Dear All,
Greetings.............
I am working as a Hr executive in a core company, i am the only one in HR to handle. The issue is, here employees are wasting their time for their personal calls, unnecessary discussions and other works when directors are not available in office . Mostly directors will go to visit plant and Head office.pls suggest me to change the environment.help me to solve this issue.
Regards
Devi
From India, Hyderabad
Greetings.............
I am working as a Hr executive in a core company, i am the only one in HR to handle. The issue is, here employees are wasting their time for their personal calls, unnecessary discussions and other works when directors are not available in office . Mostly directors will go to visit plant and Head office.pls suggest me to change the environment.help me to solve this issue.
Regards
Devi
From India, Hyderabad
Dear Devi,
You have raised a productivity concern. Please help us understand the degree of work pressure at your organisation and what kind of un-winding processes are followed within the teams ?
How does Self-Managed Teams function in your organisation?
Looking forward to hear from you .
From India, Mumbai
1859You have raised a productivity concern. Please help us understand the degree of work pressure at your organisation and what kind of un-winding processes are followed within the teams ?
How does Self-Managed Teams function in your organisation?
Looking forward to hear from you .
From India, Mumbai
Hi,
Please find the reason why the employees having time to talk in phones of their personal issues., if they do not have any work why do not you conduct employee engagement activities.
why do not your production manager put work pressure to avoid these kind of issues.
From India, Hyderabad
Please find the reason why the employees having time to talk in phones of their personal issues., if they do not have any work why do not you conduct employee engagement activities.
why do not your production manager put work pressure to avoid these kind of issues.
From India, Hyderabad
Dear Devi,
I appreciate your concern towards improvement of individual productivity in general and that of organisation in particular.
From the post that you have given, can I infer that management style of "command and control" is followed in your company? You have written that "unnecessary discussions and other works when directors are not available in office". What you are saying is that good old proverb, "when cat is away mice will play" is becoming applicable to you?
At this stage, what you need to follow is to do workload analysis of every department. Within every department do this analysis for every individual also. Study the productivity of every department. Take your Director in confidence and talk to him. Let your Director advise every individual to come up with the idea of job enlargement. To identify the scope of job enlargement, let each staff fill time logs or time sheets. Analysis of the time logs will spill beans.
Lastly, if the staffs are spending time in some unproductive activities then it speaks of their motivation level also. Why they did not come forward on their own and ask for additional work?
In good old days, there was "Theory X and Theory Y" of management. I feel that in your company "Theory X" has precedence over "Theory Y". Hence this problem.
Thanks,
Dinesh V Divekar
From India, Bangalore
I appreciate your concern towards improvement of individual productivity in general and that of organisation in particular.
From the post that you have given, can I infer that management style of "command and control" is followed in your company? You have written that "unnecessary discussions and other works when directors are not available in office". What you are saying is that good old proverb, "when cat is away mice will play" is becoming applicable to you?
At this stage, what you need to follow is to do workload analysis of every department. Within every department do this analysis for every individual also. Study the productivity of every department. Take your Director in confidence and talk to him. Let your Director advise every individual to come up with the idea of job enlargement. To identify the scope of job enlargement, let each staff fill time logs or time sheets. Analysis of the time logs will spill beans.
Lastly, if the staffs are spending time in some unproductive activities then it speaks of their motivation level also. Why they did not come forward on their own and ask for additional work?
In good old days, there was "Theory X and Theory Y" of management. I feel that in your company "Theory X" has precedence over "Theory Y". Hence this problem.
Thanks,
Dinesh V Divekar
From India, Bangalore
Hello,
After such good advice, there is little to add.
But some fundamental perspectives are:
1) HR is a "staff" function. It has an advisory and facilitation role in the organization.
2) Work or Performance supervision is the primary function of the "line" management.
Therefore HR should make these/such and in fact both good and bad realities, discuss in appropriate forums, examine the situation and RECOMMEND rules, advisories, counselling programmes including training inputs. HR shall follow up and get these (accepted recommendations and approaches) implemented. HR is a "line" function only for its own area of operations!
In fact why often HR gets a bad name in many organizations is that they unwittingly, despite good intentions, assume a "line" role right across the organizations and functions and are not able to carry it through. HR would do well to remember that it has only a supportive role vis-a-vis the rest of the organization limited to observations, analysis, suggestions and discussions in right forums and help implementation. To that ens it should attempt generating an atmosphere of trust & confidence, credibility by adopting an INCLUSIVE and SUPPORTIVE approach in its functions.
Use of punitive authority is an option to be used later and only if the positive encouragements are denied by the members of the organizations.
If HR is successful in maintaining this balance, it will largely be successful limited only its professional and personal competence!
Regards
samvedan
February 16, 2013
---------------------------
From India, Pune
After such good advice, there is little to add.
But some fundamental perspectives are:
1) HR is a "staff" function. It has an advisory and facilitation role in the organization.
2) Work or Performance supervision is the primary function of the "line" management.
Therefore HR should make these/such and in fact both good and bad realities, discuss in appropriate forums, examine the situation and RECOMMEND rules, advisories, counselling programmes including training inputs. HR shall follow up and get these (accepted recommendations and approaches) implemented. HR is a "line" function only for its own area of operations!
In fact why often HR gets a bad name in many organizations is that they unwittingly, despite good intentions, assume a "line" role right across the organizations and functions and are not able to carry it through. HR would do well to remember that it has only a supportive role vis-a-vis the rest of the organization limited to observations, analysis, suggestions and discussions in right forums and help implementation. To that ens it should attempt generating an atmosphere of trust & confidence, credibility by adopting an INCLUSIVE and SUPPORTIVE approach in its functions.
Use of punitive authority is an option to be used later and only if the positive encouragements are denied by the members of the organizations.
If HR is successful in maintaining this balance, it will largely be successful limited only its professional and personal competence!
Regards
samvedan
February 16, 2013
---------------------------
From India, Pune
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