If a team member in HR itself cannot trust the HR Boss or Management, what about the rest of the employees? The function, which is supposed to be the guardian of ethics and advisor to management on best practices, is attempting some foul play to oust its own team member (as per the stated issue of the BPHR)!!! This is strange and ridiculous.
I am seeing a number of issues posted by fellow women professionals (I think, HR Professional is the first time) related to Maternity, nowadays - coercing to resign, denial of maternity benefits, no leave extension post-maternity, etc. Some companies and managers are thinking that they are doing a favor 'Maternity Benefit' to women in India - No Boss, it is a right. A woman deserves more by considering the tremendous effort, pain, and sacrifice associated with maternity.
1. My recommendation is to share the concern with your manager in writing and request consideration.
2. If your manager is not responding within 2 working days, forward it to the HR Head.
3. If the HR Head is also playing the same game of not responding or telling you the same thing over the phone or meeting, you have another option.
4. Stay in your current role, prepare your resume, and start searching for a BPHR role in another good company.
From India, Bangalore
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202I am seeing a number of issues posted by fellow women professionals (I think, HR Professional is the first time) related to Maternity, nowadays - coercing to resign, denial of maternity benefits, no leave extension post-maternity, etc. Some companies and managers are thinking that they are doing a favor 'Maternity Benefit' to women in India - No Boss, it is a right. A woman deserves more by considering the tremendous effort, pain, and sacrifice associated with maternity.
1. My recommendation is to share the concern with your manager in writing and request consideration.
2. If your manager is not responding within 2 working days, forward it to the HR Head.
3. If the HR Head is also playing the same game of not responding or telling you the same thing over the phone or meeting, you have another option.
4. Stay in your current role, prepare your resume, and start searching for a BPHR role in another good company.
From India, Bangalore
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Dear Friend,
While I appreciate your desire and sentiments about the role of HRBP being your dream role, I agree with some of the pointers from Mr. Divekar. I would suggest you check whether that role still exists or has been abolished, or if someone else has been assigned to the role in your absence.
Please also evaluate the performance of the current HRBP. If you are willing to compromise on the role for some time, you can negotiate with your manager for the role to be offered to you after a certain intervening period.
If you have not previously worked in an HR Ops role, it may be a better fit for you, or you may find that you start to enjoy the role. There is no harm in exploring new avenues.
Warm Regards,
Bharat Gera
HR Consultant
9322404765
From India, Thane
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While I appreciate your desire and sentiments about the role of HRBP being your dream role, I agree with some of the pointers from Mr. Divekar. I would suggest you check whether that role still exists or has been abolished, or if someone else has been assigned to the role in your absence.
Please also evaluate the performance of the current HRBP. If you are willing to compromise on the role for some time, you can negotiate with your manager for the role to be offered to you after a certain intervening period.
If you have not previously worked in an HR Ops role, it may be a better fit for you, or you may find that you start to enjoy the role. There is no harm in exploring new avenues.
Warm Regards,
Bharat Gera
HR Consultant
9322404765
From India, Thane
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Consult me - Thanks for your valuable advice. I appreciate it.
I have dropped an email to my HR Head and am waiting for him to revert back on the same.
Bharat Gera - Thank you for the valuable advice and understanding my scenario.
From Sweden
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I have dropped an email to my HR Head and am waiting for him to revert back on the same.
Bharat Gera - Thank you for the valuable advice and understanding my scenario.
From Sweden
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Dear Mr. Divakar,
I generally do not explain myself or my views to individuals who always feel or practice views being on a descent about a particular entity or a function.
But here its not just one individual who is involved but many HR professionals who are referring this post and reading the comments of all the HR Experts who have contributed to this thread and thats why this explanation.
As you rightly said that you have met someone after a long time from the HR fraternity showcasing (exuding - in your terms ) extreme confidence.
Well.....if you mean to say that other fraternity members here are not confident then i think you should reconsider your thought. I am confident because i know i am right and here below comes your answer to how Human Resources adds value to the Balance Sheet of the organization.
1) SHRM is concerned with making decisions with regard to defining the organizations vision and mission, establishing long- and short-term objectives to achieve the organizations vision and selecting the strategy to be used in achieving the organizations objectives.
2) Strategic management is the process of formulating, implementing and evaluating business strategies to achieve organizational objectives. Globally appreciated HR experts define strategic management as a manner by which organisations plan to deal with the various aspects of management like problem perception, divergent thinking, substantial resources, decisions making, innovations, taking risks and facing uncertainty.
3) In other words, the formulation of organisational strategy is integrative with the formulation of functional strategies. Here, human resource strategy assumes more importance because it provides human resources for other functional areas also.
4) The best example of Strategic Human Resources Management benifiting the Balance Sheets of an organization is that of Maruti Udyog.
Maruti Udyog and Hindustan Motors are two different entities. We know that Maruti Udyog and Hindustan Motors are manufacturing cars, essentially using identical technology. The secret behind the meteoric rise of Maruti is its human resource/workforce. Maruti udyog's workforce highly commends its Human Resources functions as employees know that their self development is guaranteed every day when they enter on their shifts. Their Training Calenders are designed in such a way that their learning directly affects their process flows along with individual performances which is very much evident in the product sales of Maruti Udyog and their extremely well developed employees on their assembly line.
5) SHRM is today heavily involved in the execution of strategy in the form of downsizing and restructuring strategies, through out placing employees instituting performance linked pay plans, reducing health-care costs and retraining employees. Even, in an increasingly competitive global market place, instituting HR practices that build employee commitment can help improve an organisation’s responsiveness and is directly responsible for affecting their balance sheets in a positive way.
I can infact go on for ages explaining you that how SHRM affects the overall performance(balance sheets) of the company.
If you get time please also go through Willy Korf Innovation Award Scheme which will give you an idea and insight in a single aspect of SHRM of innovation and creative ideas from employees for a better workplace.
Infact i can give you numerous examples of Human Resources Leaders implementing a Four point program to enhance shareholders(employees) value through capacity enhancement, contribution enhancement, reduction in financial cost, enhancing the value of intangibles as strategic steps toward achieving business performance.
Do let me know if you need any more thoughts,insights on the subject of Strategic HRM. Would love to enlighten you with many such facts and figures though i know you would definitely agree less to what i have said. :-) :-) :-)
From India, Pune
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I generally do not explain myself or my views to individuals who always feel or practice views being on a descent about a particular entity or a function.
But here its not just one individual who is involved but many HR professionals who are referring this post and reading the comments of all the HR Experts who have contributed to this thread and thats why this explanation.
As you rightly said that you have met someone after a long time from the HR fraternity showcasing (exuding - in your terms ) extreme confidence.
Well.....if you mean to say that other fraternity members here are not confident then i think you should reconsider your thought. I am confident because i know i am right and here below comes your answer to how Human Resources adds value to the Balance Sheet of the organization.
1) SHRM is concerned with making decisions with regard to defining the organizations vision and mission, establishing long- and short-term objectives to achieve the organizations vision and selecting the strategy to be used in achieving the organizations objectives.
2) Strategic management is the process of formulating, implementing and evaluating business strategies to achieve organizational objectives. Globally appreciated HR experts define strategic management as a manner by which organisations plan to deal with the various aspects of management like problem perception, divergent thinking, substantial resources, decisions making, innovations, taking risks and facing uncertainty.
3) In other words, the formulation of organisational strategy is integrative with the formulation of functional strategies. Here, human resource strategy assumes more importance because it provides human resources for other functional areas also.
4) The best example of Strategic Human Resources Management benifiting the Balance Sheets of an organization is that of Maruti Udyog.
Maruti Udyog and Hindustan Motors are two different entities. We know that Maruti Udyog and Hindustan Motors are manufacturing cars, essentially using identical technology. The secret behind the meteoric rise of Maruti is its human resource/workforce. Maruti udyog's workforce highly commends its Human Resources functions as employees know that their self development is guaranteed every day when they enter on their shifts. Their Training Calenders are designed in such a way that their learning directly affects their process flows along with individual performances which is very much evident in the product sales of Maruti Udyog and their extremely well developed employees on their assembly line.
5) SHRM is today heavily involved in the execution of strategy in the form of downsizing and restructuring strategies, through out placing employees instituting performance linked pay plans, reducing health-care costs and retraining employees. Even, in an increasingly competitive global market place, instituting HR practices that build employee commitment can help improve an organisation’s responsiveness and is directly responsible for affecting their balance sheets in a positive way.
I can infact go on for ages explaining you that how SHRM affects the overall performance(balance sheets) of the company.
If you get time please also go through Willy Korf Innovation Award Scheme which will give you an idea and insight in a single aspect of SHRM of innovation and creative ideas from employees for a better workplace.
Infact i can give you numerous examples of Human Resources Leaders implementing a Four point program to enhance shareholders(employees) value through capacity enhancement, contribution enhancement, reduction in financial cost, enhancing the value of intangibles as strategic steps toward achieving business performance.
Do let me know if you need any more thoughts,insights on the subject of Strategic HRM. Would love to enlighten you with many such facts and figures though i know you would definitely agree less to what i have said. :-) :-) :-)
From India, Pune
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I empathize with your situation and apologize on behalf of the members if you felt any of the advice was harsh. Take it as differing opinions that may help you come to a conclusion in your mind.
I find this issue to be quite rampant in the industry, where women are often treated unfairly in such matters. If I were moved to a position further away from strategy post "paternity," I would find it to be a hit on my "dignity." I would have thought that I have earned my way up and deserve to be higher up than where I am being pushed. That said, most of the advice shared by other members also holds true regarding exposure, etc.
As for Dinesh's question: Nevertheless, no HR has come up with any credible explanation as to why HR feels the need to be a business partner. Inability to provide a credible explanation aside, I am yet to see any HRBP coming up with evidence to show how their activities contributed to revenue generation or reduced operational costs.
My opinion differs here. What role do coaches/physicians/trainers play in the outcome of the game (the balance sheet)? Until AI takes over and human resources are required at a minimum, HR management would play a key role, similar to the role a company founder plays when starting and building a team.
Two names come to mind immediately for "people who seem to have made a noticeable difference" to their team and have been applauded by their respective companies:
Mekin Maheshwari: Chief People Officer, Flipkart - "Partner in business success by acquiring & growing talent & establishing a talent pipeline that can meet future needs of Flipkart's explosively growing businesses. Make HR Data & Technology driven." (his own words)
Devdutt Patnaik: Chief Belief Officer, Future Group - "A think tank job meant to help investors and employees understand the difference between the Indian and Western mindset, and there is no such thing as a global mindset." (his own words)
I am sure there are many other examples of people who have made a difference to the balance sheet by finding and nurturing the team. I doubt these people feel the need to be called "business partners" - I think they already know that they are.
Back to your query, Sangeeta - I think you need to be careful and not be too aggressive about this situation. It would be wise to keep pushing for the role you want in a friendly and useful way. If you want to continue in this job, you want your team to be able to tolerate you. So keep calm, keep pushing politely, and show them the difference you made before and what you can do now.
Regards, Sid [CHR]
From India, Gurgaon
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I find this issue to be quite rampant in the industry, where women are often treated unfairly in such matters. If I were moved to a position further away from strategy post "paternity," I would find it to be a hit on my "dignity." I would have thought that I have earned my way up and deserve to be higher up than where I am being pushed. That said, most of the advice shared by other members also holds true regarding exposure, etc.
As for Dinesh's question: Nevertheless, no HR has come up with any credible explanation as to why HR feels the need to be a business partner. Inability to provide a credible explanation aside, I am yet to see any HRBP coming up with evidence to show how their activities contributed to revenue generation or reduced operational costs.
My opinion differs here. What role do coaches/physicians/trainers play in the outcome of the game (the balance sheet)? Until AI takes over and human resources are required at a minimum, HR management would play a key role, similar to the role a company founder plays when starting and building a team.
Two names come to mind immediately for "people who seem to have made a noticeable difference" to their team and have been applauded by their respective companies:
Mekin Maheshwari: Chief People Officer, Flipkart - "Partner in business success by acquiring & growing talent & establishing a talent pipeline that can meet future needs of Flipkart's explosively growing businesses. Make HR Data & Technology driven." (his own words)
Devdutt Patnaik: Chief Belief Officer, Future Group - "A think tank job meant to help investors and employees understand the difference between the Indian and Western mindset, and there is no such thing as a global mindset." (his own words)
I am sure there are many other examples of people who have made a difference to the balance sheet by finding and nurturing the team. I doubt these people feel the need to be called "business partners" - I think they already know that they are.
Back to your query, Sangeeta - I think you need to be careful and not be too aggressive about this situation. It would be wise to keep pushing for the role you want in a friendly and useful way. If you want to continue in this job, you want your team to be able to tolerate you. So keep calm, keep pushing politely, and show them the difference you made before and what you can do now.
Regards, Sid [CHR]
From India, Gurgaon
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It is educative reading this discussion. Let me add my points.
"The best example of Strategic Human Resources Management benefiting the Balance Sheets of an organization is that of Maruti Udyog." 65% of the workforce is contract labor. The 2012 incident of death and violence in the Maruti factory has not been forgotten. Was there a failure that HR could have prevented? Contract laborers are paid less compared to permanent staff. How many HR bosses become CEOs in India?
HR can have a role aligned with company goals, vision, etc., and is basically a subset of the vision laid down by the Board of Directors. The queriest was upset about being changed to HR Operations, which is essentially a company-level decision due to an extended absence for personal reasons.
The question of whether HR Business Partners play a bigger role than HR Operations is the main debate. I can only say that without strong, well-established HR Operations, HR Business Partners will not be successful.
From India, Pune
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"The best example of Strategic Human Resources Management benefiting the Balance Sheets of an organization is that of Maruti Udyog." 65% of the workforce is contract labor. The 2012 incident of death and violence in the Maruti factory has not been forgotten. Was there a failure that HR could have prevented? Contract laborers are paid less compared to permanent staff. How many HR bosses become CEOs in India?
HR can have a role aligned with company goals, vision, etc., and is basically a subset of the vision laid down by the Board of Directors. The queriest was upset about being changed to HR Operations, which is essentially a company-level decision due to an extended absence for personal reasons.
The question of whether HR Business Partners play a bigger role than HR Operations is the main debate. I can only say that without strong, well-established HR Operations, HR Business Partners will not be successful.
From India, Pune
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Dear Friend,
The change in any manner is just not acceptable to anyone at first instance. That no change would not be acceptable while one is on legally sanctioned leave. One should fight for justice and knock on the door of the authority for a solution.
I have recently come across a similar case of a role change. This happened due to a 7-month long absence from duty, for reasons best known to the management. The management placed a person in that chair to manage the show. The new individual not only managed the show perfectly but also met the expectations of the management. The person on extended leave returned to duty without giving any prior intimation. However, they did submit the required papers and documents as stipulated. The individual was asked to handle a different task in the same department with equal importance. After understanding the current situation and the developments that took place during the long absence, they had to compromise. Ironically, the same employee then went on a two-week leave. Things do not always work out favorably, as was the case with this fellow employee.
In many occasions, things happen without bad intentions, but they are not always welcomed gracefully. I have read through all the suggestions, appreciations, and reactions regarding the matter. A role change is inevitable when there is a long absence. Recently, there have been several instances of postings alleging 'resignation and rejoining' after medical leave. I hope Mr. Divekar has mentioned this perspective. I trust your boss will graciously offer you the best position you deserve.
Kind regards,
From India, Mumbai
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The change in any manner is just not acceptable to anyone at first instance. That no change would not be acceptable while one is on legally sanctioned leave. One should fight for justice and knock on the door of the authority for a solution.
I have recently come across a similar case of a role change. This happened due to a 7-month long absence from duty, for reasons best known to the management. The management placed a person in that chair to manage the show. The new individual not only managed the show perfectly but also met the expectations of the management. The person on extended leave returned to duty without giving any prior intimation. However, they did submit the required papers and documents as stipulated. The individual was asked to handle a different task in the same department with equal importance. After understanding the current situation and the developments that took place during the long absence, they had to compromise. Ironically, the same employee then went on a two-week leave. Things do not always work out favorably, as was the case with this fellow employee.
In many occasions, things happen without bad intentions, but they are not always welcomed gracefully. I have read through all the suggestions, appreciations, and reactions regarding the matter. A role change is inevitable when there is a long absence. Recently, there have been several instances of postings alleging 'resignation and rejoining' after medical leave. I hope Mr. Divekar has mentioned this perspective. I trust your boss will graciously offer you the best position you deserve.
Kind regards,
From India, Mumbai
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Dear professional colleagues,
I have been following this post, and I am afraid more heat than light is being generated. I think many have sidelined the basic issue she has raised. If I understood correctly, the issue is not whether it is management's prerogative to transfer an employee from one role to another or whether the HRBP role is more important than HR operations, or which HR role contributes to the bottom line.
The crux of the issue is her Manager. Before rejoining her duty after maternity leave, he had promised that she would continue with her current role of HRBP. However, after she joined, he went back on his words and changed her role to HR operations within four days. He did not offer any convincing reply for his action even after she asked for it. His action, therefore, smacked of an ulterior motive, and she rightly must have felt cheated. The question she is raising is whether her Manager acted unprofessionally by changing her role without giving convincing reasons and what she should do in such a situation. She certainly deserves reasons for the change of decision, and in all fairness, the manager should have given the reasons to her, particularly when she had asked for it.
To suggest that she should look for another job or accept the change as a fait accompli is mundane advice and lacks professional maturity in the given situation. What she should do is escalate this matter to the top decision-maker and see the end of it. She has already taken steps now in this line, and I am happy about it.
In my view, all HR roles have potential opportunities to contribute to the bottom line for those who are seeking them, whether it is the HRBP or HR operations role. Therefore, in the end, she should not hesitate to accept the role of HR operations for her well-rounded growth, although she feels she is better cut out for the HRBP role.
Regards,
Vinayak Nagarkar
HR Consultant
From India, Mumbai
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I have been following this post, and I am afraid more heat than light is being generated. I think many have sidelined the basic issue she has raised. If I understood correctly, the issue is not whether it is management's prerogative to transfer an employee from one role to another or whether the HRBP role is more important than HR operations, or which HR role contributes to the bottom line.
The crux of the issue is her Manager. Before rejoining her duty after maternity leave, he had promised that she would continue with her current role of HRBP. However, after she joined, he went back on his words and changed her role to HR operations within four days. He did not offer any convincing reply for his action even after she asked for it. His action, therefore, smacked of an ulterior motive, and she rightly must have felt cheated. The question she is raising is whether her Manager acted unprofessionally by changing her role without giving convincing reasons and what she should do in such a situation. She certainly deserves reasons for the change of decision, and in all fairness, the manager should have given the reasons to her, particularly when she had asked for it.
To suggest that she should look for another job or accept the change as a fait accompli is mundane advice and lacks professional maturity in the given situation. What she should do is escalate this matter to the top decision-maker and see the end of it. She has already taken steps now in this line, and I am happy about it.
In my view, all HR roles have potential opportunities to contribute to the bottom line for those who are seeking them, whether it is the HRBP or HR operations role. Therefore, in the end, she should not hesitate to accept the role of HR operations for her well-rounded growth, although she feels she is better cut out for the HRBP role.
Regards,
Vinayak Nagarkar
HR Consultant
From India, Mumbai
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(Fact Checked)-The user reply accurately highlights the issue of the manager going back on their word regarding the employee's role after maternity leave. The suggestion to escalate the matter to top management is appropriate. (1 Acknowledge point)
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Here, the crux of the issue is her manager. Before rejoining her duty after maternity leave, he had promised that she would continue with her current role of HRBP. However, after she joined, he went back on his words and changed her role to HR operations within four days. He did not offer any convincing explanation for his actions even after she asked for it.
Probably, the manager had instructions from higher management. Is the manager the ultimate authority to deploy staff in that organization? The employee has the right to ask why, but the manager may have given a reply to the best of his ability and still not convinced the employee. The employee has all the rights to approach higher management, which as an HR employee, she must be fully aware of.
The unsaid feeling is that HRBP is considered superior to Operations, and reluctance to shift out could be a reason for not getting convinced. This is just a discussion to educate ourselves. Everybody advises based on their understanding of the problem.
In her place, I would accept the change but definitely seek a chance to speak to higher authorities beyond the particular manager.
From India, Pune
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Probably, the manager had instructions from higher management. Is the manager the ultimate authority to deploy staff in that organization? The employee has the right to ask why, but the manager may have given a reply to the best of his ability and still not convinced the employee. The employee has all the rights to approach higher management, which as an HR employee, she must be fully aware of.
The unsaid feeling is that HRBP is considered superior to Operations, and reluctance to shift out could be a reason for not getting convinced. This is just a discussion to educate ourselves. Everybody advises based on their understanding of the problem.
In her place, I would accept the change but definitely seek a chance to speak to higher authorities beyond the particular manager.
From India, Pune
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Dear Anonymous,
The organization has the full right to change the roles of individuals as per the business need. Don't think there is anything wrong in it. However, your manager must have discussed this with you beforehand. You can only raise your discomfort with higher authority but cannot challenge the decision.
Regards,
Tanvi
From India, Delhi
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The organization has the full right to change the roles of individuals as per the business need. Don't think there is anything wrong in it. However, your manager must have discussed this with you beforehand. You can only raise your discomfort with higher authority but cannot challenge the decision.
Regards,
Tanvi
From India, Delhi
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(Fact Checked)-The user reply is correct as reaching out to the HR Head is a good step to address the situation. (1 Acknowledge point)