Madam Sangeeta ji,
You may find my advise / post as harsh or rather more harsh than others who participated in this thread.
I feel you are not a Business Partner. Business Partner is a person who takes every thing as a challenge and prove the worth of himself or herself in the Business.
You please be in the shoes of Partner. It is need of the business to re-shuffle the structure of employment, do job rotation etc.
In fact, job rotation helps us to enhance our intrinsic value.
You are in to employment and not in to Partnership. Either you love your employment or better leave. There is no in between those two "L".
You have no remedy in Labour Laws.
I am not from HR and I do not know anything of HR.
From India, Mumbai
2556You may find my advise / post as harsh or rather more harsh than others who participated in this thread.
I feel you are not a Business Partner. Business Partner is a person who takes every thing as a challenge and prove the worth of himself or herself in the Business.
You please be in the shoes of Partner. It is need of the business to re-shuffle the structure of employment, do job rotation etc.
In fact, job rotation helps us to enhance our intrinsic value.
You are in to employment and not in to Partnership. Either you love your employment or better leave. There is no in between those two "L".
You have no remedy in Labour Laws.
I am not from HR and I do not know anything of HR.
From India, Mumbai
It is very simple. If you dont like the job look for the job you like. But no complaint can be made to any authority regarding change of role within the department. So better solution is to talk to higher ups i.e., next higher boss.
From India, Mysore
From India, Mysore
I think its better to go and speak with HR manager or else ask your manager to speak with HR manager or his boss. Explain him well that how you working on HRBP role and handle the same role properly.
You can raise a request that i would like to work in the same role and do better or else I have to resign - if you would like to work only on your specific role.
Being in a HRBP role you will find a job easily in any other company.
And moving to HR-Operations is good but there might be a point raised or situation happen that you don't work properly or handle situations and in future you may have to resign because of low performance, as you don't have experience in the HR-Operations role.
If you are in need of money, grab that HR-Operations role and start searching for a job then move on your HRBP role explaining the scenario.
Also you can try by going to LB officer and explain him the scenario asking whether you can go legally or no.
The person who said was right as per Business standards they have to put someone on your role and that person might be still working. If he have resigned then they can grab you after few months.
These are many scenarios that come on every HR mind. Find any of the good and go with it,
From India, Hyderabad
You can raise a request that i would like to work in the same role and do better or else I have to resign - if you would like to work only on your specific role.
Being in a HRBP role you will find a job easily in any other company.
And moving to HR-Operations is good but there might be a point raised or situation happen that you don't work properly or handle situations and in future you may have to resign because of low performance, as you don't have experience in the HR-Operations role.
If you are in need of money, grab that HR-Operations role and start searching for a job then move on your HRBP role explaining the scenario.
Also you can try by going to LB officer and explain him the scenario asking whether you can go legally or no.
The person who said was right as per Business standards they have to put someone on your role and that person might be still working. If he have resigned then they can grab you after few months.
These are many scenarios that come on every HR mind. Find any of the good and go with it,
From India, Hyderabad
Hi,
(Your were on maternity leave for six months.
You intened to take more leaves but You were forced to rejoin.
You were given new role after joining.)
As per statutory law you have got maternity leaves.Extension of your leave is subject to your HR policies and line manager approval.Did you produced enough medical reports to extend your leave?
Changing your role is company's decision no labour officer can help you.
Say suppose you were not in leave and your role had been changed what you would have done?
(You would discuss to your line manger your strengths on current role and try to convince him -right, did you try?)
Or if you feel your maternity leave is the reason for the change in role, you have to prove it and you can move to labour officer.
From India, Hyderabad
(Your were on maternity leave for six months.
You intened to take more leaves but You were forced to rejoin.
You were given new role after joining.)
As per statutory law you have got maternity leaves.Extension of your leave is subject to your HR policies and line manager approval.Did you produced enough medical reports to extend your leave?
Changing your role is company's decision no labour officer can help you.
Say suppose you were not in leave and your role had been changed what you would have done?
(You would discuss to your line manger your strengths on current role and try to convince him -right, did you try?)
Or if you feel your maternity leave is the reason for the change in role, you have to prove it and you can move to labour officer.
From India, Hyderabad
Dear Forum Members,
Have been going through the progress of this thread very silently and have been reading every piece of information that has been written here to assist Ms. Sangita.
Though the forum members have tried their level best to assist her, i too would like to share something, both to assist Sangita and to advice the forum members.
Hi Sangita,
Ravibhushan here.... With regards to your post my suggestion to you would be...You should have taken your seniors comments on mail which could have eased your troubles post your maternity leave while joining the organization. Every communication especially when it comes to compliance should be in black and white for you to take any further action.
Do make a point to see your appointment letter. Organization has right to transfer employees from one vertical to another of the same department.
Your interest in the HRBP role is commendable as it is much of a strategic role and your savings do reflect in the balance sheet as ,as an HRBP you are continuously striving to make sure that your strategic approach not only benefits the organization but strengthens the entire talent that you are having and yet to have as part of your framework.
I would never advice you to change your mind and opt for HR Operations, though it is not at all a bad option , but at the end the decision is yours.
Now comes my advice............................................ ........................
Mr. Divakar has spoken what he has seen may be observed and most obviously experienced....But let me tell you Mr. Divakar......I think you have met the wrong guys may be amateurs in HR who being an HRBP have never contributed to the balance sheet.
The Senior HR's that i have worked for and me personally who have worked both as a HR generalist as well as, as a HRBP and have made sure that our balance sheet speaks in terms of cost saved for the organization both in terms of compliances and maintaining and enhancing the skills sets of our existing talent pool.
HR has evolved from the days of personnel management to human resources but one thing hasn't changed is its importance....in good organizations knowledge bearing and seeking individuals in the HR department are still valued and cared for.
Being a responsible member of the HR fraternity i would definitely say that HR is as important as any other department of the organization.
The truth also is that it is still treated as an underdog and we as responsible members of the fraternity has the responsibility of changing how the world looks at us.
Thanks & Regards,
Ravibhushan Pandav
Head of People Relations
From India, Pune
Have been going through the progress of this thread very silently and have been reading every piece of information that has been written here to assist Ms. Sangita.
Though the forum members have tried their level best to assist her, i too would like to share something, both to assist Sangita and to advice the forum members.
Hi Sangita,
Ravibhushan here.... With regards to your post my suggestion to you would be...You should have taken your seniors comments on mail which could have eased your troubles post your maternity leave while joining the organization. Every communication especially when it comes to compliance should be in black and white for you to take any further action.
Do make a point to see your appointment letter. Organization has right to transfer employees from one vertical to another of the same department.
Your interest in the HRBP role is commendable as it is much of a strategic role and your savings do reflect in the balance sheet as ,as an HRBP you are continuously striving to make sure that your strategic approach not only benefits the organization but strengthens the entire talent that you are having and yet to have as part of your framework.
I would never advice you to change your mind and opt for HR Operations, though it is not at all a bad option , but at the end the decision is yours.
Now comes my advice............................................ ........................
Mr. Divakar has spoken what he has seen may be observed and most obviously experienced....But let me tell you Mr. Divakar......I think you have met the wrong guys may be amateurs in HR who being an HRBP have never contributed to the balance sheet.
The Senior HR's that i have worked for and me personally who have worked both as a HR generalist as well as, as a HRBP and have made sure that our balance sheet speaks in terms of cost saved for the organization both in terms of compliances and maintaining and enhancing the skills sets of our existing talent pool.
HR has evolved from the days of personnel management to human resources but one thing hasn't changed is its importance....in good organizations knowledge bearing and seeking individuals in the HR department are still valued and cared for.
Being a responsible member of the HR fraternity i would definitely say that HR is as important as any other department of the organization.
The truth also is that it is still treated as an underdog and we as responsible members of the fraternity has the responsibility of changing how the world looks at us.
Thanks & Regards,
Ravibhushan Pandav
Head of People Relations
From India, Pune
Dear Mr Ravibhushan Pandav,
You have written that "The Senior HR's that i have worked for and me personally who have worked both as a HR generalist as well as, as a HRBP and have made sure that our balance sheet speaks in terms of cost saved for the organization both in terms of compliances and maintaining and enhancing the skills sets of our existing talent pool."
I appreciate your confidence. In fact after a long while, I find that someone from HR exuding confidence. To corroborate what you have written, would you, as Head of People Relations, mind to provide evidence of how activities HRBP reflected in the balance sheet of the company or reduced any operational cost. It will be great education not only to me but to all the members of this forum.
Thanks,
Dinesh Divekar
From India, Bangalore
You have written that "The Senior HR's that i have worked for and me personally who have worked both as a HR generalist as well as, as a HRBP and have made sure that our balance sheet speaks in terms of cost saved for the organization both in terms of compliances and maintaining and enhancing the skills sets of our existing talent pool."
I appreciate your confidence. In fact after a long while, I find that someone from HR exuding confidence. To corroborate what you have written, would you, as Head of People Relations, mind to provide evidence of how activities HRBP reflected in the balance sheet of the company or reduced any operational cost. It will be great education not only to me but to all the members of this forum.
Thanks,
Dinesh Divekar
From India, Bangalore
Thanks Mr Ravibhusan Pandav. Thank you for the valuable advice and understanding my scenario. I appreciate it
Mr Dinesh Divekar - I totally agree with Mr Ravibhusan, you have met the wrong HR's in your experience who being an HRBP has never contributed or value added in the profit of the organization. I think you have simply not understood my scenario and just trying to debate here.
Anyways thanks again for your harsh advices here. I would not want to welcome it anymore. Please understand this is the forum where you guide people and not try to debate on something or write something harsh about any profile.
Thanks
From Sweden
Mr Dinesh Divekar - I totally agree with Mr Ravibhusan, you have met the wrong HR's in your experience who being an HRBP has never contributed or value added in the profit of the organization. I think you have simply not understood my scenario and just trying to debate here.
Anyways thanks again for your harsh advices here. I would not want to welcome it anymore. Please understand this is the forum where you guide people and not try to debate on something or write something harsh about any profile.
Thanks
From Sweden
I agree with Mr. Divekar. While appointing any candidate, in appointment letter you have accepted all clauses that you are flexible to be transferred to any department, place where the Company operates. HR is not Business partner but is a service department to cater to all departments for smooth running of the company and solving all labour problems, training, policies, etc.
From India, Mumbai
From India, Mumbai
Dear Sangita,
In your post place at Sl No 17, you have stated that Mr Dinesh Divekar - I totally agree with Mr Ravibhusan, you have met the wrong HR's in your experience who being an HRBP has never contributed or value added in the profit of the organization. I think you have simply not understood my scenario and just trying to debate here.
How can Mr Ravibhushan and you aver that I met wrong HRs? What is the source of your information?
What I have written in my second post is plain truth. The problem with the truth is that most of the time it is bitter and since I administered this bitter truth, I became a "harsh", person. Nevertheless, in addition to Mr Ravibhushan Pandav, I request you also to provide examples of how role of HRBP exactly helped your organisation. It would be my pleasure to get educated from you on this count!
By the way, please note that posts are the public forum are bound to come under public scrutiny. Therefore, the replies by the other members could be out of purview of your likes or dislikes. How to accept the opposing views gracefully is individual's call.
When a person write with complete conviction, he does not need anyone's vindication. However, my second post, the one that you and Mr Ravibhushan consider as the harsh one, has got seven appreciations. The appreciations not just vindicate what I have written, but echo my views too!
Thanks,
Dinesh Divekar
From India, Bangalore
In your post place at Sl No 17, you have stated that Mr Dinesh Divekar - I totally agree with Mr Ravibhusan, you have met the wrong HR's in your experience who being an HRBP has never contributed or value added in the profit of the organization. I think you have simply not understood my scenario and just trying to debate here.
How can Mr Ravibhushan and you aver that I met wrong HRs? What is the source of your information?
What I have written in my second post is plain truth. The problem with the truth is that most of the time it is bitter and since I administered this bitter truth, I became a "harsh", person. Nevertheless, in addition to Mr Ravibhushan Pandav, I request you also to provide examples of how role of HRBP exactly helped your organisation. It would be my pleasure to get educated from you on this count!
By the way, please note that posts are the public forum are bound to come under public scrutiny. Therefore, the replies by the other members could be out of purview of your likes or dislikes. How to accept the opposing views gracefully is individual's call.
When a person write with complete conviction, he does not need anyone's vindication. However, my second post, the one that you and Mr Ravibhushan consider as the harsh one, has got seven appreciations. The appreciations not just vindicate what I have written, but echo my views too!
Thanks,
Dinesh Divekar
From India, Bangalore
In a public forum where people by and large of a particular profession discuss ,there may be divergence of views.Nothing to take it personal and make it a debate which veers off course and does not add value.
Divergence of views is more educative than I agree posts.
Let us learn to appreciate different views.
Coming back to the point of HR BP
We agree that HR business partners are HR professionals who work closely with an organisation’s Senior leaders to develop an HR agenda that closely supports the overall aims of the organisation. The process of alignment is known as HR business partnering and may involve the HR business partner sitting on the Board of Directors or working closely with the board of directors and C-suite.
The very best HR business partners have:
Self-belief in their personal ability to make a difference to the business
Belief in the value of the HR function
Confidence to have a strong point of view and express it even if it proves unpopular
Knowledge and experience of the business and its intricacies and an ability to communicate in business terms
An ability to build long-term, trusting relationships with clients and with HR colleagues
A focus on delivering business outcomes through making best use of the whole HR function and acting as a strong role-model for the rest of the team.
Let us analyse whether these qualities are seen in this discussion and leave it at that.
.
From India, Pune
Divergence of views is more educative than I agree posts.
Let us learn to appreciate different views.
Coming back to the point of HR BP
We agree that HR business partners are HR professionals who work closely with an organisation’s Senior leaders to develop an HR agenda that closely supports the overall aims of the organisation. The process of alignment is known as HR business partnering and may involve the HR business partner sitting on the Board of Directors or working closely with the board of directors and C-suite.
The very best HR business partners have:
Self-belief in their personal ability to make a difference to the business
Belief in the value of the HR function
Confidence to have a strong point of view and express it even if it proves unpopular
Knowledge and experience of the business and its intricacies and an ability to communicate in business terms
An ability to build long-term, trusting relationships with clients and with HR colleagues
A focus on delivering business outcomes through making best use of the whole HR function and acting as a strong role-model for the rest of the team.
Let us analyse whether these qualities are seen in this discussion and leave it at that.
.
From India, Pune
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