Dear Madam Sangeeta,
You may find my advice or post to be harsh, perhaps even harsher than that of others who have participated in this thread. I believe that being a Business Partner entails embracing challenges and proving one's worth in the business arena.
I urge you to step into the shoes of a Partner. It is imperative for the business to restructure its employment practices, including job rotations, to enhance intrinsic value.
If you are committed to employment and not a partnership, you must decide whether you truly value your position or if it is time to move on. There is no middle ground between the two.
Unfortunately, there are no remedies for you in labor laws.
I am not an HR professional and do not possess knowledge of HR matters.
From India, Mumbai
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2584You may find my advice or post to be harsh, perhaps even harsher than that of others who have participated in this thread. I believe that being a Business Partner entails embracing challenges and proving one's worth in the business arena.
I urge you to step into the shoes of a Partner. It is imperative for the business to restructure its employment practices, including job rotations, to enhance intrinsic value.
If you are committed to employment and not a partnership, you must decide whether you truly value your position or if it is time to move on. There is no middle ground between the two.
Unfortunately, there are no remedies for you in labor laws.
I am not an HR professional and do not possess knowledge of HR matters.
From India, Mumbai
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It is very simple. If you don't like the job, look for the job you like. But no complaint can be made to any authority regarding a change of role within the department. Therefore, a better solution is to talk to higher-ups, i.e., the next higher boss.
From India, Mysore
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From India, Mysore
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I think it's better to go and speak with the HR manager. Alternatively, you could ask your manager to speak with the HR manager or their boss. Explain to them how you are performing in the HRBP role and handling the responsibilities effectively.
You can request to continue working in the same role and strive to improve, or else you may have to consider resigning if you prefer to focus solely on your specific role. Transitioning to an HRBP role in another company should be relatively easy.
Moving to HR Operations can be a good opportunity, but there may arise instances where your performance or ability to handle situations is questioned. Lack of experience in HR Operations could lead to future resignation due to underperformance.
If you are in need of immediate financial stability, accepting the HR Operations role temporarily and simultaneously searching for a job in your desired HRBP role could be a practical approach. You could also consider discussing the situation with the LB officer to explore legal options for transitioning roles.
The person who suggested this approach may have been correct from a business perspective, as there is likely a need to fill your current role promptly. If the previous incumbent has resigned, you may be considered for the role after a few months.
These are common scenarios that HR professionals often encounter. Evaluate each option carefully and proceed with the one that aligns best with your career goals.
From India, Hyderabad
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You can request to continue working in the same role and strive to improve, or else you may have to consider resigning if you prefer to focus solely on your specific role. Transitioning to an HRBP role in another company should be relatively easy.
Moving to HR Operations can be a good opportunity, but there may arise instances where your performance or ability to handle situations is questioned. Lack of experience in HR Operations could lead to future resignation due to underperformance.
If you are in need of immediate financial stability, accepting the HR Operations role temporarily and simultaneously searching for a job in your desired HRBP role could be a practical approach. You could also consider discussing the situation with the LB officer to explore legal options for transitioning roles.
The person who suggested this approach may have been correct from a business perspective, as there is likely a need to fill your current role promptly. If the previous incumbent has resigned, you may be considered for the role after a few months.
These are common scenarios that HR professionals often encounter. Evaluate each option carefully and proceed with the one that aligns best with your career goals.
From India, Hyderabad
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Hi,
You were on maternity leave for six months. You intended to take more leaves, but you were forced to rejoin. You were given a new role after joining.
As per statutory law, you have maternity leave entitlement. The extension of your leave is subject to your HR policies and line manager's approval. Did you provide enough medical reports to support extending your leave?
Changing your role is the company's decision; no labor officer can assist you. What would you have done if your role had been changed while you were not on leave? You would discuss your strengths in the current role with your line manager and try to convince him, right? Did you try that approach?
If you believe your maternity leave is the reason for the change in role, you have to prove it before moving to a labor officer.
From India, Hyderabad
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You were on maternity leave for six months. You intended to take more leaves, but you were forced to rejoin. You were given a new role after joining.
As per statutory law, you have maternity leave entitlement. The extension of your leave is subject to your HR policies and line manager's approval. Did you provide enough medical reports to support extending your leave?
Changing your role is the company's decision; no labor officer can assist you. What would you have done if your role had been changed while you were not on leave? You would discuss your strengths in the current role with your line manager and try to convince him, right? Did you try that approach?
If you believe your maternity leave is the reason for the change in role, you have to prove it before moving to a labor officer.
From India, Hyderabad
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Dear Forum Members,
I 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 advise 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. The organization has the 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 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 advise you to change your mind and opt for HR Operations, though it is not at all a bad option, but in 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, maybe amateurs in HR who, being an HRBP, have never contributed to the balance sheet. The Senior HR's that I have worked for and I personally, who have worked both as an HR generalist and as an HRBP, 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 skill 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, have the responsibility of changing how the world looks at us.
Thanks & Regards, Ravibhushan Pandav Head of People Relations
From India, Pune
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I 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 advise 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. The organization has the 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 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 advise you to change your mind and opt for HR Operations, though it is not at all a bad option, but in 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, maybe amateurs in HR who, being an HRBP, have never contributed to the balance sheet. The Senior HR's that I have worked for and I personally, who have worked both as an HR generalist and as an HRBP, 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 skill 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, have the responsibility of changing how the world looks at us.
Thanks & Regards, Ravibhushan Pandav Head of People Relations
From India, Pune
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Dear Mr. Ravibhushan Pandav,
You have written that "The Senior HR's that I have worked for and I personally, who have worked both as an HR generalist and as an HRBP, have ensured that our balance sheet reflects cost savings for the organization in terms of compliance and the maintenance and enhancement of the skill sets of our existing talent pool."
I appreciate your confidence. It's refreshing to see someone from HR exuding such confidence. To support what you have stated, as the Head of People Relations, would you mind providing evidence of how HRBP activities have impacted the company's balance sheet or reduced operational costs? This would be a valuable educational opportunity not only for me but for all members of this forum.
Thanks,
Dinesh Divekar
From India, Bangalore
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You have written that "The Senior HR's that I have worked for and I personally, who have worked both as an HR generalist and as an HRBP, have ensured that our balance sheet reflects cost savings for the organization in terms of compliance and the maintenance and enhancement of the skill sets of our existing talent pool."
I appreciate your confidence. It's refreshing to see someone from HR exuding such confidence. To support what you have stated, as the Head of People Relations, would you mind providing evidence of how HRBP activities have impacted the company's balance sheet or reduced operational costs? This would be a valuable educational opportunity not only for me but for all members of this forum.
Thanks,
Dinesh Divekar
From India, Bangalore
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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 encountered the wrong HR professionals in your experience who, as HRBPs, have never contributed value to the organization's profit. I believe you may have misunderstood my scenario and are simply attempting to debate here.
Anyways, thanks again for your feedback. I do not wish to receive harsh advice anymore. Please understand that this forum is meant for guiding people, not for debating or making harsh comments about any profile.
Thanks.
From Sweden
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Mr. Dinesh Divekar - I totally agree with Mr. Ravibhusan. You have encountered the wrong HR professionals in your experience who, as HRBPs, have never contributed value to the organization's profit. I believe you may have misunderstood my scenario and are simply attempting to debate here.
Anyways, thanks again for your feedback. I do not wish to receive harsh advice anymore. Please understand that this forum is meant for guiding people, not for debating or making harsh comments about any profile.
Thanks.
From Sweden
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I agree with Mr. Divekar. While appointing any candidate, in the appointment letter, you have accepted all clauses that you are flexible to be transferred to any department or place where the company operates. HR is not a business partner but is a service department to cater to all departments for the smooth running of the company and for solving all labor problems, training, policies, etc.
From India, Mumbai
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From India, Mumbai
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Dear Sangita,
In your post at Sl No 17, you have stated that "Mr Dinesh Divekar - I totally agree with Mr Ravibhushan, you have met the wrong HR's in your experience who, being an HRBP, have never contributed or added value to the profit of the organization. I think you have simply not understood my scenario and are just trying to debate here."
How can Mr. Ravibhushan and you aver that I met the 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 the role of HRBP exactly helped your organization. It would be my pleasure to get educated from you on this count!
By the way, please note that posts on the public forum are bound to come under public scrutiny. Therefore, the replies by the other members could be out of the purview of your likes or dislikes. How to accept opposing views gracefully is an individual's call. When a person writes with complete conviction, he does not need anyone's vindication. However, my second post, the one that you and Mr. Ravibhushan consider as harsh, has received seven appreciations. The appreciations not only vindicate what I have written but also echo my views too!
Thanks,
Dinesh Divekar
From India, Bangalore
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In your post at Sl No 17, you have stated that "Mr Dinesh Divekar - I totally agree with Mr Ravibhushan, you have met the wrong HR's in your experience who, being an HRBP, have never contributed or added value to the profit of the organization. I think you have simply not understood my scenario and are just trying to debate here."
How can Mr. Ravibhushan and you aver that I met the 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 the role of HRBP exactly helped your organization. It would be my pleasure to get educated from you on this count!
By the way, please note that posts on the public forum are bound to come under public scrutiny. Therefore, the replies by the other members could be out of the purview of your likes or dislikes. How to accept opposing views gracefully is an individual's call. When a person writes with complete conviction, he does not need anyone's vindication. However, my second post, the one that you and Mr. Ravibhushan consider as harsh, has received seven appreciations. The appreciations not only vindicate what I have written but also echo my views too!
Thanks,
Dinesh Divekar
From India, Bangalore
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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
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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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