After going through the above discussions, it is observed that there was no systematic disciplinary procedure in your organization. If a systematic disciplinary procedure is in place in your organization, events like this may not happen. It also appears that your MD is very liberal towards female employees, despite giving little importance to official work. People like you will suffer a lot. However, my advice is here, which may be somehow useful to you.
First of all, you have to prepare a job chart for all employees in the HR Department and assign functions and duties specifically to be attended to by each employee in the HR Department.
Issue a circular to all employees to attend to their assigned duties without any dislocation or deviation. Failure to do so will result in action being initiated against them for the lapses.
Get the approval of the job chart of the employees from your MD and issue a circular to all staff with the approval of your MD.
In the instant case, you have to prepare a detailed note explaining the difficulties you face due to frequent leaves taken by the female employee. Bring this to the attention of the MD, explaining the work disruptions caused by the irregular employee. Inform the MD that you will not be held responsible for lapses committed by your co-employees in case of any dislocation and recommend suitable disciplinary action.
If your MD does not respond, keep the work pending, and periodically bring it to the MD's attention, seeking orders for further action. Keep your MD informed of every incident for further action. This will ensure your safety.
If there is a senior officer above your MD or a Managing Committee or Board of Directors, bring all the facts to their attention through your MD and seek advice for further action.
Initiate disciplinary action against the female employee for her frequent leaves after obtaining approval from your MD. Take stringent action for her unauthorized absences.
If despite all the above actions, the situation does not improve, submit a note to your MD for her dismissal from service and the appointment of a suitable substitute.
If your MD does not agree to dismiss her, ignore the issue and isolate her without assigning any important work. Manage the work with existing employees to prevent disruption. Such situations may exist in some offices, and we may not be able to do much about them.
Whenever your MD requests feedback on that employee, provide a detailed report on all the irregular absences to higher authorities for appropriate action. This will ensure your position remains secure.
From Canada, Calgary
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39First of all, you have to prepare a job chart for all employees in the HR Department and assign functions and duties specifically to be attended to by each employee in the HR Department.
Issue a circular to all employees to attend to their assigned duties without any dislocation or deviation. Failure to do so will result in action being initiated against them for the lapses.
Get the approval of the job chart of the employees from your MD and issue a circular to all staff with the approval of your MD.
In the instant case, you have to prepare a detailed note explaining the difficulties you face due to frequent leaves taken by the female employee. Bring this to the attention of the MD, explaining the work disruptions caused by the irregular employee. Inform the MD that you will not be held responsible for lapses committed by your co-employees in case of any dislocation and recommend suitable disciplinary action.
If your MD does not respond, keep the work pending, and periodically bring it to the MD's attention, seeking orders for further action. Keep your MD informed of every incident for further action. This will ensure your safety.
If there is a senior officer above your MD or a Managing Committee or Board of Directors, bring all the facts to their attention through your MD and seek advice for further action.
Initiate disciplinary action against the female employee for her frequent leaves after obtaining approval from your MD. Take stringent action for her unauthorized absences.
If despite all the above actions, the situation does not improve, submit a note to your MD for her dismissal from service and the appointment of a suitable substitute.
If your MD does not agree to dismiss her, ignore the issue and isolate her without assigning any important work. Manage the work with existing employees to prevent disruption. Such situations may exist in some offices, and we may not be able to do much about them.
Whenever your MD requests feedback on that employee, provide a detailed report on all the irregular absences to higher authorities for appropriate action. This will ensure your position remains secure.
From Canada, Calgary
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Unfortunately, in any organization, everyone thinks that they can interfere with the HR functioning - be it recruitment, increment, promotion, or last but not least, the termination of an erring employee. Your case serves as a classic example of this tendency.
In any functional area, for example, a doctor's, lawyer's, or design engineer's domain, nobody will interfere. We don't meddle in a doctor's prescription, nor do we interfere with an engineer's work while repairing our car, nor do we intrude on a lawyer's tasks in deciding how to frame a case - we give them full freedom to exercise their professional skills and discretion. But when it comes to HR - from the MD to the lowest level employee, they believe it is their right to interfere in HR functions and enforce their decisions. Hence, the job of an HR professional becomes truly more challenging and tricky compared to other professions.
I think the primary issue in this case is the absence of this HR employee not being felt by the MD because someone else is handling the extra workload, and the HR functions are running smoothly. Perhaps the best way to address such an irregular employee is to assign her the HR tasks of maintaining employee attendance and preparing payroll! Most importantly, no one else should take up this work! Then, perhaps the MD would be the first person to insist on disciplinary action against this erring employee.
I hope our members agree with me.
Thanks and have a nice day,
Nagaraj
From Sweden, Örebro
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In any functional area, for example, a doctor's, lawyer's, or design engineer's domain, nobody will interfere. We don't meddle in a doctor's prescription, nor do we interfere with an engineer's work while repairing our car, nor do we intrude on a lawyer's tasks in deciding how to frame a case - we give them full freedom to exercise their professional skills and discretion. But when it comes to HR - from the MD to the lowest level employee, they believe it is their right to interfere in HR functions and enforce their decisions. Hence, the job of an HR professional becomes truly more challenging and tricky compared to other professions.
I think the primary issue in this case is the absence of this HR employee not being felt by the MD because someone else is handling the extra workload, and the HR functions are running smoothly. Perhaps the best way to address such an irregular employee is to assign her the HR tasks of maintaining employee attendance and preparing payroll! Most importantly, no one else should take up this work! Then, perhaps the MD would be the first person to insist on disciplinary action against this erring employee.
I hope our members agree with me.
Thanks and have a nice day,
Nagaraj
From Sweden, Örebro
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Hi, I would suggest, as the immediate head of that staff, you should issue a memo mentioning the leaves she has taken. You can ask for an explanation because you have the right to do so. Then, meanwhile, convey it to the MD about the memo.
From India, Kannur
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From India, Kannur
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Hello!
Your boss has a "Theory X" attitude. Unless your loyalty is proven, he will not approve the leave request for your subordinate. The challenge is how to demonstrate loyalty when the definition is determined solely by your boss. As a "Theory X" individual, he is unlikely to disclose this criteria to you.
In my opinion, you may need to consistently display loyalty for a few months before your boss recognizes you as being truly loyal.
Thank you.
From India, Pune
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Your boss has a "Theory X" attitude. Unless your loyalty is proven, he will not approve the leave request for your subordinate. The challenge is how to demonstrate loyalty when the definition is determined solely by your boss. As a "Theory X" individual, he is unlikely to disclose this criteria to you.
In my opinion, you may need to consistently display loyalty for a few months before your boss recognizes you as being truly loyal.
Thank you.
From India, Pune
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I agreed with Mr. Netaji80, only MD can take such strong action. In this case you are not able to terminate her. So advice to keep silent. Truth come come in very short time.
From India, Rajkot
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From India, Rajkot
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Hello Richa,
You are new to the organization, and the employee whom you are addressing has been there for the last 3 years. She is used to accessing the MD directly before you joined. Now that you have come, she does not want to recognize your presence. This is common in growing organizations.
First and foremost, you have to speak to the MD regarding the reporting structure you have defined for her. He should not entertain any requests from her directly as you are her reporting boss. Once he understands and respects the reporting structure, it will be easier for you to handle her by speaking to her. If the situation does not improve, you need to check the termination clause in her appointment letter, which usually addresses this problem (if this is the only way out).
Regards,
Nirmala
From India, Bangalore
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You are new to the organization, and the employee whom you are addressing has been there for the last 3 years. She is used to accessing the MD directly before you joined. Now that you have come, she does not want to recognize your presence. This is common in growing organizations.
First and foremost, you have to speak to the MD regarding the reporting structure you have defined for her. He should not entertain any requests from her directly as you are her reporting boss. Once he understands and respects the reporting structure, it will be easier for you to handle her by speaking to her. If the situation does not improve, you need to check the termination clause in her appointment letter, which usually addresses this problem (if this is the only way out).
Regards,
Nirmala
From India, Bangalore
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Dear Ramnaresh_20 and All,
Please first deeply understand the case,,,,,,,,, iam sorry for saying in this manner but there is some relation between MD and that girl in simple word they have some dirty relation iam sure since in this world no one is care about such a these person in their organization environment and regarding the bounce and money she is already rich if i am wrong please correct me Sh_dh1 one of the strong support of HR is the top management although the top management is involve in this case so who will handle this problem, regarding one of your friends who said that he did and send several warring letter to his friend ,,,,,,, the support of top management was with him and HR policy was clear on that situation, since if we do not have hot stove policy in a organization so in my idea HR is noting and HR role is going to play like 1970 as Administrate supporter noting else when we can say HR when we have a clear role and regulation not in a environment that top management is doing nepotism and such an act that it’s not acceptable for human begins,,,,,,,,,,,,,, it easy for us to say do this and this Mr. Sh_dh1 but let me ask one question from you who is agree to lose his job in a termination case and having a conflict with a MD??? With out any job certificate and no reference check in further If so please let me know
SOME TIME REALTIY IS HURT
From Singapore, Singapore
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Please first deeply understand the case,,,,,,,,, iam sorry for saying in this manner but there is some relation between MD and that girl in simple word they have some dirty relation iam sure since in this world no one is care about such a these person in their organization environment and regarding the bounce and money she is already rich if i am wrong please correct me Sh_dh1 one of the strong support of HR is the top management although the top management is involve in this case so who will handle this problem, regarding one of your friends who said that he did and send several warring letter to his friend ,,,,,,, the support of top management was with him and HR policy was clear on that situation, since if we do not have hot stove policy in a organization so in my idea HR is noting and HR role is going to play like 1970 as Administrate supporter noting else when we can say HR when we have a clear role and regulation not in a environment that top management is doing nepotism and such an act that it’s not acceptable for human begins,,,,,,,,,,,,,, it easy for us to say do this and this Mr. Sh_dh1 but let me ask one question from you who is agree to lose his job in a termination case and having a conflict with a MD??? With out any job certificate and no reference check in further If so please let me know
SOME TIME REALTIY IS HURT
From Singapore, Singapore
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Hi,
Please talk to your MD and tell him that you would like an additional resource as you are handling the workload of two people, which is burdensome for you. Alternatively, request a replacement for the lady who reports to you.
My sincere suggestion to you would be to replace her promptly, as there is no point in persisting with this careless attitude. It would also set a wrong precedent for other employees.
Regards,
Seema
From India, Bangalore
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Please talk to your MD and tell him that you would like an additional resource as you are handling the workload of two people, which is burdensome for you. Alternatively, request a replacement for the lady who reports to you.
My sincere suggestion to you would be to replace her promptly, as there is no point in persisting with this careless attitude. It would also set a wrong precedent for other employees.
Regards,
Seema
From India, Bangalore
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u plz do’nt bother about the issue and as netaji said strongly they have mutual understanding, hence u please forget about it.... All the Best.
From India, Bangalore
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From India, Bangalore
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Dear Rajan T V,
You should talk with your MD about the issue and brief him about her absenteeism. In fact, he might have approved it without noticing based on his busy schedule. You can better clarify with him and handle it properly.
Manager - HR,
MICRO LABS LIMITED.
From India, Selam
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You should talk with your MD about the issue and brief him about her absenteeism. In fact, he might have approved it without noticing based on his busy schedule. You can better clarify with him and handle it properly.
Manager - HR,
MICRO LABS LIMITED.
From India, Selam
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