Hi Friends,
I am sure that in the citehr forum, there are many who are heading the HR departments in their organizations. We always talk about the organization, its human resources, commitment, etc. Do we have any responsibilities towards our own subordinates in our department? I am sure you all have! Can you all share your views, ideas, and actions about your subordinates?
I request all the HR heads who are in the forum to put forward their views. I feel that by doing this, we can educate and enlighten the junior executives about what they can look forward to from their bosses!
Hope you will all share your views!! -Srinaren
From India, Bangalore
16I am sure that in the citehr forum, there are many who are heading the HR departments in their organizations. We always talk about the organization, its human resources, commitment, etc. Do we have any responsibilities towards our own subordinates in our department? I am sure you all have! Can you all share your views, ideas, and actions about your subordinates?
I request all the HR heads who are in the forum to put forward their views. I feel that by doing this, we can educate and enlighten the junior executives about what they can look forward to from their bosses!
Hope you will all share your views!! -Srinaren
From India, Bangalore
Hi Srinaren,
This is a great one.
My style of developing my subordinates is as follows:
1. Give/share my work challenges, ask them to recommend ideas or practices, and give them due credit in my reports to Top Management.
2. Ask them to handle the responsibilities which are normally handled by me, like compensation negotiation with candidates in my presence where I would be a silent spectator. After the meetings, tell them how they could have handled the situation in a better way; mentoring.
3. Ask them how they would like to do the work assignment and back them in implementation. Just recently, I asked my no. 2 how she would like to organize the office party on the occasion of Christmas - she recommended that we have a party on the boat at Gateway of India - that's what we're doing. I helped her out in the nitty-gritty of the planning.
4. Share your learnings and challenge them to think differently.
It is said that when you share, you learn more!
Unfortunately, most HR professionals typically like to do all the work, thereby losing the power of effectiveness and generally have the tendency to clamp up the information in fear that they would "occupy" their position. I believe this fallacy prevents them from moving up the value chain of profiles.
Regards,
Rajat Joshi
From India, Pune
This is a great one.
My style of developing my subordinates is as follows:
1. Give/share my work challenges, ask them to recommend ideas or practices, and give them due credit in my reports to Top Management.
2. Ask them to handle the responsibilities which are normally handled by me, like compensation negotiation with candidates in my presence where I would be a silent spectator. After the meetings, tell them how they could have handled the situation in a better way; mentoring.
3. Ask them how they would like to do the work assignment and back them in implementation. Just recently, I asked my no. 2 how she would like to organize the office party on the occasion of Christmas - she recommended that we have a party on the boat at Gateway of India - that's what we're doing. I helped her out in the nitty-gritty of the planning.
4. Share your learnings and challenge them to think differently.
It is said that when you share, you learn more!
Unfortunately, most HR professionals typically like to do all the work, thereby losing the power of effectiveness and generally have the tendency to clamp up the information in fear that they would "occupy" their position. I believe this fallacy prevents them from moving up the value chain of profiles.
Regards,
Rajat Joshi
From India, Pune
Hi Rajat,
It was a great feeling when I realized that you have posted your views on the subject. I felt as if we have our thoughts and views on the same frequency when I went through your view.
Whatever people say, they will have the fear that somebody lower than them will occupy their seat! And as you rightly said, this fallacy prevents them from moving up the value chain of profiles.
I posted this topic with a particular and specific purpose. I wanted all the senior managers to speak out so that the juniors will know exactly what they look for from their seniors/superiors. This way, they can also take some initiative to learn or ask for a reasonable share of what their bosses are doing.
My only concern is how many seniors will respond and post their views on this subject! I sincerely hope many will respond so that there will be some useful and healthy discussion on this subject.
To make our lives easier, we have to develop our second line of people. In fact, I insist that even my second line people pass on the same to their subordinates so that they will also get uplifted in their work.
Thanks for your views.
-Srinaren
From India, Bangalore
It was a great feeling when I realized that you have posted your views on the subject. I felt as if we have our thoughts and views on the same frequency when I went through your view.
Whatever people say, they will have the fear that somebody lower than them will occupy their seat! And as you rightly said, this fallacy prevents them from moving up the value chain of profiles.
I posted this topic with a particular and specific purpose. I wanted all the senior managers to speak out so that the juniors will know exactly what they look for from their seniors/superiors. This way, they can also take some initiative to learn or ask for a reasonable share of what their bosses are doing.
My only concern is how many seniors will respond and post their views on this subject! I sincerely hope many will respond so that there will be some useful and healthy discussion on this subject.
To make our lives easier, we have to develop our second line of people. In fact, I insist that even my second line people pass on the same to their subordinates so that they will also get uplifted in their work.
Thanks for your views.
-Srinaren
From India, Bangalore
Hi Srinaren,
First of all, thank you a lot for starting such a great topic. It would definitely be a learning experience if all seniors put forth their ideas or styles of working.
Secondly, thanks to Mr. Rajat for sharing his idea. It is indeed a good way of working.
Regards,
Sujata
From India, Faridabad
First of all, thank you a lot for starting such a great topic. It would definitely be a learning experience if all seniors put forth their ideas or styles of working.
Secondly, thanks to Mr. Rajat for sharing his idea. It is indeed a good way of working.
Regards,
Sujata
From India, Faridabad
Rajat, This is excellent. This style matches the way I work but I got more confidence after I read this, that what I am doing is right. Simply great. Satay
From India, Hyderabad
From India, Hyderabad
Hi Friends,
165 views and only 4 responses! Don't you feel this is total injustice? Are we scared to face this question and give an answer? Please, I once again request the senior members of this forum to express your views and comments!
- Srinaren
From India, Bangalore
165 views and only 4 responses! Don't you feel this is total injustice? Are we scared to face this question and give an answer? Please, I once again request the senior members of this forum to express your views and comments!
- Srinaren
From India, Bangalore
Hi Srinaren, This is a very interesting topic. Thanks for starting this. I would like to say that what Rajat has shared can really work as an example for those who are insecure. We do not have a big HR department in India; it is just a team of three people. I make sure that I give them enough authority, which goes hand in hand with their responsibility. Even our Sales guys have the authority to make decisions related to amounts in the lakhs of rupees. I consider the authority to make decisions at all levels very important. Open and clear communication is crucial. While many people talk about transparency but are unable to follow through, I ensure that we do. Giving them a chance to make mistakes and then allowing them to learn from them can be seen as mentoring. There are many more things I will share in the next email. Regards, Archna
From India, Delhi
From India, Delhi
Hi Archana,
Thank you for your response. In fact, I was wondering what had happened to you, Shyamali, Prof. Lakshman, etc., who are the pillars of the citehr forum! I started this so that the seniors have a soul search and mend their way of working if they are feeling insecure and let the juniors who really have ambition and drive come up in their careers. I recollect what Mr. Rajat has said in his view - "THE MORE YOU SHARE, THE MORE YOU LEARN".
My only request to the seniors is to be bold and come out with their views and comments on this topic so that all the myths are dispelled, and some positive transformation happens in the HR world.
-Srinaren
From India, Bangalore
Thank you for your response. In fact, I was wondering what had happened to you, Shyamali, Prof. Lakshman, etc., who are the pillars of the citehr forum! I started this so that the seniors have a soul search and mend their way of working if they are feeling insecure and let the juniors who really have ambition and drive come up in their careers. I recollect what Mr. Rajat has said in his view - "THE MORE YOU SHARE, THE MORE YOU LEARN".
My only request to the seniors is to be bold and come out with their views and comments on this topic so that all the myths are dispelled, and some positive transformation happens in the HR world.
-Srinaren
From India, Bangalore
Hi! I am a little late with this. I would only do two things for my subordinates, and not more. (I am a little lazy I guess :twisted::twisted::twisted::twisted::twisted: :twisted::twisted::twisted::twisted::twisted: :twisted::twisted::twisted::twisted::twisted: :twisted::twisted::twisted::twisted::twisted: :twisted:)
1. Empower them to make decisions. (Mentor them, coach them, and do whatever it takes to ensure they have the knowledge, understanding, and skills to make things happen; let them be creative; take away bureaucracies and red tape;)
2. Take care of their well-being. (Give them a happy place to work in; Happy people are productive people; they emit positive energy in the environment; they can synergize beautifully.)
Regards, Shyamali :twisted:
From India, Nasik
1. Empower them to make decisions. (Mentor them, coach them, and do whatever it takes to ensure they have the knowledge, understanding, and skills to make things happen; let them be creative; take away bureaucracies and red tape;)
2. Take care of their well-being. (Give them a happy place to work in; Happy people are productive people; they emit positive energy in the environment; they can synergize beautifully.)
Regards, Shyamali :twisted:
From India, Nasik
Well... I have a team of seven people, and for me, the first thing is to make them so comfortable that they can have confidence in me and trust me. Then comes day-to-day motivation, which I do by removing their fears, doubts, and any insecurities. Giving them challenges and opportunities to grow is something I achieve by assigning challenging tasks, sending them for training, and seminars.
Another thing I do is that during the days when I am under pressure, upset, or tense, I don't pass that onto those people. I try to coach and mentor them in their work and life without explicitly stating that I am their guru. My only lesson to them is to "Think logically," "Be perfect in your basics" (whether at work or in life), and "Learn from your experiences."
I can't think of anything else at the moment. I will edit this comment if I recall anything more.
Regards,
Sanjeev Sharma
From India, Mumbai
Another thing I do is that during the days when I am under pressure, upset, or tense, I don't pass that onto those people. I try to coach and mentor them in their work and life without explicitly stating that I am their guru. My only lesson to them is to "Think logically," "Be perfect in your basics" (whether at work or in life), and "Learn from your experiences."
I can't think of anything else at the moment. I will edit this comment if I recall anything more.
Regards,
Sanjeev Sharma
From India, Mumbai
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