Rajesh is a newly promoted (2 months) Team leader, and he is very passionate and excited about his roles and responsibilities. Ravi was the senior Team Leader in the existing process who was mentoring Rajesh for 2 months, and after that he was supposed to move to a new process. It is the appraisal time for their team and Rajesh started conducting appraisal for his 15 team members one by one. After completing all the scheduled appraisals for team members Rajesh started compiling the final rating report.
While putting the formula in the rating report, due to a copy paste error the calculation got messed up and final ratings for two of the average performers got interchanged. Rajesh sent the report to Ravi for review however Ravi was very busy with his own work so he just had an overall view of the report and he confirmed that the report is good to go. Finally Rajesh shared the report with Manager and HR for next course of action. After a couple of months, when the appraisal letters started getting distributed, one of those associates (who got less rating as compared to the prior communication from the Team leader) raised a query with Rajesh that his rating has been not the same as they had discussed and finalized during the appraisal meeting. Rajesh got worried as he was really not sure about the reason, so he advised the associate that he will investigate and would get back to him. Post a detailed check, he was able to identify that the problem was in his calculation. However, he recollected that he had shared the final report with Ravi to review and therefore decided to put the blame on Ravi.
Questions:
1. Do you think that Rajesh’s approach is appropriate?
2. What actions would you take to resolve this situation, assuming you were the newly promoted team lead of the process?
From India, Madras
While putting the formula in the rating report, due to a copy paste error the calculation got messed up and final ratings for two of the average performers got interchanged. Rajesh sent the report to Ravi for review however Ravi was very busy with his own work so he just had an overall view of the report and he confirmed that the report is good to go. Finally Rajesh shared the report with Manager and HR for next course of action. After a couple of months, when the appraisal letters started getting distributed, one of those associates (who got less rating as compared to the prior communication from the Team leader) raised a query with Rajesh that his rating has been not the same as they had discussed and finalized during the appraisal meeting. Rajesh got worried as he was really not sure about the reason, so he advised the associate that he will investigate and would get back to him. Post a detailed check, he was able to identify that the problem was in his calculation. However, he recollected that he had shared the final report with Ravi to review and therefore decided to put the blame on Ravi.
Questions:
1. Do you think that Rajesh’s approach is appropriate?
2. What actions would you take to resolve this situation, assuming you were the newly promoted team lead of the process?
From India, Madras
604
Anything is possible in Pvt organisations. Send a review application with proper rating to HR duly approved by dept HOD and explain the inadvertent errors to HR for review and correction.
I have seen many cases in reputed companies and the anomalies are corrected.
pon
From India, Lucknow
I have seen many cases in reputed companies and the anomalies are corrected.
pon
From India, Lucknow
It appears as though this is a case study assignment on a student’s course. If so, my sincere advice is for the student to give the solution and then seek help to improve upon it.
From United Kingdom
From United Kingdom
Are you asking CiteHR members to do your assignment for you?
You will learn nothing, and have no practical knowledge once you leave University, and try to find a job in the real world.
Please complete the assignment yourself, and THEN come back to us for comments and assistance.
If you are having problems with the assignment, you should FIRST speak to your tutor/professor and seek his/her guidance on how to tackle the work.
From Australia, Melbourne
You will learn nothing, and have no practical knowledge once you leave University, and try to find a job in the real world.
Please complete the assignment yourself, and THEN come back to us for comments and assistance.
If you are having problems with the assignment, you should FIRST speak to your tutor/professor and seek his/her guidance on how to tackle the work.
From Australia, Melbourne
Dear Seniors,
I deeply apologies for putting the scenario straight away in the forum asked for the opinion.
I admit my mistake and here are my thoughts on this. Kindly help me with your suggestions and that will definitely help me to improve my solutions provided below.
1. Do you think that Rajesh’s approach is appropriate?
a. Rajesh’s approach is inappropriate since he is trying to “Pass the buck” to Ravi at this instance for his own mistake. The prime responsibility is lies with Rajesh as he only done the appraisal for the team and Ravi was reviewing authority and he concurs the appraisals of Rajesh. As a carrier counselor he should have clear clarity on his objectives as he holding the carrier development of his associates. Also he should have double exercised the final data before forwarding the appraisal details to the corresponding counterparts. Hence he must acknowledge his mistake and need to discuss with Ravi/Manager/HR team to arrive a solution for this topic.
2. What actions would you take to resolve this situation, assuming you were the newly promoted team lead of the process?
a.Rajesh should arrange a discussion with required HR persons along with Ravi/manager to check the possibility of sending a review application with proper ratings to HR team and explain the inadvertent errors to HR team for review and correction.
b.Rajesh should have a meeting with concerned associates and make them understand the error occurred and outcome of the discussion that was happening with the HR team. Also he must try to convey the expected date of closure after getting the same from HR team. That may toss a good impression about Rajesh to these associates as he is trying to put efforts to correct his mistakes.
Best Regards,
Jo
From India, Madras
I deeply apologies for putting the scenario straight away in the forum asked for the opinion.
I admit my mistake and here are my thoughts on this. Kindly help me with your suggestions and that will definitely help me to improve my solutions provided below.
1. Do you think that Rajesh’s approach is appropriate?
a. Rajesh’s approach is inappropriate since he is trying to “Pass the buck” to Ravi at this instance for his own mistake. The prime responsibility is lies with Rajesh as he only done the appraisal for the team and Ravi was reviewing authority and he concurs the appraisals of Rajesh. As a carrier counselor he should have clear clarity on his objectives as he holding the carrier development of his associates. Also he should have double exercised the final data before forwarding the appraisal details to the corresponding counterparts. Hence he must acknowledge his mistake and need to discuss with Ravi/Manager/HR team to arrive a solution for this topic.
2. What actions would you take to resolve this situation, assuming you were the newly promoted team lead of the process?
a.Rajesh should arrange a discussion with required HR persons along with Ravi/manager to check the possibility of sending a review application with proper ratings to HR team and explain the inadvertent errors to HR team for review and correction.
b.Rajesh should have a meeting with concerned associates and make them understand the error occurred and outcome of the discussion that was happening with the HR team. Also he must try to convey the expected date of closure after getting the same from HR team. That may toss a good impression about Rajesh to these associates as he is trying to put efforts to correct his mistakes.
Best Regards,
Jo
From India, Madras
Dear Jo,
Pon had already give you the solution. Hence, I am not going to comment on the solution. However, I will give you a piece of advice about correcting your English. Please reread your message before posting. There are times when I have edited my messages after a few days after posting, as I have found grammatical errors in my posts.
Spell Check facility will not pick up mistakes such as the use of "carrier" for "Career". What do you mean by "Also he should have double exercised the final data before forwarding the appraisal details to the corresponding counterparts." in your response above? When a question is asked as to what you would do if you were X, then the response should be "I would do this....", rather than "So and so should...".
From United Kingdom
Pon had already give you the solution. Hence, I am not going to comment on the solution. However, I will give you a piece of advice about correcting your English. Please reread your message before posting. There are times when I have edited my messages after a few days after posting, as I have found grammatical errors in my posts.
Spell Check facility will not pick up mistakes such as the use of "carrier" for "Career". What do you mean by "Also he should have double exercised the final data before forwarding the appraisal details to the corresponding counterparts." in your response above? When a question is asked as to what you would do if you were X, then the response should be "I would do this....", rather than "So and so should...".
From United Kingdom
Dear All,
I have one more case study...Request you to review my comments and please advise if anything can be added.
Sanjay just cleared the IJP for a Team lead (Level E) position and got a new process (Finance and Accounting) that has 20 FTEs. Mahesh is the existing Team lead for the process for the last 2 years, however he has decided to move on and he is currently serving the last two weeks of his notice period. Their line Manager (Santosh) has told Sanjay to ensure that he gets a complete download and handover from Mahesh before he leaves to ensure that process and client relationship are not impacted.
In order to take a complete handover Sanjay approaches Mahesh multiple times however Mahesh does not show much of interest and appears very casual about it. Due to this Sanjay is really getting tensed and frustrated day by day.
If you were Sanjay, what actions would you take to resolve this situation?
1. If I am in the position of Sanjay, I request to initiate a meeting with Mahesh and Santosh to set expectation and deadline for training.
2. A complete training plan to cover Mahesh activities, details of team which includes last ratings and access related information’s to carry on with the work.
3. The training plan to be validated agreed and approved by Mahesh and Santosh involving Sanjay as well in the communication.
4.For monitoring and ensuring the training is as per schedule, Sanjay can take additional step to send the daily knowledge transfer update to Mahesh copying Santosh.
5. Access request to be raised for client as well as Accenture related applications to ensure practice and working for any queries (Internal/Client related).
6. Sanjay to request Santosh to introduce him to team and client at right time to have smooth handover and client/team relationships.
7. I will request for weekly feedback session for the KT covered for that week to Mahesh and fortnight catchup with line manager to share the understanding and expectation.
8. To go through all the process documentation, OE documents to understand the critical areas of the process and to have the complete knowledge of the process.
BRgds,
Jo
From India, Madras
I have one more case study...Request you to review my comments and please advise if anything can be added.
Sanjay just cleared the IJP for a Team lead (Level E) position and got a new process (Finance and Accounting) that has 20 FTEs. Mahesh is the existing Team lead for the process for the last 2 years, however he has decided to move on and he is currently serving the last two weeks of his notice period. Their line Manager (Santosh) has told Sanjay to ensure that he gets a complete download and handover from Mahesh before he leaves to ensure that process and client relationship are not impacted.
In order to take a complete handover Sanjay approaches Mahesh multiple times however Mahesh does not show much of interest and appears very casual about it. Due to this Sanjay is really getting tensed and frustrated day by day.
If you were Sanjay, what actions would you take to resolve this situation?
1. If I am in the position of Sanjay, I request to initiate a meeting with Mahesh and Santosh to set expectation and deadline for training.
2. A complete training plan to cover Mahesh activities, details of team which includes last ratings and access related information’s to carry on with the work.
3. The training plan to be validated agreed and approved by Mahesh and Santosh involving Sanjay as well in the communication.
4.For monitoring and ensuring the training is as per schedule, Sanjay can take additional step to send the daily knowledge transfer update to Mahesh copying Santosh.
5. Access request to be raised for client as well as Accenture related applications to ensure practice and working for any queries (Internal/Client related).
6. Sanjay to request Santosh to introduce him to team and client at right time to have smooth handover and client/team relationships.
7. I will request for weekly feedback session for the KT covered for that week to Mahesh and fortnight catchup with line manager to share the understanding and expectation.
8. To go through all the process documentation, OE documents to understand the critical areas of the process and to have the complete knowledge of the process.
BRgds,
Jo
From India, Madras
Dear Jo
Simhan makes a very relevant and valid point. The most irritating aspect of any report is the language or the lack of it. So you must always be extra careful there.
I also have an observation regarding your opinion on the first case study... It might be an "old school reaction" but for a management graduate (i presume that's what you are doing), your opinions show an uncanny lack of usage of management terminology. Is it acceptable in today's scenario ? I mean, if my report had gone like this i would still be trying to complete my post graduation...:-)
The other aspect that i felt i need to bring to your notice is a misconception. A team leader is NOT a Career Counselor. He at the most can guide you in terms of how well suited you are to the present needs of the team and where and how you can improve but his responsibility does not include Career Counselling. It definitely includes performance counselling and to a limited extent development counselling but that's about it.
I think you need to rephrase, fine tune your opinion
Cheers
From India, Delhi
Simhan makes a very relevant and valid point. The most irritating aspect of any report is the language or the lack of it. So you must always be extra careful there.
I also have an observation regarding your opinion on the first case study... It might be an "old school reaction" but for a management graduate (i presume that's what you are doing), your opinions show an uncanny lack of usage of management terminology. Is it acceptable in today's scenario ? I mean, if my report had gone like this i would still be trying to complete my post graduation...:-)
The other aspect that i felt i need to bring to your notice is a misconception. A team leader is NOT a Career Counselor. He at the most can guide you in terms of how well suited you are to the present needs of the team and where and how you can improve but his responsibility does not include Career Counselling. It definitely includes performance counselling and to a limited extent development counselling but that's about it.
I think you need to rephrase, fine tune your opinion
Cheers
From India, Delhi
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