Dear Seniors,
My management wants the HR team to have a periodic 1-2-1 discussion with the employees to esquire about their grievance or discomforts if any. The main motto is to understand and discuss if they are facing any disputes with their immediate reporting manager or about their role conflicts if any. Could you please share some inputs on carrying out this task successfully and also provide me some suitable questionnaires for employees for better understanding.
Thanks,
Divya Vijayakumar
From India, Chennai
10My management wants the HR team to have a periodic 1-2-1 discussion with the employees to esquire about their grievance or discomforts if any. The main motto is to understand and discuss if they are facing any disputes with their immediate reporting manager or about their role conflicts if any. Could you please share some inputs on carrying out this task successfully and also provide me some suitable questionnaires for employees for better understanding.
Thanks,
Divya Vijayakumar
From India, Chennai
Dear Divya,
Indirectly what you management has told you is to conduct stay interview. You may click the following links to know the questions that you can include in the stay interviews:
6 Stay Interview Questions That Top Employers Ask
Stay Interview Sample Questions
As far as this forum is concerned, click the following link:
https://www.citehr.com/141306-stay-i...reer-path.html
All the best!
Dinesh V Divekar
From India, Bangalore
Indirectly what you management has told you is to conduct stay interview. You may click the following links to know the questions that you can include in the stay interviews:
6 Stay Interview Questions That Top Employers Ask
Stay Interview Sample Questions
As far as this forum is concerned, click the following link:
https://www.citehr.com/141306-stay-i...reer-path.html
All the best!
Dinesh V Divekar
From India, Bangalore
Hi Divi,
Really happy to know that you are trying to do some useful stuff for your employees. Congratz...! let me also share a few points which may make sense to you.
1. Do not make it as a formal session with your employees which will definitely make your people to act formally which will not serve the purpose. Try to make it as an informal meet or a session even little out from the Office / Factory premises which will make them to open up.
2. Explain your people clearly on the purpose of the meet.
3. You must ensure that your people are not carrying an impression on you that you are a spy for your Management. Treat people friendly and understand/take care of their small issues/problems brought to your notice by them as soon as possible.
4. You do not talk much and let them open up and talk more during your meet with them. Encourage their talking and support by saying some motivational words like Good, Excellent point, You are right, Exactly, Wwwooooow you have valid points etc.
5. Listen to them carefully and make them understand you are listening to them.
6. Though your motto is to find out if they have any problem with their boss, don't concentrate on that particular part alone and they should not feel that their boss is try to understand their views on them through you.
7. You should take immediate action after the meet and solve their small issues/ grievances immediately as much as possible which will make your people to think that you are really making something good for them. so that, the next time when you meet them, they will be very happy to meet and will be free to open up.
Regards,
M.Kannan
From India, Madurai
Really happy to know that you are trying to do some useful stuff for your employees. Congratz...! let me also share a few points which may make sense to you.
1. Do not make it as a formal session with your employees which will definitely make your people to act formally which will not serve the purpose. Try to make it as an informal meet or a session even little out from the Office / Factory premises which will make them to open up.
2. Explain your people clearly on the purpose of the meet.
3. You must ensure that your people are not carrying an impression on you that you are a spy for your Management. Treat people friendly and understand/take care of their small issues/problems brought to your notice by them as soon as possible.
4. You do not talk much and let them open up and talk more during your meet with them. Encourage their talking and support by saying some motivational words like Good, Excellent point, You are right, Exactly, Wwwooooow you have valid points etc.
5. Listen to them carefully and make them understand you are listening to them.
6. Though your motto is to find out if they have any problem with their boss, don't concentrate on that particular part alone and they should not feel that their boss is try to understand their views on them through you.
7. You should take immediate action after the meet and solve their small issues/ grievances immediately as much as possible which will make your people to think that you are really making something good for them. so that, the next time when you meet them, they will be very happy to meet and will be free to open up.
Regards,
M.Kannan
From India, Madurai
Thank you for the input Mr. Kannan, by now i have got an idea about the task which i need to perform and the purpose of conducting it. I'm planning to have few questionnaires for the employees to answer, in order to have better understanding of the overall ratings. please share samples if any and also suggest how to evaluate the feedback taken from the employees. Think this would help us to clearly understand the areas which the management need to concentrate and improve, facilitating employees retention.
Thanks,
Divya Vijayakumar
From India, Chennai
Thanks,
Divya Vijayakumar
From India, Chennai
Thank you for the input Mr. Dinesh, by now i have got a clear picture about the task which i need to perform and the purpose of doing it. I'm planning to have few questionnaires for the employees to answer, in order to have better understanding of the overall ratings. please suggest how to evaluate the feedback taken from the employees. Think this would help us to clearly apprehend the areas which the management need to concentrate and improve, facilitating employees retention.
Thanks,
Divya Vijayakumar
From India, Chennai
Thanks,
Divya Vijayakumar
From India, Chennai
Dear Divya,
You have not mentioned what is total employee count and what is your designation. Designation is important because those who are senior to you but from other departments, will they open up in front of you? Second important thing is what is the length of service in your current company? Those who have stayed longer in the company naturally are more attuned to the company's culture. What if they are part of some wrongdoing?
Analysis of questions is time taking process. Therefore, talk to management and ask whether they are ready for organisation's survey. The simple but very effective survey is Gallup's Q12 Survey. It will give you quantitative output. It will be easy for you take corrective action on the output of Gallup's Q12 in a organised manner. Secondly, to take corrective action, it would need buy-in from the management. This will give you opportunity to understand how far the management is serious in bringing out a change or is it just a lip service. On the one hand they tell their HR to talk to the employees but ground reality remains same.
What you are doing is jumping to the second step of the feedback. "periodic 1-2-1 discussion" comes little later. In addition to Gallup's Q12 there are several other organisational surveys. You will get quantitative output for those surveys also. You may conduct them.
Thanks,
Dinesh V Divekar
From India, Bangalore
You have not mentioned what is total employee count and what is your designation. Designation is important because those who are senior to you but from other departments, will they open up in front of you? Second important thing is what is the length of service in your current company? Those who have stayed longer in the company naturally are more attuned to the company's culture. What if they are part of some wrongdoing?
Analysis of questions is time taking process. Therefore, talk to management and ask whether they are ready for organisation's survey. The simple but very effective survey is Gallup's Q12 Survey. It will give you quantitative output. It will be easy for you take corrective action on the output of Gallup's Q12 in a organised manner. Secondly, to take corrective action, it would need buy-in from the management. This will give you opportunity to understand how far the management is serious in bringing out a change or is it just a lip service. On the one hand they tell their HR to talk to the employees but ground reality remains same.
What you are doing is jumping to the second step of the feedback. "periodic 1-2-1 discussion" comes little later. In addition to Gallup's Q12 there are several other organisational surveys. You will get quantitative output for those surveys also. You may conduct them.
Thanks,
Dinesh V Divekar
From India, Bangalore
Hello Divya,
It's good that your management is keen to address the grievances of their employees. As you have already had an idea of what your management and you want, it would be advisable to design your questionnaire yourself and share it on the site. Some of the learned followers will fine tune the same and by this you will really benefit yourself for such future assignments also.
However, the basic areas of grievance I have gone through in my career mostly relate to welfare measures(Housing, Sanitation of colonies, Medical facilities, transport for children to & fro school, drinking water supply - if you have your own colonies, maintenance of quarters provided by the Company etc.) , establishment matters - (like - promotion, pay anomalies, arrears of wages on any account, transfers / posting, uniform and safety appliances timely supply etc.).
You can design your sample based on above criteria, and ask for feed back after you have addressed their grievances. Try to follow up the action taken on the grievance by concerned department, put a notice showing the resolved grievance details alongwith the name of employee so that the employee may be able to counter if fake report has been given to HR department (Sometime it happens). In case of difference between the ATR & employee's confirmation, a joint inspection team should inspect on spot and take account of factual position.
By this your Grievance redressal team will gain confidence for your sincere efforts amongst your employees.
Wish you Good Luck
AK Jain
From India, Jabalpur
It's good that your management is keen to address the grievances of their employees. As you have already had an idea of what your management and you want, it would be advisable to design your questionnaire yourself and share it on the site. Some of the learned followers will fine tune the same and by this you will really benefit yourself for such future assignments also.
However, the basic areas of grievance I have gone through in my career mostly relate to welfare measures(Housing, Sanitation of colonies, Medical facilities, transport for children to & fro school, drinking water supply - if you have your own colonies, maintenance of quarters provided by the Company etc.) , establishment matters - (like - promotion, pay anomalies, arrears of wages on any account, transfers / posting, uniform and safety appliances timely supply etc.).
You can design your sample based on above criteria, and ask for feed back after you have addressed their grievances. Try to follow up the action taken on the grievance by concerned department, put a notice showing the resolved grievance details alongwith the name of employee so that the employee may be able to counter if fake report has been given to HR department (Sometime it happens). In case of difference between the ATR & employee's confirmation, a joint inspection team should inspect on spot and take account of factual position.
By this your Grievance redressal team will gain confidence for your sincere efforts amongst your employees.
Wish you Good Luck
AK Jain
From India, Jabalpur
Dear Divya
Please do not post MULTIPLE THREADS for the same query/problem.
As you can see, members have given their answers on different threads; this hampers anyone getting a complete picture of suggestions offered.
Moreover, as you can see YOU HAD TO POST IDENTICAL RESPONSES to all the members.
Had there been only one thread; this could have been avoided by including all members in your response.; like :
Dear Mr. Dinesh, Mr. Kannan and Mr. .......
As good managers, we should work for minimizing our efforts; rather than scattering the work and attempting multiple responses at several places.
Its good that Ms. (Cite Contribution) has DELETED one such identical post from you; and I have MERGED two of your threads in one, here.
Warm regards.
From India, Delhi
Please do not post MULTIPLE THREADS for the same query/problem.
As you can see, members have given their answers on different threads; this hampers anyone getting a complete picture of suggestions offered.
Moreover, as you can see YOU HAD TO POST IDENTICAL RESPONSES to all the members.
Had there been only one thread; this could have been avoided by including all members in your response.; like :
Dear Mr. Dinesh, Mr. Kannan and Mr. .......
As good managers, we should work for minimizing our efforts; rather than scattering the work and attempting multiple responses at several places.
Its good that Ms. (Cite Contribution) has DELETED one such identical post from you; and I have MERGED two of your threads in one, here.
Warm regards.
From India, Delhi
Dear Mr. Dinesh, You rightly pointed out my concerns about the senior members in my office. Our strength is 120 & I'm the only HR executive here and i joined this company just a year back. My management wants me to create a friendly relationship between HR & the employees and to be a part of their trustworthy member in a way to help them out. At the initial level they want me to have a general discussion to understand their expectations / grievances if any.
And as advised by Mr.Arunjain, i have attached a format which i prepared by taking inputs from various threads posted in CiteHR. Request senior members to review and leave their comments/ corrections if any and please suggest how to evaluate the feedback taken from the employees.
and finally,
Dear Moderators, I feel apologetic for the posting multiple thread and thanks for the advising me on that.
From India, Chennai
And as advised by Mr.Arunjain, i have attached a format which i prepared by taking inputs from various threads posted in CiteHR. Request senior members to review and leave their comments/ corrections if any and please suggest how to evaluate the feedback taken from the employees.
and finally,
Dear Moderators, I feel apologetic for the posting multiple thread and thanks for the advising me on that.
From India, Chennai
Dear Divya,
I have gone through the file that you have attached to your last post. I find two major parts in the document. Part one obtains quantitative feedback whereas second part is subjective.
You have written that you are the only HR professional in your company. Therefore, it goes without saying that you are responsible for whole lot of other activities. When you get the feedback from all the members, you will have to dip your hand deep into the jar of feedback even though both of your hands are full. In the deluge of data, you could get submerged. To describe your situation, I have attached one cartoon. Go through that.
To avoid this situation, the best thing is to keep the part one as it is and just ask one simple question instead of 16 other questions. It could be "Please comment on how to improve culture of BDS". This one single question will spill lot of beans. Counting those beans will consume your sufficient time.
Nothing wrong in asking those additional questions per se. Nevertheless, you need to have that kind of support mechanism to do proper analysis. Lest it becomes exercise in futility.
After analysis, there has to be definitive change. You or your management should be able to show change at the end of 2014. Please do not forget this fact.
All the best!
Dinesh V Divekar
From India, Bangalore
I have gone through the file that you have attached to your last post. I find two major parts in the document. Part one obtains quantitative feedback whereas second part is subjective.
You have written that you are the only HR professional in your company. Therefore, it goes without saying that you are responsible for whole lot of other activities. When you get the feedback from all the members, you will have to dip your hand deep into the jar of feedback even though both of your hands are full. In the deluge of data, you could get submerged. To describe your situation, I have attached one cartoon. Go through that.
To avoid this situation, the best thing is to keep the part one as it is and just ask one simple question instead of 16 other questions. It could be "Please comment on how to improve culture of BDS". This one single question will spill lot of beans. Counting those beans will consume your sufficient time.
Nothing wrong in asking those additional questions per se. Nevertheless, you need to have that kind of support mechanism to do proper analysis. Lest it becomes exercise in futility.
After analysis, there has to be definitive change. You or your management should be able to show change at the end of 2014. Please do not forget this fact.
All the best!
Dinesh V Divekar
From India, Bangalore
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