Hello Seniors,
I need your help.
As I am working with a domestic BPO i.e. data entry back end. In my organization structure there is very less age difference between operators, supervisor and team leaders. And juniors are not giving proper respect their respective superior. I spoke to my employees many times but they are not improving their behavior.
what should I do in this case. Please guide me.
Thanks
Shobhana Bhati
HR
From India, Pune
1I need your help.
As I am working with a domestic BPO i.e. data entry back end. In my organization structure there is very less age difference between operators, supervisor and team leaders. And juniors are not giving proper respect their respective superior. I spoke to my employees many times but they are not improving their behavior.
what should I do in this case. Please guide me.
Thanks
Shobhana Bhati
HR
From India, Pune
Dear Shobhana,
Juniors do not give respect to seniors because of the following reasons:
a) Excessive informal attitude of seniors. BPO companies insist on informal culture. So this is the other side of the culture of what you promote.
b) Seniors do not know what to talk and what not to talk in front of juniors. They could be criticising weak side of organisation in front of juniors.
c) Your organisation could be led by one single person. There could be heavy centralisation of power. So for anybody and everybody that one single person is important and others are not at all important.
d) Rampant politics in the organisation.
e) Lack of training to newly joined employees. Start training on business etiquettes and how to maintain professional relationship.
f) Seniors do not have any authority to speak of. They depend on their managers too much. This belittles the position of team leaders. Juniors could be thinking why to deal with this "powerless' person?
g) Managers, HODs deal directly with junior. This bypassing reduces value of the supervisors or team leaders in between.
h) Instead of you talking to employees, your CEO or COO should pass a circular on code of conduct in the office. Always shoot a bullet but ensure that the gun is on someone's shoulder and this someone should be highly senior.
i) Deal violation of code of conduct seriously. Your CEO or COO should take some person on task. When this happens then only juniors will start respecting seniors.
Thanks,
Dinesh V Divekar
Beware of false knowledge; it is more dangerous than ignorance.
From India, Bangalore
Juniors do not give respect to seniors because of the following reasons:
a) Excessive informal attitude of seniors. BPO companies insist on informal culture. So this is the other side of the culture of what you promote.
b) Seniors do not know what to talk and what not to talk in front of juniors. They could be criticising weak side of organisation in front of juniors.
c) Your organisation could be led by one single person. There could be heavy centralisation of power. So for anybody and everybody that one single person is important and others are not at all important.
d) Rampant politics in the organisation.
e) Lack of training to newly joined employees. Start training on business etiquettes and how to maintain professional relationship.
f) Seniors do not have any authority to speak of. They depend on their managers too much. This belittles the position of team leaders. Juniors could be thinking why to deal with this "powerless' person?
g) Managers, HODs deal directly with junior. This bypassing reduces value of the supervisors or team leaders in between.
h) Instead of you talking to employees, your CEO or COO should pass a circular on code of conduct in the office. Always shoot a bullet but ensure that the gun is on someone's shoulder and this someone should be highly senior.
i) Deal violation of code of conduct seriously. Your CEO or COO should take some person on task. When this happens then only juniors will start respecting seniors.
Thanks,
Dinesh V Divekar
Beware of false knowledge; it is more dangerous than ignorance.
From India, Bangalore
Excellent reply from Mr. Dinesh. A culture that gives respect and promotes HUMAN VALUES/ETHICS, follows DISCIPLINARY STANDARDS, adheres to ORGANISATIONAL WORKCULTURE and more can only help employees to behave NORMALLY/POLITELY/KINDLY/PROFESSIONALLY.
Any organisation practicing "LANGUAGE OF REQUEST" will never scope for "LANGUAGE OF COMMAND". Its a part of EFFECTIVE & PRODUCTIVE COMMUNICATION SKILLS building HEALTHY EMPLOYEE RELATIONSHIPS @ ALL LEVELS
But still, i would like to know the major root cause from Mr. Shobhana Bhati, since you are an HR, only in case if there a point missed by Mr. Dinesh and myself.
With profound regards
From India, Chennai
Any organisation practicing "LANGUAGE OF REQUEST" will never scope for "LANGUAGE OF COMMAND". Its a part of EFFECTIVE & PRODUCTIVE COMMUNICATION SKILLS building HEALTHY EMPLOYEE RELATIONSHIPS @ ALL LEVELS
But still, i would like to know the major root cause from Mr. Shobhana Bhati, since you are an HR, only in case if there a point missed by Mr. Dinesh and myself.
With profound regards
From India, Chennai
A wonderful answer given by Mr. Dinesh ..
Thats really gonna help all HR buddies in a way to improve their organization.
Perfectly explained...!!
Thanks for such a nice presentation Dinesh ji. :)
Regards,
Kirti
From India, Delhi
Thats really gonna help all HR buddies in a way to improve their organization.
Perfectly explained...!!
Thanks for such a nice presentation Dinesh ji. :)
Regards,
Kirti
From India, Delhi
Hi Dinesh sir, Thaks alot for your reply. We also facing the same problem in my organization. Your reply is very helpful to us.
From India, Vijayawada
From India, Vijayawada
Dear Shobhana,
One more reason is that the youngster have the high ambition to achieve and want to go up the career ladder in a short time. This happened to me,as I am working in a British BPO. The juniors have [B]direct access to Top Management and by their polite attitude and pretense create a strong [/B]impression in the minds of TMT. TMT also not bothered about consulting the seniors in many cases and it doesn't occur to them there is a protocol which should be followed!!This leads to their indifferent attitude towards seniors.
Juniors attitude is achieve the goal anyhow and are not bothered about scruples! For a sensitive minded seniors, it affects! The best thing would be to ignore them and concentrate on your work and show your true worth, superior knowledge and skill. They will come around. This has happened to me.
M.J. SUBRAMANYAM, BANGALORE
From India, Bangalore
One more reason is that the youngster have the high ambition to achieve and want to go up the career ladder in a short time. This happened to me,as I am working in a British BPO. The juniors have [B]direct access to Top Management and by their polite attitude and pretense create a strong [/B]impression in the minds of TMT. TMT also not bothered about consulting the seniors in many cases and it doesn't occur to them there is a protocol which should be followed!!This leads to their indifferent attitude towards seniors.
Juniors attitude is achieve the goal anyhow and are not bothered about scruples! For a sensitive minded seniors, it affects! The best thing would be to ignore them and concentrate on your work and show your true worth, superior knowledge and skill. They will come around. This has happened to me.
M.J. SUBRAMANYAM, BANGALORE
From India, Bangalore
thank you so much for your valuable reply... since long i have not checked my Cite HR account hence cud not reply to you.
From India, Pune
From India, Pune
Dear Shobhana Bhati,
It has taken seven years and eight months to give acknowledgement to the replies of the members of this forum. You sought help and then forgot those who had helped you! You as an HR professional, how do you justify this?
In Jul 2012 or in the year 2017, you had raised queries but that time you had forgotten to acknowledge the help given by others.
God save the HR fraternity!
Thanks,
Dinesh Divekar
From India, Bangalore
It has taken seven years and eight months to give acknowledgement to the replies of the members of this forum. You sought help and then forgot those who had helped you! You as an HR professional, how do you justify this?
In Jul 2012 or in the year 2017, you had raised queries but that time you had forgotten to acknowledge the help given by others.
God save the HR fraternity!
Thanks,
Dinesh Divekar
From India, Bangalore
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