Hello Vineet,
The fact remains that when there is no vigil people tend to break the rules. I am in a similar industry so I can totally understand your state.
here is what we have done in our company
1) we do regular skip meetings with all the employees (in batches). The agenda is giving the employees updates on what is happening in the company, briefing on a few polices and programs employees can take advantage of and the last 10 - 15 mins is open for query solving and grievances.
I take back that feedback to my team and the respective stakeholders (for whom the grievance was registered) and sort the issues out.
2) we have everything aligned to HR permissions. Any employee who is resigns has to meet the HR. We get to know the real reason and also make a retention pitch. if there is anything we need to sort out with manager we do so as well. Any termination that the manager intiates needs to be supported by documents justifying the separation. We again meet the employee to check if the claims were right or not.
3) It is very important to have policies in place. That will govern the conduct of the employees (at all levels) and any voilation there off will be meted with disciplinary action.
4) you will need to get down to details and dirty your hands a little bit. How many mangers are there, How many people report under each of them, How often people are moved from one manager to other, why such movements take place, what is the performance records of these manager and their employees. How do they take care of their employees welfare. How employees are being exploited? are the budgets alocated for the employee engagements being used rightly? or are managers eating it up?
things get a lot deeper. You will certainly have to spend some time yourself sorting out and studying the actual matter. this looks like a lot more mess than what you are mentioning and the sooner you start cleaning the better.
Appointed a new person under you may not really help as he / she would be new to the compnay and people and can be easily bullied or influenced. So you will have to get down to ground zero yourself. What i suggest is nevertheless appoint someone and ask him/her to shadow you and learn from observation. but your presence is important till such time that things start looking manageable.
I would like to discuss in details about what all employee welfare and management tools and processes we have in place. I am sure it will be of great use to you in such times.
you can contact me on
Good luck and I am sure you will pull it well. And i just hope your spouse understand and supports you. :)
Amrita
From China
12The fact remains that when there is no vigil people tend to break the rules. I am in a similar industry so I can totally understand your state.
here is what we have done in our company
1) we do regular skip meetings with all the employees (in batches). The agenda is giving the employees updates on what is happening in the company, briefing on a few polices and programs employees can take advantage of and the last 10 - 15 mins is open for query solving and grievances.
I take back that feedback to my team and the respective stakeholders (for whom the grievance was registered) and sort the issues out.
2) we have everything aligned to HR permissions. Any employee who is resigns has to meet the HR. We get to know the real reason and also make a retention pitch. if there is anything we need to sort out with manager we do so as well. Any termination that the manager intiates needs to be supported by documents justifying the separation. We again meet the employee to check if the claims were right or not.
3) It is very important to have policies in place. That will govern the conduct of the employees (at all levels) and any voilation there off will be meted with disciplinary action.
4) you will need to get down to details and dirty your hands a little bit. How many mangers are there, How many people report under each of them, How often people are moved from one manager to other, why such movements take place, what is the performance records of these manager and their employees. How do they take care of their employees welfare. How employees are being exploited? are the budgets alocated for the employee engagements being used rightly? or are managers eating it up?
things get a lot deeper. You will certainly have to spend some time yourself sorting out and studying the actual matter. this looks like a lot more mess than what you are mentioning and the sooner you start cleaning the better.
Appointed a new person under you may not really help as he / she would be new to the compnay and people and can be easily bullied or influenced. So you will have to get down to ground zero yourself. What i suggest is nevertheless appoint someone and ask him/her to shadow you and learn from observation. but your presence is important till such time that things start looking manageable.
I would like to discuss in details about what all employee welfare and management tools and processes we have in place. I am sure it will be of great use to you in such times.
you can contact me on
Good luck and I am sure you will pull it well. And i just hope your spouse understand and supports you. :)
Amrita
From China
Dear Amrita,
Thanks for your wonderful suggestion.
I am surely gonna do the same.
Even, I had the same thought that putting a new HR executive in nite shift wont help at all as many had suggested.
Thanks a tonn.
Vineet
From India, Chandigarh
Thanks for your wonderful suggestion.
I am surely gonna do the same.
Even, I had the same thought that putting a new HR executive in nite shift wont help at all as many had suggested.
Thanks a tonn.
Vineet
From India, Chandigarh
i think u should first sort out ur priorities for ur personal life, dont over burden & detoriate ur health,working day & night.Then discuss the issue with authorities who can effect & make changes in organisational structure , command & control. over burdening is not the solution
From Pakistan, Karachi
From Pakistan, Karachi
Hi Vineeth,
I have to say you are in a fix.
Let’s see. The two people who have made good suggestions are Ash and Kavitha.
Can you work two shifts? If not all the days, then a couple of days in a week, at least. In that way you become a visible HR. If this has been going on for a while now, chances are the trust of employees in the HR department is slowly reducing. By seeing you around might be the first change the employees need to see. There might not be a lot in your hands immediately but you have to gain ground slowly.
There is a Theory called “circle of concern - circle of influence” proposed by Stephen Covey.
See, all the advice you are getting from seniors, is subject to how much is in your hands. So first look at what is in your hands. Put all the sensible suggestions you have received in an order of what is in your influence to do. Do that first. You will see that once you have done, you will find that it makes way for others to be possible. Then, work on slowly increasing what you can change.
I have been through a similar situation and I know it will be a slow and tedious process of change; as change always is. All the more so; because the senior operations team, has become used to the flexibility.
It will take a good six months to put things in place. Make sure you don’t loose confidence and heart and get discouraged.
Regards,
Kavitha
From India, Bangalore
I have to say you are in a fix.
Let’s see. The two people who have made good suggestions are Ash and Kavitha.
Can you work two shifts? If not all the days, then a couple of days in a week, at least. In that way you become a visible HR. If this has been going on for a while now, chances are the trust of employees in the HR department is slowly reducing. By seeing you around might be the first change the employees need to see. There might not be a lot in your hands immediately but you have to gain ground slowly.
There is a Theory called “circle of concern - circle of influence” proposed by Stephen Covey.
See, all the advice you are getting from seniors, is subject to how much is in your hands. So first look at what is in your hands. Put all the sensible suggestions you have received in an order of what is in your influence to do. Do that first. You will see that once you have done, you will find that it makes way for others to be possible. Then, work on slowly increasing what you can change.
I have been through a similar situation and I know it will be a slow and tedious process of change; as change always is. All the more so; because the senior operations team, has become used to the flexibility.
It will take a good six months to put things in place. Make sure you don’t loose confidence and heart and get discouraged.
Regards,
Kavitha
From India, Bangalore
Hi Vineeth,
I have to say you are in a fix.
Let’s see. The two people who have made good suggestions are Ash and Kavitha.
Can you work two shifts? If not all the days, then a couple of days in a week, at least. In that way you become a visible HR. If this has been going on for a while now, chances are the trust of employees in the HR department is slowly reducing. By seeing you around might be the first change the employees need to see. There might not be a lot in your hands immediately but you have to gain ground slowly.
There is a Theory called “circle of concern - circle of influence” proposed by Stephen Covey.
See, all the advice you are getting from seniors, is subject to how much is in your hands. So first look at what is in your hands. Put all the sensible suggestions you have received in an order of what is in your influence to do. Do that first. You will see that once you have done, you will find that it makes way for others to be possible. Then, work on slowly increasing what you can change.
I have been through a similar situation and I know it will be a slow and tedious process of change; as change always is. All the more so; because the senior operations team, has become used to the flexibility.
It will take a good six months to put things in place. Make sure you don’t loose confidence and heart and get discouraged.
Regards,
Kavitha
From India, Bangalore
I have to say you are in a fix.
Let’s see. The two people who have made good suggestions are Ash and Kavitha.
Can you work two shifts? If not all the days, then a couple of days in a week, at least. In that way you become a visible HR. If this has been going on for a while now, chances are the trust of employees in the HR department is slowly reducing. By seeing you around might be the first change the employees need to see. There might not be a lot in your hands immediately but you have to gain ground slowly.
There is a Theory called “circle of concern - circle of influence” proposed by Stephen Covey.
See, all the advice you are getting from seniors, is subject to how much is in your hands. So first look at what is in your hands. Put all the sensible suggestions you have received in an order of what is in your influence to do. Do that first. You will see that once you have done, you will find that it makes way for others to be possible. Then, work on slowly increasing what you can change.
I have been through a similar situation and I know it will be a slow and tedious process of change; as change always is. All the more so; because the senior operations team, has become used to the flexibility.
It will take a good six months to put things in place. Make sure you don’t loose confidence and heart and get discouraged.
Regards,
Kavitha
From India, Bangalore
Hello,
The best way to tackle the problem are two in 2 steps
1- you need to make a agenda and call for a meet with the respective team manager and iron out any discrepancies with them regarding following proper laid down procedure and policy here you need to be a little dynamic as well as pragmatic by this you can win over them half your troubles will be gone
2- I suggest you follow a flexi timing like Asha madam suggested you work in UK time that is come in at 1400 hr and 2100hrs by this way you can cover for both the shifts
Cheers
Sanjay
From India, Madras
The best way to tackle the problem are two in 2 steps
1- you need to make a agenda and call for a meet with the respective team manager and iron out any discrepancies with them regarding following proper laid down procedure and policy here you need to be a little dynamic as well as pragmatic by this you can win over them half your troubles will be gone
2- I suggest you follow a flexi timing like Asha madam suggested you work in UK time that is come in at 1400 hr and 2100hrs by this way you can cover for both the shifts
Cheers
Sanjay
From India, Madras
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Office Rule Regulation.doc