Hi All,
One of the ways I would suggest is to talk to the person one-on-one. Have him sit in your seat and you take the person's seat. Then, ask him for a solution. I believe that as a human, he is bound to check his behavior or tell you what's wrong with you.
If that doesn't work, just talk to your boss. There's no point in wasting time as that won't solve your problem.
Regards, Santosh Verma.
From India, Bangalore
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4One of the ways I would suggest is to talk to the person one-on-one. Have him sit in your seat and you take the person's seat. Then, ask him for a solution. I believe that as a human, he is bound to check his behavior or tell you what's wrong with you.
If that doesn't work, just talk to your boss. There's no point in wasting time as that won't solve your problem.
Regards, Santosh Verma.
From India, Bangalore
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Hi Indrani,
This is a very common issue that all HR personnel face in their career. You can follow the strategies given by Prashanth and Karuna.
Firstly, be confident and don't consider this as a problem, but take it as a general matter and face it. Before that, you should clearly analyze your views towards the seniors. Be positive and assertive in your points. Seniors were once juniors themselves and are well aware of all these formalities. You need to be more diplomatic. Writing emails and copying their supervisors will not work; it may even complicate things further.
As an HR person, you need to win them over through your professionalism. Talk to them about the policy/rules and explain directly that they should be role models to junior employees. Openly discussing with them in a pleasant manner is the best approach. Following other methods may not be as effective.
Don't approach the conversation directly to the point; have a coffee or engage in general discussion first, then address your issue directly and listen to them clearly. Get the reasons from them why they are reluctant to follow.
In general, there is hardly anyone who will say no if you address them politely. Be assertive rather than aggressive in making your point. Remember, problems are not one way, and solutions work the same way.
I hope you will find a way to resolve this.
All the best.
Usha
From India, Hyderabad
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This is a very common issue that all HR personnel face in their career. You can follow the strategies given by Prashanth and Karuna.
Firstly, be confident and don't consider this as a problem, but take it as a general matter and face it. Before that, you should clearly analyze your views towards the seniors. Be positive and assertive in your points. Seniors were once juniors themselves and are well aware of all these formalities. You need to be more diplomatic. Writing emails and copying their supervisors will not work; it may even complicate things further.
As an HR person, you need to win them over through your professionalism. Talk to them about the policy/rules and explain directly that they should be role models to junior employees. Openly discussing with them in a pleasant manner is the best approach. Following other methods may not be as effective.
Don't approach the conversation directly to the point; have a coffee or engage in general discussion first, then address your issue directly and listen to them clearly. Get the reasons from them why they are reluctant to follow.
In general, there is hardly anyone who will say no if you address them politely. Be assertive rather than aggressive in making your point. Remember, problems are not one way, and solutions work the same way.
I hope you will find a way to resolve this.
All the best.
Usha
From India, Hyderabad
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Hi all,
This is a very interesting topic. I have a similar problem. I am working in an IT software company, and people generally leave late, probably by 8:30 PM or so. The next morning, they (mostly a few select employees) come in late to the office, i.e., half an hour late. Although we do not have any hard and fast rules for any kind of deduction to be made if they arrive late, so they have made a routine of coming in late. I have conducted sessions related to the same, but they said, "Ma'am, we normally leave late for the day, and now we want some flexibility in time." Considering this, I have not taken any action. However, the issue remains the same – they are still late, and I want them to come on time. Can anyone guide me on what I should do in this situation?
I have conducted sessions for those specific employees, but the result has been nothing... as I don't take any action since they claim they leave late by 2 hours or 3 hours later than usual almost daily, but I want my employees to arrive on time.
GUIDE ME... 🤔
Nidhi (HR Executive)
From India, New Delhi
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This is a very interesting topic. I have a similar problem. I am working in an IT software company, and people generally leave late, probably by 8:30 PM or so. The next morning, they (mostly a few select employees) come in late to the office, i.e., half an hour late. Although we do not have any hard and fast rules for any kind of deduction to be made if they arrive late, so they have made a routine of coming in late. I have conducted sessions related to the same, but they said, "Ma'am, we normally leave late for the day, and now we want some flexibility in time." Considering this, I have not taken any action. However, the issue remains the same – they are still late, and I want them to come on time. Can anyone guide me on what I should do in this situation?
I have conducted sessions for those specific employees, but the result has been nothing... as I don't take any action since they claim they leave late by 2 hours or 3 hours later than usual almost daily, but I want my employees to arrive on time.
GUIDE ME... 🤔
Nidhi (HR Executive)
From India, New Delhi
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Indrani,
It's not only a common problem, but somehow we Indians are like this. When we are empowered with power, we start behaving like stupid kings who know about their state, but they don't know: 1) how many cities it has, 2) what the size of the population is, 3) how people are behaving in a particular area, 4) what their requirements are, 5) whether their plans are worth executing or not.
There are many fields that can be discussed, but employees who are straightforward will never face any problems in life. Just keep reminding them about the official policies. Even if they turn into foes for you, use your smile and say it's part of the job.
With Regards, Om Prakash
From India, Vadodara
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It's not only a common problem, but somehow we Indians are like this. When we are empowered with power, we start behaving like stupid kings who know about their state, but they don't know: 1) how many cities it has, 2) what the size of the population is, 3) how people are behaving in a particular area, 4) what their requirements are, 5) whether their plans are worth executing or not.
There are many fields that can be discussed, but employees who are straightforward will never face any problems in life. Just keep reminding them about the official policies. Even if they turn into foes for you, use your smile and say it's part of the job.
With Regards, Om Prakash
From India, Vadodara
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Hi,
The problem you are facing is faced by most HR professionals. We can't dictate or force them to follow the rules. Instead, we can explain to them the importance of following rules and regulations. It's crucial to be friendly and polite while explaining this, as otherwise, you may end up hurting their ego. If they still don't comply, then enforcement may be necessary. I have examples where new HR employees were asked to quit for seemingly unrelated reasons, when in reality, the issue was that they were strict with policies and tried to enforce them on senior management. This caused problems for them and led to their resignation. So, it's important to be cautious and handle the situation delicately.
Thanks,
Pallavi
From India, Mumbai
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The problem you are facing is faced by most HR professionals. We can't dictate or force them to follow the rules. Instead, we can explain to them the importance of following rules and regulations. It's crucial to be friendly and polite while explaining this, as otherwise, you may end up hurting their ego. If they still don't comply, then enforcement may be necessary. I have examples where new HR employees were asked to quit for seemingly unrelated reasons, when in reality, the issue was that they were strict with policies and tried to enforce them on senior management. This caused problems for them and led to their resignation. So, it's important to be cautious and handle the situation delicately.
Thanks,
Pallavi
From India, Mumbai
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Nidhi,
If you are in IT, you need to have flexible timings. You cannot have hardcore rules when it comes to timing. They know their work schedules and deliverables. When you have flexible timings, they feel comfortable.
In our office, we follow the same. So be with people.
Thanks,
Usha
From India, Hyderabad
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If you are in IT, you need to have flexible timings. You cannot have hardcore rules when it comes to timing. They know their work schedules and deliverables. When you have flexible timings, they feel comfortable.
In our office, we follow the same. So be with people.
Thanks,
Usha
From India, Hyderabad
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Hi
I will focus my response to the problem of signing the muster - this is one of the areas where I had some success.
I sent out a circular citing the need of signing the muster as follows:
"We have noticed that, many staff does not sign the muster regularly. This has been pointed out in a recent inspection by the Shop & Establishment Inspector as an error. While we have avoided a legal notice from the inspector this time, we may not be so fortunate in future.
Therefore I request all of you to sign the Attendance register on daily basis. For those of you, who will be traveling / going on leave, please ensure that you inform us by email in advance, so that we can make the necessary remarks in the muster.
I request all HODs to ensure that their team adheres to the above"
Some additional details mentioned were :
a. Please mention the “In Time” in the muster when you reach office in the morning.
b. Any employee reaching the office after 12 p.m. will be marked half day leave. This would not be applicable for those working through the night on the previous day.
c. All employees are required to mention the “time out” when they leave office for the day in a separate register being provided.
d. Any employee wishing to leave the office before 6 p.m. will need the permission of his / her reporting manager in writing. This should be informed to HR.
Any employee who doesn’t sign the muster when they reach office will be marked Absent and will accordingly lose one day leave or salary (based on available leave balance).
To enforce this, we marked defaulters in the muster in pencil. This created some noise initially to which I coolly told them that since they had not informed HR/Admin, we made the remarks. We also cited other departments who had started following the policy.
We did not have to actually deduct leave, but the action of making remarks in the muster worked wonders. It is also important that you have the support of your own manager when implementing any policy.
Hope this helps!
Regards
Ryan
From India, Mumbai
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I will focus my response to the problem of signing the muster - this is one of the areas where I had some success.
I sent out a circular citing the need of signing the muster as follows:
"We have noticed that, many staff does not sign the muster regularly. This has been pointed out in a recent inspection by the Shop & Establishment Inspector as an error. While we have avoided a legal notice from the inspector this time, we may not be so fortunate in future.
Therefore I request all of you to sign the Attendance register on daily basis. For those of you, who will be traveling / going on leave, please ensure that you inform us by email in advance, so that we can make the necessary remarks in the muster.
I request all HODs to ensure that their team adheres to the above"
Some additional details mentioned were :
a. Please mention the “In Time” in the muster when you reach office in the morning.
b. Any employee reaching the office after 12 p.m. will be marked half day leave. This would not be applicable for those working through the night on the previous day.
c. All employees are required to mention the “time out” when they leave office for the day in a separate register being provided.
d. Any employee wishing to leave the office before 6 p.m. will need the permission of his / her reporting manager in writing. This should be informed to HR.
Any employee who doesn’t sign the muster when they reach office will be marked Absent and will accordingly lose one day leave or salary (based on available leave balance).
To enforce this, we marked defaulters in the muster in pencil. This created some noise initially to which I coolly told them that since they had not informed HR/Admin, we made the remarks. We also cited other departments who had started following the policy.
We did not have to actually deduct leave, but the action of making remarks in the muster worked wonders. It is also important that you have the support of your own manager when implementing any policy.
Hope this helps!
Regards
Ryan
From India, Mumbai
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Dear Chakraborty,
Good morning,
This issue is found in every old organization, and being an HR professional, we have to face it. The change in attitude of a group takes time. As I have read the comments given by my friends, you win them (particular group members) and share their personal problems. If possible, you help them.
At present, the employer wants profits, a healthy environment, good work culture, and no IR issues. In this situation, definitely, the position of HR will be strong. This is a challenge for HR. You can arrange trainings on change in attitude for organizational development, effectiveness of good practices, etc. I hope that you will be successful.
Have a nice day.
Lalit Kumar Gupta
From India, Lucknow
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Good morning,
This issue is found in every old organization, and being an HR professional, we have to face it. The change in attitude of a group takes time. As I have read the comments given by my friends, you win them (particular group members) and share their personal problems. If possible, you help them.
At present, the employer wants profits, a healthy environment, good work culture, and no IR issues. In this situation, definitely, the position of HR will be strong. This is a challenge for HR. You can arrange trainings on change in attitude for organizational development, effectiveness of good practices, etc. I hope that you will be successful.
Have a nice day.
Lalit Kumar Gupta
From India, Lucknow
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Hi Usha I know i need to be flexible but My Immediate superior wants me make the people come on Time? i want to be flexible but I have to check my duties also at the same time...? Nidhi
From India, New Delhi
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From India, New Delhi
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Yes, we HR professionals need to tackle such problems tactfully, but it also requires good support from top management. When I was the HR manager in my company, I faced similar challenges when I first started. I brought these issues to the attention of top management, and they made efforts to address some of them gradually, assigning others to me for resolution. Initially, I allowed the top management to take the lead, demonstrating their support. Subsequently, I assumed responsibility and received positive feedback from senior colleagues. While there was initially some resistance and discontent, things have improved over time. These senior colleagues now see me more as a friend than as an adversary.
I encourage you to revisit your top management and communicate your concerns, approaching the situation strategically rather than impulsively. In such cases, the focus should be on achieving results rather than the methods employed.
Mitr_2008
From India, Hyderabad
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I encourage you to revisit your top management and communicate your concerns, approaching the situation strategically rather than impulsively. In such cases, the focus should be on achieving results rather than the methods employed.
Mitr_2008
From India, Hyderabad
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