An employee in a IT Company is not satisfied with his night shift allowance.For this reason he wants to leave the company. So what should an hr executive do to make him convince and retain him to the company.what are the procedure that HR Executive should follow.Please share your valuable suggestions on this issue.
Thank you.
From India, Bangalore
Thank you.
From India, Bangalore
hold an exit interview, do not use it as a medium to give a counter offer to employees..
listen to the employee for the causes behind his leaving the company, the findings are meant to lead on to a change in structure, policy, processes of the company and not be apart of a dusty file in the corner...
keep updated
surya
From India, Delhi
41listen to the employee for the causes behind his leaving the company, the findings are meant to lead on to a change in structure, policy, processes of the company and not be apart of a dusty file in the corner...
keep updated
surya
From India, Delhi
ask him to postphone matters for a few weeks for the company to look for a solution..
the question is how many people are in the day shift and how many are in the night shift ?
in a BPO env, salaries may/ may not contain a shift allowance.. normally there is none as the working depends on the project needs, sometimes there is a notional shift allownace of 500/- in case of agents..
only in case where there is a major discrepancy of sorts between policy/ compensation levels in two processes, then it needs sorting out.
surya
From India, Delhi
the question is how many people are in the day shift and how many are in the night shift ?
in a BPO env, salaries may/ may not contain a shift allowance.. normally there is none as the working depends on the project needs, sometimes there is a notional shift allownace of 500/- in case of agents..
only in case where there is a major discrepancy of sorts between policy/ compensation levels in two processes, then it needs sorting out.
surya
From India, Delhi
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From India, Coimbatore
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M. Peer Mohamed Sardhar
93831 93832
From India, Coimbatore
Tell him that night shift allowance should not be a problem, he must be feeling that he is being paid less for working in night shifts, tell him there must be companies where he may be paid more for night shift allowance, but here you can bank on other HR policies which are apart from night shift allowance, like travelling, food, environment, which may not be suitable for him in the other company, so its not wise to leave his current job just for night shift allowance,
But the thing is that we exactly dont know the reason behind his resignation, just because to give some reason he must be giving the night allowance as reason, there might also be some other reason and he might be determined to leave the job, so dont coax him into remaining with the company explain ur company strengths in a diplomatic way and leave the decision to the employee,,, as HR can only advise not change
From India, Pune
But the thing is that we exactly dont know the reason behind his resignation, just because to give some reason he must be giving the night allowance as reason, there might also be some other reason and he might be determined to leave the job, so dont coax him into remaining with the company explain ur company strengths in a diplomatic way and leave the decision to the employee,,, as HR can only advise not change
From India, Pune
Problems with employees may arise from time to time in even the best-run businesses. Occasionally you may need to take disciplinary action against employees or deal with their grievances but it is better to look at ways of preventing problems arising in the first place.
If problems do arise, deal with them rather than let them fester into resignations and/or tribunal claims. Disciplinary and grievance procedures should be an aid to good management.
Any worker may have concerns or complaints about their work, employment terms, working conditions or relationships with colleagues that they want to discuss or bring to your attention. They will want you to address and, if possible, resolve these grievances.
Handle these issues before they develop into more serious problems that can affect performance, morale and discipline.
Where a grievance applies to more than one person and you recognize a trade union, then you could resolve the problem through a collective agreement with that union.
There is no exhaustive list as to what you should include in your grievance procedure. It should aim to resolve problems as fairly and quickly as possible.
The practice on disciplinary and grievance procedures sets out that a procedure should:
be straightforward and in writing
• allow for the rapid resolution of problems
• be made known to all workers
The stages contained in the procedure will vary with the size, type and structure of the business. It will usually specify:
• how and to whom a worker should raise an issue
• where to go next if the issue can't be resolved at this level
• what the time limits are for each stage of the procedure
• the right to be accompanied by a colleague or trade union
official at any hearing
Handling a grievance
When dealing with a grievance:
• ensure you're familiar with the procedure and apply it
correctly
• hold any grievance hearing in private without interruptions
• where a grievance relates to the person's line manager,
ensure that the employee can raise the grievance with
someone else
• listen carefully to the person's explanation of the problem and
consider whether there is a deeper issue which might be the
root cause of the grievance
• listen to any conflicting points of view
• weigh up all evidence to see whether there is an issue you
need to address
• decide what action to take, trying to balance fairness to the
person without compromising the business or other workers
• inform all concerned parties of your decision and the appeal
process
• ensure you resolve any problems relating to policies,
procedures or conduct where the grievance procedure
highlights these
• keep the process as confidential as possible
Deal with grievances sensitively, particularly where they concern other workers. You may wish to develop specific procedures for very sensitive matters involving unfair treatment e.g., discrimination, bullying or harassment. . Consider also having a separate "whistle blowing" procedure, so that workers are encouraged to raise any complaints about wrongdoing ae.g. fraud, internally rather than disclosing them outside the business.
If a worker raises a separate grievance during a disciplinary hearing, it is good practice to adjourn the hearing until the grievance is dealt with.
By dealing with problems in a fair and reasonable manner, you are much less likely to lose valued and skilled staff through resignation. It will also help you successfully defend a constructive dismissal claim.
Source: Internet
[/list]
From China, Shanghai
If problems do arise, deal with them rather than let them fester into resignations and/or tribunal claims. Disciplinary and grievance procedures should be an aid to good management.
Any worker may have concerns or complaints about their work, employment terms, working conditions or relationships with colleagues that they want to discuss or bring to your attention. They will want you to address and, if possible, resolve these grievances.
Handle these issues before they develop into more serious problems that can affect performance, morale and discipline.
Where a grievance applies to more than one person and you recognize a trade union, then you could resolve the problem through a collective agreement with that union.
There is no exhaustive list as to what you should include in your grievance procedure. It should aim to resolve problems as fairly and quickly as possible.
The practice on disciplinary and grievance procedures sets out that a procedure should:
be straightforward and in writing
• allow for the rapid resolution of problems
• be made known to all workers
The stages contained in the procedure will vary with the size, type and structure of the business. It will usually specify:
• how and to whom a worker should raise an issue
• where to go next if the issue can't be resolved at this level
• what the time limits are for each stage of the procedure
• the right to be accompanied by a colleague or trade union
official at any hearing
Handling a grievance
When dealing with a grievance:
• ensure you're familiar with the procedure and apply it
correctly
• hold any grievance hearing in private without interruptions
• where a grievance relates to the person's line manager,
ensure that the employee can raise the grievance with
someone else
• listen carefully to the person's explanation of the problem and
consider whether there is a deeper issue which might be the
root cause of the grievance
• listen to any conflicting points of view
• weigh up all evidence to see whether there is an issue you
need to address
• decide what action to take, trying to balance fairness to the
person without compromising the business or other workers
• inform all concerned parties of your decision and the appeal
process
• ensure you resolve any problems relating to policies,
procedures or conduct where the grievance procedure
highlights these
• keep the process as confidential as possible
Deal with grievances sensitively, particularly where they concern other workers. You may wish to develop specific procedures for very sensitive matters involving unfair treatment e.g., discrimination, bullying or harassment. . Consider also having a separate "whistle blowing" procedure, so that workers are encouraged to raise any complaints about wrongdoing ae.g. fraud, internally rather than disclosing them outside the business.
If a worker raises a separate grievance during a disciplinary hearing, it is good practice to adjourn the hearing until the grievance is dealt with.
By dealing with problems in a fair and reasonable manner, you are much less likely to lose valued and skilled staff through resignation. It will also help you successfully defend a constructive dismissal claim.
Source: Internet
[/list]
From China, Shanghai
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Employee-grieva nce-guide_394.p df
THE ESSENTIAL PERQUISITES OF A GRIEVANCE HANDLING PROCEDURE.doc
Employee Grievance Redressal.ppt