Dear Ms. Prema
In my recent conversation with Mr. Nikhil, i was considered as a BEHAVIOUR SPECIALIST. Infact we all are specialised in some or the other domain where we possess skills which is making us to perform better.
In most of the organisations(including fortune 500 companies) 80% of the problems are due to MIS-COMMUNICATION, MIS-INTERRREATION or MIS-UNDERSTANDING. This is making people to react, ultimately it is giving birth to PROBLEMS/ISSUES and spoiling RELATIONSHIPS(heavy damage to interpersonal skills)
a) In your case, I suggest you NOT TO REACT for small issues as you aware of HR ROLE which is HUGE in any organisation. I can very well say that, the employee who refused to edit/change the name is NARROW MINDED, LAZY, LETHARGIC one who expects others to do his/her job.
b) You should be the ROLE MODEL for having POSITIVE ATTITUDE and make others to follow the same. You can make your employee understand what are the drawbacks of ADAMANT/ARROGANT ATTITUDE in an professional organisation which will have adverse affect on her performance/career.
1) HR ROLE is not to just limited to making employees(not to interpret in negative way or wrong sense) happy but to show them THE RIGHT PATH.
2) Moreover, you can consider this attitude/behaviour aspect of an employee, when its time to consider her PERFORMANCE APPRAISAL because HR should look into all aspects(360 degrees) not just limiting to TECHNICAL SKILLS, EMPLOYEE CONTRIBUTION TOWARDS COMPANY and more.
I am struggling hard to create an environment in our organisation where ATTITUDE should be kept to NORMAL, POSITIVE, DOWN TO EARTH, POLITE, HUMBLE, KIND, HONEST, SINCERITY, LOYALTY and more.
I am trying my best to make our employees to develop SENSE OF HUMOUR and make best use of COMMON SENSE.
It is ATTITUDE that is creating NUISANCE in many organisation.
If we individual starts practicing the same, am sure we can control almost everything in this world.
Cheer up Ms. Prema, you can do wonders in your organisation if you can have total control on your mind.
Watch your definitions -
they become thoughts
Watch your thoughts -
they become words
Watch your words -
they become actions
Watch your actions -
they become your destiny
With profound regards
From India, Chennai
288In my recent conversation with Mr. Nikhil, i was considered as a BEHAVIOUR SPECIALIST. Infact we all are specialised in some or the other domain where we possess skills which is making us to perform better.
In most of the organisations(including fortune 500 companies) 80% of the problems are due to MIS-COMMUNICATION, MIS-INTERRREATION or MIS-UNDERSTANDING. This is making people to react, ultimately it is giving birth to PROBLEMS/ISSUES and spoiling RELATIONSHIPS(heavy damage to interpersonal skills)
a) In your case, I suggest you NOT TO REACT for small issues as you aware of HR ROLE which is HUGE in any organisation. I can very well say that, the employee who refused to edit/change the name is NARROW MINDED, LAZY, LETHARGIC one who expects others to do his/her job.
b) You should be the ROLE MODEL for having POSITIVE ATTITUDE and make others to follow the same. You can make your employee understand what are the drawbacks of ADAMANT/ARROGANT ATTITUDE in an professional organisation which will have adverse affect on her performance/career.
1) HR ROLE is not to just limited to making employees(not to interpret in negative way or wrong sense) happy but to show them THE RIGHT PATH.
2) Moreover, you can consider this attitude/behaviour aspect of an employee, when its time to consider her PERFORMANCE APPRAISAL because HR should look into all aspects(360 degrees) not just limiting to TECHNICAL SKILLS, EMPLOYEE CONTRIBUTION TOWARDS COMPANY and more.
I am struggling hard to create an environment in our organisation where ATTITUDE should be kept to NORMAL, POSITIVE, DOWN TO EARTH, POLITE, HUMBLE, KIND, HONEST, SINCERITY, LOYALTY and more.
I am trying my best to make our employees to develop SENSE OF HUMOUR and make best use of COMMON SENSE.
It is ATTITUDE that is creating NUISANCE in many organisation.
If we individual starts practicing the same, am sure we can control almost everything in this world.
Cheer up Ms. Prema, you can do wonders in your organisation if you can have total control on your mind.
Watch your definitions -
they become thoughts
Watch your thoughts -
they become words
Watch your words -
they become actions
Watch your actions -
they become your destiny
With profound regards
From India, Chennai
Here are my 2 cents:
1. I see such 'blames' as opportunities to make the HR more effective. Its just a matter of coordinating with the respective people. You don't expect a newcomer to know that... or do you expect him to go elsewhere? If I were a HR head, this would be a great opportunity to 'expand' my wings to cover a few important portfolios... :-) Maybe that justifies the role better too...
2. I had once had such a problem. For every simple thing, there used to be a specific person to talk to... man it was a difficult situation... Would have been easier if someone from HR had coordinated that.
3. And yes, like everybody else, the HR has to keep people happy! :-) That is applicable to everyone working in a workplace - even the CEO.
Unfortunately, we want to shy away from blame. That is not always the best strategy. You might have to advise him (and real hard) as to how the organization functions and tell him that you like him (the new employee) and so, you might do it for him this time. Believe me, he might become your best ally in future :-)
On the other hand, if you label him as a person who is 'trouble' or the 'devil', you can rest assured that the attitude would boomerang sometime soon... Afterall, you need to survive and create a positive environment.
As far as the team member suggestion goes, I don't know how you define your 'team' because its an interdepartmental issue. More of an internal customer...
From United States, Daphne
1. I see such 'blames' as opportunities to make the HR more effective. Its just a matter of coordinating with the respective people. You don't expect a newcomer to know that... or do you expect him to go elsewhere? If I were a HR head, this would be a great opportunity to 'expand' my wings to cover a few important portfolios... :-) Maybe that justifies the role better too...
2. I had once had such a problem. For every simple thing, there used to be a specific person to talk to... man it was a difficult situation... Would have been easier if someone from HR had coordinated that.
3. And yes, like everybody else, the HR has to keep people happy! :-) That is applicable to everyone working in a workplace - even the CEO.
Unfortunately, we want to shy away from blame. That is not always the best strategy. You might have to advise him (and real hard) as to how the organization functions and tell him that you like him (the new employee) and so, you might do it for him this time. Believe me, he might become your best ally in future :-)
On the other hand, if you label him as a person who is 'trouble' or the 'devil', you can rest assured that the attitude would boomerang sometime soon... Afterall, you need to survive and create a positive environment.
As far as the team member suggestion goes, I don't know how you define your 'team' because its an interdepartmental issue. More of an internal customer...
From United States, Daphne
True indeed, that it's the job of the HR Functionary to make an employee happy. No dispute about it. But then, that by itself should not make the employee simply adopt the stance of an onlooker, with a bystander's apathy to things happening in her/his very work place. While it's a key area of HR that employee, that he should ensure a reasonable comfort zone for the s/he employee, it also equally forms part of his duty,to make the employee work-responsible and task-competitive.
In this instant case, the woman employee, at the outset should be made explainable, as to why she has not brought the aberration to the notice of her immediate supervisor, and may even be the HR. Also, the HR too should be asked as to why, he has not ensured a proper counseling to the lady employee at her passive conduct. A HR need to be proactive, if not expected to do all the sundry/things by himself. He should not make an issue of such of these routine things. All this, speaks about the company not having proper systems in place to take care of exit employee's role. I am indeed happy, that one of our friends has not only suggested this, but in fact even gave a check list of items for action thereto.
Our Friend Balaji's and Senior Member/Super Moderator (Cite Contribution)'s contribution to this thinktank in this regard is quite appreciable. Adopting the approach, ' I am ok and you are ok ' in group/team working, will certainly reduce the conflict centered tendencies, in such of these matters. Thank you all then.
From India, Mumbai
In this instant case, the woman employee, at the outset should be made explainable, as to why she has not brought the aberration to the notice of her immediate supervisor, and may even be the HR. Also, the HR too should be asked as to why, he has not ensured a proper counseling to the lady employee at her passive conduct. A HR need to be proactive, if not expected to do all the sundry/things by himself. He should not make an issue of such of these routine things. All this, speaks about the company not having proper systems in place to take care of exit employee's role. I am indeed happy, that one of our friends has not only suggested this, but in fact even gave a check list of items for action thereto.
Our Friend Balaji's and Senior Member/Super Moderator (Cite Contribution)'s contribution to this thinktank in this regard is quite appreciable. Adopting the approach, ' I am ok and you are ok ' in group/team working, will certainly reduce the conflict centered tendencies, in such of these matters. Thank you all then.
From India, Mumbai
Dear Nikhil,
Agreed with the strategy of symbiosis. Yet some guidelines as Archna drew in her article will help the HR to keep everything under control.
I remember, we had a Dashboard for employee queries. That went under a change as a greater number of employees were put under the 24/7 model from the 9.00-6.30 pm schedule.
We started taking queries at our desk and it went wild. No one had a clue who was handling what. An email id request, generally raised by Admin was suddenly raised by an HR. This ended up in duplication and a huge escalation as the email id was connected to SAP. This is one among many that we resolved at that time.
Long story short, till the dashboard was up and running with the 24/7 functionality, we were delivering and correcting our operational activities. We completely lost track of the OD program that was supposed to run in parallel. Thankfully the duration was short.
My learning from this experience, its better to set a process and follow it. Doing things 'on the go' or 'as it comes', will create lot more complications. This is not be seen or known by the employees. The leaders to an extent understand that. But when things go wrong and it creates a pressure on them, its hard for them not to blame the HR.
Better be safe and draw the lines. The productivity of the employees remain a priority. Here's what I found , that worked,
• Set a process, identify who is delivering what. Maintain complete ownership of that delivery.
• Mention the deadline and the turn-around-time right in the beginning
• Keep the employee and his reporting manager informed if there are any complications
• Follow-up with other teams , if they were supposed to deliver it , to completely avoid the escalations.
Regards,
(Cite Contribution)
From India, Mumbai
Agreed with the strategy of symbiosis. Yet some guidelines as Archna drew in her article will help the HR to keep everything under control.
I remember, we had a Dashboard for employee queries. That went under a change as a greater number of employees were put under the 24/7 model from the 9.00-6.30 pm schedule.
We started taking queries at our desk and it went wild. No one had a clue who was handling what. An email id request, generally raised by Admin was suddenly raised by an HR. This ended up in duplication and a huge escalation as the email id was connected to SAP. This is one among many that we resolved at that time.
Long story short, till the dashboard was up and running with the 24/7 functionality, we were delivering and correcting our operational activities. We completely lost track of the OD program that was supposed to run in parallel. Thankfully the duration was short.
My learning from this experience, its better to set a process and follow it. Doing things 'on the go' or 'as it comes', will create lot more complications. This is not be seen or known by the employees. The leaders to an extent understand that. But when things go wrong and it creates a pressure on them, its hard for them not to blame the HR.
Better be safe and draw the lines. The productivity of the employees remain a priority. Here's what I found , that worked,
• Set a process, identify who is delivering what. Maintain complete ownership of that delivery.
• Mention the deadline and the turn-around-time right in the beginning
• Keep the employee and his reporting manager informed if there are any complications
• Follow-up with other teams , if they were supposed to deliver it , to completely avoid the escalations.
Regards,
(Cite Contribution)
From India, Mumbai
Thats a great example (Cite Contribution). My 'dashboard' was the HR employee in my example :-) So, the employee used to check for duplication (thank God we still have people around :-)))
It also depends on the number of employees joining in and the load on the HR.
Setting processes and following it is a great method. But I would not burden a newbie to go through the process documents and figure things out... Maybe that could be a part of the orientation, if any!
From United States, Daphne
It also depends on the number of employees joining in and the load on the HR.
Setting processes and following it is a great method. But I would not burden a newbie to go through the process documents and figure things out... Maybe that could be a part of the orientation, if any!
From United States, Daphne
Hi! Prema,
Naomita has analysed the situation for you. It is a good practice to have a joining & Exit checklist which would cover all activities to be handled upon joining or upon seperation. This checklist would cover items that should be handled by respective functions such as HR/ admin/ Accounts/ IT/ Dept. Head , etc. which will ensure nothing has been fallen thru the cracks.
BMKANAY
From India, Mumbai
Naomita has analysed the situation for you. It is a good practice to have a joining & Exit checklist which would cover all activities to be handled upon joining or upon seperation. This checklist would cover items that should be handled by respective functions such as HR/ admin/ Accounts/ IT/ Dept. Head , etc. which will ensure nothing has been fallen thru the cracks.
BMKANAY
From India, Mumbai
Dear All,
The quality of this discussion worries me. I read some of us not only deny our core role but also say what they have been taught is incorrect. The discussion is long and is possibly out of preview of such a forum. I would state few things that I have seen to work.
There are quite a few activities, that seem to fall between the chairs, in some companies you may have many people with varied roles to take care of them in others we only have few, so the rule we follow is the person who notices something out of line takes responsibility to correct it. eg. I am walking through the corridor and notice some paper strewn about, do I stand there and wait of sweeper or admin to come and clean it, I guess not, I will do it myself and subsequently look for who could have done it better. If we say that it is the attitude issue of employee, it is as much an attitude issue with us.
Is the function of HR is to make people happy? big question, as we might need to define what happiness means and what it takes to make them(us) happy. I do believe HR role is to enable productivity. It should take responsibility to ensure that people are able to produce efficiently what they are required to. HR is a core support role, so it must take responsibility to do everything that is required by the organisation to deliver output.
Other day I met a very senior executive of a company that has over 3000 employees and she mentioned that she does not have HR function in her company as she believed that it only means passing the buck and HR people are not empathetic. It might be only her impression, but, we must notice that she is a successful business leader and we do not want others thinking the same.
Regards
Sushil Mehrotra
From India, Jaipur
The quality of this discussion worries me. I read some of us not only deny our core role but also say what they have been taught is incorrect. The discussion is long and is possibly out of preview of such a forum. I would state few things that I have seen to work.
There are quite a few activities, that seem to fall between the chairs, in some companies you may have many people with varied roles to take care of them in others we only have few, so the rule we follow is the person who notices something out of line takes responsibility to correct it. eg. I am walking through the corridor and notice some paper strewn about, do I stand there and wait of sweeper or admin to come and clean it, I guess not, I will do it myself and subsequently look for who could have done it better. If we say that it is the attitude issue of employee, it is as much an attitude issue with us.
Is the function of HR is to make people happy? big question, as we might need to define what happiness means and what it takes to make them(us) happy. I do believe HR role is to enable productivity. It should take responsibility to ensure that people are able to produce efficiently what they are required to. HR is a core support role, so it must take responsibility to do everything that is required by the organisation to deliver output.
Other day I met a very senior executive of a company that has over 3000 employees and she mentioned that she does not have HR function in her company as she believed that it only means passing the buck and HR people are not empathetic. It might be only her impression, but, we must notice that she is a successful business leader and we do not want others thinking the same.
Regards
Sushil Mehrotra
From India, Jaipur
Dear Sushil,
HR can never put themselves ahead of organizations.
The discussion here is not about 'how to pass a buck' but rather focussed on 'how to resolve'. Cutting across levels and finishing every task irrespective of the task owner will end in a mess, similar to what I had shared. Specially when the task have a cost attached to it.
As Nikhil had rightly pointed out the scale and the volume remains a game changer. Archna's article rightly resolves situation like this.
This is a problem solving discussion. We have already set the attitude right with complete ownership and identified the problem. Now, once this blame is set apart from the incident, we need to decide on the course of action. We look forward to read more solutions that have been implemented in different environments.
Looking forward to know how our community members, would resolve a situation like this.
Regards,
(Cite Contribution)
From India, Mumbai
HR can never put themselves ahead of organizations.
The discussion here is not about 'how to pass a buck' but rather focussed on 'how to resolve'. Cutting across levels and finishing every task irrespective of the task owner will end in a mess, similar to what I had shared. Specially when the task have a cost attached to it.
As Nikhil had rightly pointed out the scale and the volume remains a game changer. Archna's article rightly resolves situation like this.
This is a problem solving discussion. We have already set the attitude right with complete ownership and identified the problem. Now, once this blame is set apart from the incident, we need to decide on the course of action. We look forward to read more solutions that have been implemented in different environments.
Looking forward to know how our community members, would resolve a situation like this.
Regards,
(Cite Contribution)
From India, Mumbai
Hello,Balaji
This is not HR Job .But you can start one thing,if employee is about to leave the company then he should clear all his responsibility before leaving the company.This is one kind of clearance procedure,even for such minor things.
Thanks & Regards,
Supriya
From India, Aurangabad
This is not HR Job .But you can start one thing,if employee is about to leave the company then he should clear all his responsibility before leaving the company.This is one kind of clearance procedure,even for such minor things.
Thanks & Regards,
Supriya
From India, Aurangabad
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