and dirty your hands a little bit. How many managers are there? How many people report under each of them? How often are people moved from one manager to another? Why do such movements take place? What is the performance record of these managers and their employees? How do they take care of their employees' welfare? How are employees being exploited? Are the budgets allocated for employee engagements being used rightly, or are managers consuming them?
Things go a lot deeper. You will certainly have to spend some time yourself sorting out and studying the actual matter. This looks like a lot more mess than what you are mentioning, and the sooner you start cleaning, the better.
Appointing a new person under you may not really help as he/she would be new to the company and people and can be easily bullied or influenced. So you will have to get down to ground zero yourself. What I suggest is nevertheless to appoint someone and ask him/her to shadow you and learn from observation, but your presence is important until such time that things start looking manageable.
I would like to discuss in detail about all the employee welfare and management tools and processes we have in place. I am sure it will be of great use to you in such times.
You can contact me at amrita.solanki@gmail.com.
Good luck, and I am sure you will handle it well. And I just hope your spouse understands and supports you. :)
Amrita
From China
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Dear Amrita,
Thank you for your wonderful suggestion. I am surely going to do the same. I also had the same thought that putting a new HR executive on the night shift won't help at all, as many had suggested.
Thanks a ton,
Vineet
From India, Chandigarh
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Thank you for your wonderful suggestion. I am surely going to do the same. I also had the same thought that putting a new HR executive on the night shift won't help at all, as many had suggested.
Thanks a ton,
Vineet
From India, Chandigarh
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I think you should first sort out your priorities for your personal life. Don't overburden and deteriorate your health by working day and night. Then, discuss the issue with authorities who can affect and make changes in the organizational structure, command, and control. Overburdening is not the solution.
From Pakistan, Karachi
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From Pakistan, Karachi
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Hi Vineeth,
I have to say you are in a fix.
Let’s see. The two people who have made good suggestions are Ash and Kavitha.
Can you work two shifts? If not all the days, then a couple of days in a week, at least. In that way you become a visible HR. If this has been going on for a while now, chances are the trust of employees in the HR department is slowly reducing. By seeing you around might be the first change the employees need to see. There might not be a lot in your hands immediately but you have to gain ground slowly.
There is a Theory called “circle of concern - circle of influence” proposed by Stephen Covey.
See, all the advice you are getting from seniors, is subject to how much is in your hands. So first look at what is in your hands. Put all the sensible suggestions you have received in an order of what is in your influence to do. Do that first. You will see that once you have done, you will find that it makes way for others to be possible. Then, work on slowly increasing what you can change.
I have been through a similar situation and I know it will be a slow and tedious process of change; as change always is. All the more so; because the senior operations team, has become used to the flexibility.
It will take a good six months to put things in place. Make sure you don’t loose confidence and heart and get discouraged.
Regards,
Kavitha
From India, Bangalore
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I have to say you are in a fix.
Let’s see. The two people who have made good suggestions are Ash and Kavitha.
Can you work two shifts? If not all the days, then a couple of days in a week, at least. In that way you become a visible HR. If this has been going on for a while now, chances are the trust of employees in the HR department is slowly reducing. By seeing you around might be the first change the employees need to see. There might not be a lot in your hands immediately but you have to gain ground slowly.
There is a Theory called “circle of concern - circle of influence” proposed by Stephen Covey.
See, all the advice you are getting from seniors, is subject to how much is in your hands. So first look at what is in your hands. Put all the sensible suggestions you have received in an order of what is in your influence to do. Do that first. You will see that once you have done, you will find that it makes way for others to be possible. Then, work on slowly increasing what you can change.
I have been through a similar situation and I know it will be a slow and tedious process of change; as change always is. All the more so; because the senior operations team, has become used to the flexibility.
It will take a good six months to put things in place. Make sure you don’t loose confidence and heart and get discouraged.
Regards,
Kavitha
From India, Bangalore
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Hi Vineeth,
I have to say you are in a fix.
Let’s see. The two people who have made good suggestions are Ash and Kavitha.
Can you work two shifts? If not all the days, then a couple of days in a week, at least. In that way you become a visible HR. If this has been going on for a while now, chances are the trust of employees in the HR department is slowly reducing. By seeing you around might be the first change the employees need to see. There might not be a lot in your hands immediately but you have to gain ground slowly.
There is a Theory called “circle of concern - circle of influence” proposed by Stephen Covey.
See, all the advice you are getting from seniors, is subject to how much is in your hands. So first look at what is in your hands. Put all the sensible suggestions you have received in an order of what is in your influence to do. Do that first. You will see that once you have done, you will find that it makes way for others to be possible. Then, work on slowly increasing what you can change.
I have been through a similar situation and I know it will be a slow and tedious process of change; as change always is. All the more so; because the senior operations team, has become used to the flexibility.
It will take a good six months to put things in place. Make sure you don’t loose confidence and heart and get discouraged.
Regards,
Kavitha
From India, Bangalore
Acknowledge(0)Amend(0)
I have to say you are in a fix.
Let’s see. The two people who have made good suggestions are Ash and Kavitha.
Can you work two shifts? If not all the days, then a couple of days in a week, at least. In that way you become a visible HR. If this has been going on for a while now, chances are the trust of employees in the HR department is slowly reducing. By seeing you around might be the first change the employees need to see. There might not be a lot in your hands immediately but you have to gain ground slowly.
There is a Theory called “circle of concern - circle of influence” proposed by Stephen Covey.
See, all the advice you are getting from seniors, is subject to how much is in your hands. So first look at what is in your hands. Put all the sensible suggestions you have received in an order of what is in your influence to do. Do that first. You will see that once you have done, you will find that it makes way for others to be possible. Then, work on slowly increasing what you can change.
I have been through a similar situation and I know it will be a slow and tedious process of change; as change always is. All the more so; because the senior operations team, has become used to the flexibility.
It will take a good six months to put things in place. Make sure you don’t loose confidence and heart and get discouraged.
Regards,
Kavitha
From India, Bangalore
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Hello,
The best way to tackle the problem is in 2 steps:
1. You need to make an agenda and call for a meeting with the respective team manager to iron out any discrepancies with them regarding following the proper laid-down procedures and policies. Here, you need to be a little dynamic as well as pragmatic. By doing this, you can win them over, and half of your troubles will be gone.
2. I suggest you follow a flexible timing schedule as Asha madam recommended. Work in the UK time zone, coming in at 1400 hrs and working until 2100 hrs. This way, you can cover both shifts.
Cheers,
Sanjay
From India, Madras
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The best way to tackle the problem is in 2 steps:
1. You need to make an agenda and call for a meeting with the respective team manager to iron out any discrepancies with them regarding following the proper laid-down procedures and policies. Here, you need to be a little dynamic as well as pragmatic. By doing this, you can win them over, and half of your troubles will be gone.
2. I suggest you follow a flexible timing schedule as Asha madam recommended. Work in the UK time zone, coming in at 1400 hrs and working until 2100 hrs. This way, you can cover both shifts.
Cheers,
Sanjay
From India, Madras
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Office Rule Regulation.doc