Hello,
I am the HR Manager in an IT start-up having 6 members as total employees. We all are in the age group of 23-26 years and are pretty much of friends with each others more than colleagues.
We have a chill boss and are happy to work for him, but of course there are the typical minor boss-subordinate issues with all of us and we tend to discuss these issues among ourselves(no bitching happens to be very specific, they are discussions only). Obviously I being the HR, they look up to me so that I may be able to solve their issues.
But our boss expects me to tell him everything that they share with me(like I am a spy or something in the name of HR) so that necessary action can be taken and he will always be sure of his hires.
I am in a jinx, these days since I need to strike a balance between the employees & my boss. If I be 'the spy' the employees will lose faith in me & stop telling me things altogether after which I would have nothing to know and inform my boss about.
How do I fit in and ensure things are balanced in this vicious boss-subordinate circle?
From India, Mumbai
2I am the HR Manager in an IT start-up having 6 members as total employees. We all are in the age group of 23-26 years and are pretty much of friends with each others more than colleagues.
We have a chill boss and are happy to work for him, but of course there are the typical minor boss-subordinate issues with all of us and we tend to discuss these issues among ourselves(no bitching happens to be very specific, they are discussions only). Obviously I being the HR, they look up to me so that I may be able to solve their issues.
But our boss expects me to tell him everything that they share with me(like I am a spy or something in the name of HR) so that necessary action can be taken and he will always be sure of his hires.
I am in a jinx, these days since I need to strike a balance between the employees & my boss. If I be 'the spy' the employees will lose faith in me & stop telling me things altogether after which I would have nothing to know and inform my boss about.
How do I fit in and ensure things are balanced in this vicious boss-subordinate circle?
From India, Mumbai
Dear Rucha,
It is indeed a tight situation. Being into HR is like walking on the rope in the air. With just one mistake we tumble due to off-balance .
I would like to suggest that -
Since you and your colleagues are discussing about the the different issues, might as well probe the discussion so that it can be taken to the next level to determine what is to be done to solve them.
At the same time, you can tell you boss that lunch time is just fun time. However, if at all there is anything that raises an alarm, you should be speaking it out to him.
It is expected out of HR to be communicating the issues at the staff level to management so that they can do something to curb it and try to promote good working culture. However, often this is misused more than used.
You can tell you boss that you all discussing about how some things can be handled in a different way and are still brain storming on a better idea to be implemented.
This will satisfy your employer that all of you are engaged and motivated to work.
Hope this helps you.
From India, Mumbai
It is indeed a tight situation. Being into HR is like walking on the rope in the air. With just one mistake we tumble due to off-balance .
I would like to suggest that -
Since you and your colleagues are discussing about the the different issues, might as well probe the discussion so that it can be taken to the next level to determine what is to be done to solve them.
At the same time, you can tell you boss that lunch time is just fun time. However, if at all there is anything that raises an alarm, you should be speaking it out to him.
It is expected out of HR to be communicating the issues at the staff level to management so that they can do something to curb it and try to promote good working culture. However, often this is misused more than used.
You can tell you boss that you all discussing about how some things can be handled in a different way and are still brain storming on a better idea to be implemented.
This will satisfy your employer that all of you are engaged and motivated to work.
Hope this helps you.
From India, Mumbai
Hi Rucha,
Anjita has given good advice.
I would only add that when you are having these discussions, it might be a good idea if the discussion be concluded by you suggesting that you will bring up the discussion with the boss. This way the team will not lose your trust.
However, to maintain your HR authority you must also give the feedback after you have discussed with the boss.
Also, occasionally you should ask the boss to take part in these discussions, even if they are informal. This will show the team that you have a caring boss.
You will find that the vicious circle is now balanced.
Hope the above helps.
Regards,
Harsh
From United Kingdom, Barrow
Anjita has given good advice.
I would only add that when you are having these discussions, it might be a good idea if the discussion be concluded by you suggesting that you will bring up the discussion with the boss. This way the team will not lose your trust.
However, to maintain your HR authority you must also give the feedback after you have discussed with the boss.
Also, occasionally you should ask the boss to take part in these discussions, even if they are informal. This will show the team that you have a caring boss.
You will find that the vicious circle is now balanced.
Hope the above helps.
Regards,
Harsh
From United Kingdom, Barrow
Hello Rucha Kamat,
Ankita & Harsh have given good suggestions.
However, I think there are few aspects of the HR profession that you may need to recap or keep in-mind.
Coming to your remark 'like I am a spy or something in the name of HR'--essentially it depends on how YOU carry on this task whether you get branded as a 'spy' OR a 'feedback channel' between the 2 levels [boss & employees].
Whether you like/agree it or not, one of the roles of HR essentially involves this aspect--so the sooner you get used to it AND master the art, the better for you. Like Ankita said, 'often this is misused more than used'. It's very easy, BUT difficult to realize, to cross the line between use & abuse of this aspect of HR.
I think this is where the suggestion of Harsh ['occasionally you should ask the boss to take part in these discussions'] will help you to PREEMPT any scope for such situations to occur. When you give your feedback to your boss, IF you have any cause to doubt your opinion /conclusion about any issue discussed, end with a rider that "THIS IS AS PER MY UNDERSTANDING & I COULD BE WRONG TOO" and that you would like periodic informal participation by him too to confirm/correct your views of what's being discussed by the employees.
Another aspect is this: resist the temptation of revealing to your boss any personal matters being discussed during lunchtimes--like what an employee had for breakfast, etc. This may look quite innocuous, but sometimes this could happen due to a casual slip-of-tongue [depending on your mental frame of mind at that instance], and COULD lead to a rise in expectations from the boss's end.
All the Best.
Rgds,
TS
From India, Hyderabad
Ankita & Harsh have given good suggestions.
However, I think there are few aspects of the HR profession that you may need to recap or keep in-mind.
Coming to your remark 'like I am a spy or something in the name of HR'--essentially it depends on how YOU carry on this task whether you get branded as a 'spy' OR a 'feedback channel' between the 2 levels [boss & employees].
Whether you like/agree it or not, one of the roles of HR essentially involves this aspect--so the sooner you get used to it AND master the art, the better for you. Like Ankita said, 'often this is misused more than used'. It's very easy, BUT difficult to realize, to cross the line between use & abuse of this aspect of HR.
I think this is where the suggestion of Harsh ['occasionally you should ask the boss to take part in these discussions'] will help you to PREEMPT any scope for such situations to occur. When you give your feedback to your boss, IF you have any cause to doubt your opinion /conclusion about any issue discussed, end with a rider that "THIS IS AS PER MY UNDERSTANDING & I COULD BE WRONG TOO" and that you would like periodic informal participation by him too to confirm/correct your views of what's being discussed by the employees.
Another aspect is this: resist the temptation of revealing to your boss any personal matters being discussed during lunchtimes--like what an employee had for breakfast, etc. This may look quite innocuous, but sometimes this could happen due to a casual slip-of-tongue [depending on your mental frame of mind at that instance], and COULD lead to a rise in expectations from the boss's end.
All the Best.
Rgds,
TS
From India, Hyderabad
Ankita, Harsh, Tajsateesh...
Thank you! :)
The points that you all have mentioned are all correct in their own ways. I guess I should just mention what I liked the most out of your suggestions:
1. If at all there is anything that raises an alarm, you should be speaking it out to him.
2. Open communications are often misused more than used.
3. Maintaining the HR authority(good that you reminded me of this)
4. Essentially it depends on how YOU carry on this task whether you get branded as a 'spy' OR a 'feedback channel' between the 2 levels
I am in the middle of conducting employee skip level meetings and hence have been facing these issues. (Apparently, the previous HR resigned because she got sandwiched and faced the wrath of both the employees & the boss). This shows that I need to be careful here and handle the meetings tactfully, making the most sensitive questions sound casual(thus get honest answers to them) and also let the boss know (that he's the boss, ultimately :-/ ).
From India, Mumbai
Thank you! :)
The points that you all have mentioned are all correct in their own ways. I guess I should just mention what I liked the most out of your suggestions:
1. If at all there is anything that raises an alarm, you should be speaking it out to him.
2. Open communications are often misused more than used.
3. Maintaining the HR authority(good that you reminded me of this)
4. Essentially it depends on how YOU carry on this task whether you get branded as a 'spy' OR a 'feedback channel' between the 2 levels
I am in the middle of conducting employee skip level meetings and hence have been facing these issues. (Apparently, the previous HR resigned because she got sandwiched and faced the wrath of both the employees & the boss). This shows that I need to be careful here and handle the meetings tactfully, making the most sensitive questions sound casual(thus get honest answers to them) and also let the boss know (that he's the boss, ultimately :-/ ).
From India, Mumbai
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