Dear Navneet Chandra,
Really very good analytical thinking by you on this issue! I am totally impressed by your post.
If she reads all these people's suggestions, she will definitely realize what kind of mistake she made in her values and culture, and how she contributed to the organization from her part.
Nobody's intention or interest is to punish her where there is no benefit for anybody. But everybody contributed their suggestions only to help her understand the organizational values and, above all, to be a better human being and apply some values in life.
Carrot and Stick Theory! What to do? Many times the Stick Theory (fear of punishment) works! See, now the lady started correcting herself! That is what we all need!
If she reads all these people's suggestions, she will realize and hopefully not repeat it in the future in any organization.
Thanks and regards,
H. Sankararaman
This scenario doesn't add up.... 1. You have appointed a trainee and made that person responsible for a project? Is she a reference candidate of a senior management person or related to someone in your organization? 2. She obviously reports to someone in your organization (and I'm sure that's not you). What is the reaction of that person about this "trainee"?
The reason I'm so intrigued about the "trainee" is that despite what everyone has suggested about personal problems (blah blah!!!), I would like to believe that more than her problems, it is her feeling of being indispensable that is driving her actions. Her disregard for your position and seniority (by her behavior and response patterns) enhances this thought further. This feeling, in general, does not come by default but is created by either the actions of the management or existing/created relationships. The only other reason for her behavior is that she is not seriously looking at a long-term career in your organization but is using it as a stop-gap arrangement and hence is not bothered about the effects of her actions.
What many people do not understand and appreciate is the impact of such incidents on the employees, and the worst impact is on the "value" of HR in the organization. The longer this problem persists and is not dealt with forcefully, the more the chances are that HR would be less respected and valued as a proactive function.
I think you have already exhausted the option of "communicate, convince, and change." Personally, I think it's not an option. It is by default a part of the responsibility of an HR person in any organization in any scenario. You need to continuously communicate, convince, and change irrespective of whether a problem exists or not. Having said that, the only option left to you is "double or quits." Either she changes or she quits. Of course, to do this, you need to have the full support of your top management. If she changes, good for everyone (win-win). If she quits, everyone loses (lose-lose). But either way, the winner will always be the HR because you have managed to stop this particular problem from spreading to others and creating a ripple effect in the organization.
Cheers,
Navneet Chandra
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Really very good analytical thinking by you on this issue! I am totally impressed by your post.
If she reads all these people's suggestions, she will definitely realize what kind of mistake she made in her values and culture, and how she contributed to the organization from her part.
Nobody's intention or interest is to punish her where there is no benefit for anybody. But everybody contributed their suggestions only to help her understand the organizational values and, above all, to be a better human being and apply some values in life.
Carrot and Stick Theory! What to do? Many times the Stick Theory (fear of punishment) works! See, now the lady started correcting herself! That is what we all need!
If she reads all these people's suggestions, she will realize and hopefully not repeat it in the future in any organization.
Thanks and regards,
H. Sankararaman
This scenario doesn't add up.... 1. You have appointed a trainee and made that person responsible for a project? Is she a reference candidate of a senior management person or related to someone in your organization? 2. She obviously reports to someone in your organization (and I'm sure that's not you). What is the reaction of that person about this "trainee"?
The reason I'm so intrigued about the "trainee" is that despite what everyone has suggested about personal problems (blah blah!!!), I would like to believe that more than her problems, it is her feeling of being indispensable that is driving her actions. Her disregard for your position and seniority (by her behavior and response patterns) enhances this thought further. This feeling, in general, does not come by default but is created by either the actions of the management or existing/created relationships. The only other reason for her behavior is that she is not seriously looking at a long-term career in your organization but is using it as a stop-gap arrangement and hence is not bothered about the effects of her actions.
What many people do not understand and appreciate is the impact of such incidents on the employees, and the worst impact is on the "value" of HR in the organization. The longer this problem persists and is not dealt with forcefully, the more the chances are that HR would be less respected and valued as a proactive function.
I think you have already exhausted the option of "communicate, convince, and change." Personally, I think it's not an option. It is by default a part of the responsibility of an HR person in any organization in any scenario. You need to continuously communicate, convince, and change irrespective of whether a problem exists or not. Having said that, the only option left to you is "double or quits." Either she changes or she quits. Of course, to do this, you need to have the full support of your top management. If she changes, good for everyone (win-win). If she quits, everyone loses (lose-lose). But either way, the winner will always be the HR because you have managed to stop this particular problem from spreading to others and creating a ripple effect in the organization.
Cheers,
Navneet Chandra
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Hi, I don't think personal problems come up daily. At the same time, this type of activity can affect other employees' habits. If you ask her what the problem is and she does not reply properly, then finally, you should proceed with documentation and give her a notice. Other things to consider may be her high-handed approach, but rules are rules.
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I fully agree with Mr. Hameed and Mr. Naveen Chandra. An employee is 100% responsible for his activities, and such attitudes definitely don't go down well either with the management or with the peers. It sends out negative signals of weak HR. One must understand that personal problems should never creep into your professional life. If you cannot balance and you cannot change even after counseling, then it's high time the HR has to take action. Please terminate her with immediate effect so that everybody gets to know that nobody is indispensable, and inefficiency and indiscipline will not be tolerated.
All the best Sohini!!
Regards,
Vinayak
From India, Mumbai
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All the best Sohini!!
Regards,
Vinayak
From India, Mumbai
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After listening to all, I think you should talk to her. Try to understand her problem and let her understand yours as a senior. Then, explain to her what could happen if this behavior persists. If she is genuine, she will quit doing this. If she continues to be rude, inform her that she may have to face further legal actions against her.
From India, Nasik
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3From India, Nasik
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Dear,
You are saying she is a trainee in your company. Hire a new trainee and ask the old trainee to transfer the knowledge (project), i.e., Knowledge Transfer. Automatically, the old trainee will feel discomfort regarding the job, knowing she will be replaced soon.
Thanks,
Narendar Paleti
From India, Hyderabad
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You are saying she is a trainee in your company. Hire a new trainee and ask the old trainee to transfer the knowledge (project), i.e., Knowledge Transfer. Automatically, the old trainee will feel discomfort regarding the job, knowing she will be replaced soon.
Thanks,
Narendar Paleti
From India, Hyderabad
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