1. Late arrival or leaving early are not a bane; only unscheduled leaves affect the bottom line. This is based on real-life practices in the top 200 firms employing MBNQA.
2. If it's a personal issue, the case merits attention under the Employee Assistance Program.
From India, Delhi
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452. If it's a personal issue, the case merits attention under the Employee Assistance Program.
From India, Delhi
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Dear ALL,
I think everyone is missing a point here. The Management knows of his indiscipline and has no problems with it or does not feel it warrants any action.
For Mandeep, unfortunately, this is her biggest problem. The issue is not the web designer. He is consistently displaying behavior that says "you cannot touch me, so don't bother" and "your rules are not meant for me." These are typical behavior patterns of individuals who feel they are indispensable.
I believe the problem lies with the management, and Mandeep needs to concentrate on educating them about the effects of employee behavior (or misbehavior) on the organization.
@Mandeep - A piece of advice: Do not attempt to take any action against the web designer without the support of your management, which currently does not exist. We do not want you to end up in a situation where the individual goes to the management and you are reprimanded for the same. This would result in all your hard work becoming null because people will find out, and even those who follow your instructions will stop doing so.
Your problem is NOT the web designer but your management. They need to understand the power of HR, and only you can educate them. The good news is 99% of organizations in India face the same issue. The bad news is that despite all attempts, it still remains at 99%... :-) But that should not be a deterrent.
The fun in HR is that we are constantly trying to change, and change can be the most frustrating activity. The trick is to learn to enjoy the frustrations and have FUN doing it ;-)
If you need to talk to me about it, please feel free to contact me.
Cheers,
Navneet Chandra
[LinkedIn Profile: Navneet Chandra Kulshrestha - India](http://in.linkedin.com/in/navneetchandra)
From India, Delhi
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I think everyone is missing a point here. The Management knows of his indiscipline and has no problems with it or does not feel it warrants any action.
For Mandeep, unfortunately, this is her biggest problem. The issue is not the web designer. He is consistently displaying behavior that says "you cannot touch me, so don't bother" and "your rules are not meant for me." These are typical behavior patterns of individuals who feel they are indispensable.
I believe the problem lies with the management, and Mandeep needs to concentrate on educating them about the effects of employee behavior (or misbehavior) on the organization.
@Mandeep - A piece of advice: Do not attempt to take any action against the web designer without the support of your management, which currently does not exist. We do not want you to end up in a situation where the individual goes to the management and you are reprimanded for the same. This would result in all your hard work becoming null because people will find out, and even those who follow your instructions will stop doing so.
Your problem is NOT the web designer but your management. They need to understand the power of HR, and only you can educate them. The good news is 99% of organizations in India face the same issue. The bad news is that despite all attempts, it still remains at 99%... :-) But that should not be a deterrent.
The fun in HR is that we are constantly trying to change, and change can be the most frustrating activity. The trick is to learn to enjoy the frustrations and have FUN doing it ;-)
If you need to talk to me about it, please feel free to contact me.
Cheers,
Navneet Chandra
[LinkedIn Profile: Navneet Chandra Kulshrestha - India](http://in.linkedin.com/in/navneetchandra)
From India, Delhi
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Navneet, The days of HR acting as a ringmaster is over. we are not preachers either. thats where Employee assistance programme comes in.
From India, Delhi
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From India, Delhi
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Hi Navneet Chandra,
Interesting reaction. :-) HR was never the ringmaster, and you should know that better than me since you are the HR specialist... :-)
There is also a huge difference between preaching and educating, which every HR professional is supposed to understand and appreciate.
Have you ever encountered an employee assistance program that has succeeded without the participation or buy-in from management? Forget about employee assistance; have you ever been able to introduce any policy without buy-in from management? I don't think so... HR without management buy-in does not exist! How do you bring management buy-in? You educate them...
The thing about learning that we tend to forget is that, like everything else in the world, it requires "two to tango" - one who should be willing to teach/train/preach/educate/share/impart/transfer (choose the term that makes you happy) and the other who is willing to learn/accept/absorb/improve. AND then a third who thinks all this makes sense (management)... :-)
Just my thoughts and many might differ... ;-)
Cheers,
Surya
From India, Delhi
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Interesting reaction. :-) HR was never the ringmaster, and you should know that better than me since you are the HR specialist... :-)
There is also a huge difference between preaching and educating, which every HR professional is supposed to understand and appreciate.
Have you ever encountered an employee assistance program that has succeeded without the participation or buy-in from management? Forget about employee assistance; have you ever been able to introduce any policy without buy-in from management? I don't think so... HR without management buy-in does not exist! How do you bring management buy-in? You educate them...
The thing about learning that we tend to forget is that, like everything else in the world, it requires "two to tango" - one who should be willing to teach/train/preach/educate/share/impart/transfer (choose the term that makes you happy) and the other who is willing to learn/accept/absorb/improve. AND then a third who thinks all this makes sense (management)... :-)
Just my thoughts and many might differ... ;-)
Cheers,
Surya
From India, Delhi
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Mandeep,
Unless he has self-realization, he wouldn't abide by the punctuality norms. No punishment would work in his case. The trick which would work here is to not take any disciplinary action or say anything to him for at least 1 to 2 months. It is possible that he would start thinking why isn't he been blamed, and that will give him space to act positively and follow the set norms.
Regards,
Sneha
From India
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Unless he has self-realization, he wouldn't abide by the punctuality norms. No punishment would work in his case. The trick which would work here is to not take any disciplinary action or say anything to him for at least 1 to 2 months. It is possible that he would start thinking why isn't he been blamed, and that will give him space to act positively and follow the set norms.
Regards,
Sneha
From India
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