Dear All,
I am working in a HR department of an educational institute. The staff here consists of non-teaching and teaching staff. The problem which is being faced here is of lack of coordination and cooperation between both the set of members.
The teaching staff carry their own ego and thus they do not value and involve others (non-teaching) as a part of their own team. And non-teaching staff obviously think themselves separate from teaching staff. Due to this two separate teams are formed in the organization - Non teaching staff & teaching staff.
Now the challenge for us (HR dept) is to change the attitude of both the teams towards each other. Also to create an atmosphere where both the teams treat themselves as one and part of the organization ultimately leading to better work environment.
Seeking your suggestions here.....
Thanks & Regards,
Niharika
From India, Bhopal
1I am working in a HR department of an educational institute. The staff here consists of non-teaching and teaching staff. The problem which is being faced here is of lack of coordination and cooperation between both the set of members.
The teaching staff carry their own ego and thus they do not value and involve others (non-teaching) as a part of their own team. And non-teaching staff obviously think themselves separate from teaching staff. Due to this two separate teams are formed in the organization - Non teaching staff & teaching staff.
Now the challenge for us (HR dept) is to change the attitude of both the teams towards each other. Also to create an atmosphere where both the teams treat themselves as one and part of the organization ultimately leading to better work environment.
Seeking your suggestions here.....
Thanks & Regards,
Niharika
From India, Bhopal
Well it seems you will require training them by some professionals... attitude is something which has to come within themselves.. but ya training does help a lot
From India
From India
Dear Niharika,
I beg to differ with Vilok. Training is not a solution for the present situation.
Large number of times I have written in various posts that training is not panacea for organisational problems. As I see, this is the failure of leadership. It is the laid-back leadership that has allowed things to come to such a pass. Real malaise lies there. Unless you fix it, you cannot settle this tug of war.
First solution is that leadership should understand what problem organisation is facing. Leader can call everybody together and address them what are the problems. What is the cost involved because of the tussle between teaching and non-teaching staff. Secondly, is image of education institution getting eroded because of this tussle? Leader must involve with teaching as well as non-teaching staff. His/her involvement with everyone will solve the problem.
Leader is a weaver. Leader weaves people. The quality of the design on the fabric vindicates the quality of leadership.
Ok...
Dinesh V Divekar
Management & Behavioural Training Consultant
From India, Bangalore
I beg to differ with Vilok. Training is not a solution for the present situation.
Large number of times I have written in various posts that training is not panacea for organisational problems. As I see, this is the failure of leadership. It is the laid-back leadership that has allowed things to come to such a pass. Real malaise lies there. Unless you fix it, you cannot settle this tug of war.
First solution is that leadership should understand what problem organisation is facing. Leader can call everybody together and address them what are the problems. What is the cost involved because of the tussle between teaching and non-teaching staff. Secondly, is image of education institution getting eroded because of this tussle? Leader must involve with teaching as well as non-teaching staff. His/her involvement with everyone will solve the problem.
Leader is a weaver. Leader weaves people. The quality of the design on the fabric vindicates the quality of leadership.
Ok...
Dinesh V Divekar
Management & Behavioural Training Consultant
From India, Bangalore
Thanks for your response Vilok & Dinesh. :)
Training is one area where we are trying to make ppl realize about this by some real life examples.
The leaders of the organization also got feel of this problem and they tried to address it in their sessions as well. But I feel that such one or two sessions in three to four months is not bringing any major change. The group/mob behaviour is too strong. I think some day to day steps needs to be taken to fix it up.
What's is your take.
Niharika
From India, Bhopal
Training is one area where we are trying to make ppl realize about this by some real life examples.
The leaders of the organization also got feel of this problem and they tried to address it in their sessions as well. But I feel that such one or two sessions in three to four months is not bringing any major change. The group/mob behaviour is too strong. I think some day to day steps needs to be taken to fix it up.
What's is your take.
Niharika
From India, Bhopal
first u belive in urself. why change is required? How their family wards will be benefits.On the other hand technology is at cuttting edge. we have update our skill,knowledge,attitude,passions and well to accept new trends.try to traget small group first.then see their reactions.
all the best
s.k.verma
From India, Mumbai
all the best
s.k.verma
From India, Mumbai
Hi Niharika,
I have been a part of such educational institute so i can well understand your problem. The various ways you can overcome this problem is by trying one or more of these steps regularly:-
1. Since the Teaching staff are senior, more educated, this initiative has to be started by them first. They should treat the nt staff with respect. They have to be told this.
2. The NT Staff have to be told repeatedly that their contribution to the success of the institute is equally important.
3. You can have a monthly tea party/forum where both T and NT staff get together and celebrate birthdays etc.
4. Find out who are the 'Union' leaders in both the groups and speak to them separately.
5. The institute management also have to consciously avoid making this differentiation which they tend to do it several times through various means including lack of sufficient pay to NT Staff.
6. Since you represent the Face of the Institute to the NT Staff, you yourself should treat them with respect, dignity and keep motivating and appreciating their work.
7. Whenever some NT Staff does some extraordinary work/ assignment make sure that they are given some nice incentives publicly.
8. Make sure that the students too treat the NT Staff with proper respect and take action against anyone who violates this rule.
9. Call the entire NT Staff for a meeting everymonth and ask them for their problems etc.
I think you can try these suggestions and I am sure you will find a change.
From India, Delhi
I have been a part of such educational institute so i can well understand your problem. The various ways you can overcome this problem is by trying one or more of these steps regularly:-
1. Since the Teaching staff are senior, more educated, this initiative has to be started by them first. They should treat the nt staff with respect. They have to be told this.
2. The NT Staff have to be told repeatedly that their contribution to the success of the institute is equally important.
3. You can have a monthly tea party/forum where both T and NT staff get together and celebrate birthdays etc.
4. Find out who are the 'Union' leaders in both the groups and speak to them separately.
5. The institute management also have to consciously avoid making this differentiation which they tend to do it several times through various means including lack of sufficient pay to NT Staff.
6. Since you represent the Face of the Institute to the NT Staff, you yourself should treat them with respect, dignity and keep motivating and appreciating their work.
7. Whenever some NT Staff does some extraordinary work/ assignment make sure that they are given some nice incentives publicly.
8. Make sure that the students too treat the NT Staff with proper respect and take action against anyone who violates this rule.
9. Call the entire NT Staff for a meeting everymonth and ask them for their problems etc.
I think you can try these suggestions and I am sure you will find a change.
From India, Delhi
Dear ,
At first you will have to give them realisation that we are the part of organisation by conducting meeting with both. how this behaviour are affecting on our organisation? what are the our personal loss? like if we are not working combinely then organisation will not grow and if there is no organisation growth how will increase our salary?
let them to think
From India, Pune
At first you will have to give them realisation that we are the part of organisation by conducting meeting with both. how this behaviour are affecting on our organisation? what are the our personal loss? like if we are not working combinely then organisation will not grow and if there is no organisation growth how will increase our salary?
let them to think
From India, Pune
dear niharika
I agree with divekar... first it has to be top down.. secondly.. motivational training is must... finally... create a crisis.... create a mock crisis with the help of leadership and with out the knowledge of the staff... use the crisis to unit the team... crisis situaiton in your case could be .. upcoming competition.. etc... drop in students intake or some compalint by students parents etc.. you need to hit the ship hard to divert its course ... but dont hit so hard that it breaks..!!! you can contact me at 09225901625... for any discussions..
From India, Rajkot
I agree with divekar... first it has to be top down.. secondly.. motivational training is must... finally... create a crisis.... create a mock crisis with the help of leadership and with out the knowledge of the staff... use the crisis to unit the team... crisis situaiton in your case could be .. upcoming competition.. etc... drop in students intake or some compalint by students parents etc.. you need to hit the ship hard to divert its course ... but dont hit so hard that it breaks..!!! you can contact me at 09225901625... for any discussions..
From India, Rajkot
KRA needs to be set for both the function in line with the institute goal and which is interlink, sure their attitude will change. Also create a platform like "critic sessions" where people can raise their concerns with each other and get it sorted out same time.
From India, Mumbai
From India, Mumbai
Hello Niharika,
My thoughts resonate with those of Mr Sastry.
A two day 'Outbound Team Building' program will certainly be a very powerful step in setting up the stage for bringing about the desired change. This will need to be sustained with small, regular and effective employee engagement initiatives for further driving home the change. A small Leadership Program for members of the leadership team will also go a long way in making the organization stronger.
Preferably, some members of the leadership team should attend the outbound program.
We conduct outbound team building programs and leadership programs across the country and would be happy to partner in such an initiative.
Warm Regards,
Lt Col ( Retd) Sumant Khare
Gateway to Experiential Learning
Gurgaon, India.
NVision | Learning and Development
M : 9650052490
T : 0124-4206665
From India, New Delhi
My thoughts resonate with those of Mr Sastry.
A two day 'Outbound Team Building' program will certainly be a very powerful step in setting up the stage for bringing about the desired change. This will need to be sustained with small, regular and effective employee engagement initiatives for further driving home the change. A small Leadership Program for members of the leadership team will also go a long way in making the organization stronger.
Preferably, some members of the leadership team should attend the outbound program.
We conduct outbound team building programs and leadership programs across the country and would be happy to partner in such an initiative.
Warm Regards,
Lt Col ( Retd) Sumant Khare
Gateway to Experiential Learning
Gurgaon, India.
NVision | Learning and Development
M : 9650052490
T : 0124-4206665
From India, New Delhi
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