Hi All,
I wish to discuss about a situation whereupon a company has hired a couple people in various departments on the same level. They were, then, trained as per company’s requirement and were put on to live work. After a couple of months best performers were identified and promoted as leaders. All the members of the team were also happy with the company’s decision because the performance of selected candidates was unquestionable.
Now the situation takes a turn. Of those four people who got promoted to a leadership position, one male leader and a female leader from two departments became intimate friends over the period of time.
Up till now the management was extremely happy with the performance of all the leaders but ever since these two leaders created a mess between their professional and the personal relationship, things have changed. If I exclude their day to day affair I can summarize the overall issue as follows:
(1) The performance of those two guys has gone down. I am talking about overall performance.
(2) They often become bias for each other for any decision that goes against any of them and they declare open support to each other even if people know that they are not right.
(3) Their mixed up relationship have affected the overall morale of rest of the team
(4) HR Department has tried all the known means including counseling, issue specific discussion, showing their performance chart – which is obviously showing negative trends, and warning them that if things are not improved it is possible that they will be forced step down. But nothing is coming out. Every effort to convince them to separate this mix up has gone to vain.
This is a typical case of male-female friendship but with some less intensity this may also happen in case of male-male friendship. I am sure almost all the organizations may have experienced this type situation and may have tackled it in their own way. I, therefore, invite members’ thoughts on this issue so that we can obtain some hints to have a better control on this specific human behavior.
Philip
From India, Ahmadabad
I wish to discuss about a situation whereupon a company has hired a couple people in various departments on the same level. They were, then, trained as per company’s requirement and were put on to live work. After a couple of months best performers were identified and promoted as leaders. All the members of the team were also happy with the company’s decision because the performance of selected candidates was unquestionable.
Now the situation takes a turn. Of those four people who got promoted to a leadership position, one male leader and a female leader from two departments became intimate friends over the period of time.
Up till now the management was extremely happy with the performance of all the leaders but ever since these two leaders created a mess between their professional and the personal relationship, things have changed. If I exclude their day to day affair I can summarize the overall issue as follows:
(1) The performance of those two guys has gone down. I am talking about overall performance.
(2) They often become bias for each other for any decision that goes against any of them and they declare open support to each other even if people know that they are not right.
(3) Their mixed up relationship have affected the overall morale of rest of the team
(4) HR Department has tried all the known means including counseling, issue specific discussion, showing their performance chart – which is obviously showing negative trends, and warning them that if things are not improved it is possible that they will be forced step down. But nothing is coming out. Every effort to convince them to separate this mix up has gone to vain.
This is a typical case of male-female friendship but with some less intensity this may also happen in case of male-male friendship. I am sure almost all the organizations may have experienced this type situation and may have tackled it in their own way. I, therefore, invite members’ thoughts on this issue so that we can obtain some hints to have a better control on this specific human behavior.
Philip
From India, Ahmadabad
Hi Philip,
How r u????
Nice topic u have given to discuss. bundle of thxs to u.
I will give some points as below:
1) Being a professional, we have to concentrate on professional relation only but it turns into pesonal. Nothing is wrong with this bze first they are human after that professional.......
2) If it turns into personal and affects the company's productivity and environment, pls counselling is required to not to do so. Despite all effort, if they are not bothering, pls take appropriate action as per company policy.
3) If possible, pls transfer such employees into different branch or assign separte sparate work so both will not come into discussion/contact.
4) If possible pls suggest for marraige as early as possible. If they are not listening, pls try to make them separate in other section or unit. It is in case of Male-Female but in case of same gender, don't hesitate to transfer in other units.
5) They are well performers but if they are the cause for damage of company image or productivity etc... pls issue show cause notice based on performance and take appropriate action.
6) I ll sugest a rough way (If we terminate them nothing is wrong in organisational interest).
Welcome to other members for their views.
Regards
Sidheshwar
From India, Bangalore
32How r u????
Nice topic u have given to discuss. bundle of thxs to u.
I will give some points as below:
1) Being a professional, we have to concentrate on professional relation only but it turns into pesonal. Nothing is wrong with this bze first they are human after that professional.......
2) If it turns into personal and affects the company's productivity and environment, pls counselling is required to not to do so. Despite all effort, if they are not bothering, pls take appropriate action as per company policy.
3) If possible, pls transfer such employees into different branch or assign separte sparate work so both will not come into discussion/contact.
4) If possible pls suggest for marraige as early as possible. If they are not listening, pls try to make them separate in other section or unit. It is in case of Male-Female but in case of same gender, don't hesitate to transfer in other units.
5) They are well performers but if they are the cause for damage of company image or productivity etc... pls issue show cause notice based on performance and take appropriate action.
6) I ll sugest a rough way (If we terminate them nothing is wrong in organisational interest).
Welcome to other members for their views.
Regards
Sidheshwar
From India, Bangalore
Well I guess all the points have been mentioned... I shall think and put my views once I get anything..But yeah 100 Points to you sidheshwar. Ramya
From India, Bangalore
From India, Bangalore
Hi Philip,
You tried to get a solution by using all the ways. So, the 6th suggestion of Sidhu's reply is 100% suitable to the given situation. After all, we the HR personnel cannot see the downtrend of performance of any employee for a long time even after they are not bothering our efforts to put them on track.
Regards,
Manju
From India, Hyderabad
You tried to get a solution by using all the ways. So, the 6th suggestion of Sidhu's reply is 100% suitable to the given situation. After all, we the HR personnel cannot see the downtrend of performance of any employee for a long time even after they are not bothering our efforts to put them on track.
Regards,
Manju
From India, Hyderabad
Hi Philip,
Would share these random thought firings that came to mind as I read your thought provoking post.
My view is that perhaps part of this issue has been perpetuated by promoting not based on competencies but rather on performance. Ie the best performer does not necessarily make the best leader. One naturally assumes that those in leadership positions have the intellect to understand the cause and effect of their behavior, on themselves, the team and the organization
Human nature being what it is, you cannot control what constitutes attraction. Often times in NA corporate relationship behaviors are covered in a code of conduct/behavior. This is signed off and agreed to with full understanding of corporate steps that would be mandated should a relationship develop. The onus is on the immediate supervisor to separate the two individuals to differing departments where undue influence cannot be employed.
The corporate image, notwithstanding, should be to deal with the issue of poor performance on an individual basis. Forget about the relationship, it is what it is. Deal with the poor performance and process the issue on the facts not the emotion.
Based on your post, this situation would not be an issue if the performance was strong . While I recognize there are cultural differences, business is business. You will never stop other employees from having an opinion as to what is morally correct based on their value system but clearly what needs to be demonstrated by the organization is action to deal with performance.
If you take the personal relationship out of the equation is still boils down to performance.
Lack of corporate action is what is likely at the root of poor morale. What a corporation permits, they promote. This will not be the last time this situation presents itself and is where strong HR intervention, strategy, policies and processes stand an organization well.
For me the bigger question is why the HR and immediate boss have hesitated in taking the appropriate poor performance action?
I am quite sure I have not added any additional value to this discussion but thank you for allowing my two cents.
JEV
From Canada, Ottawa
Would share these random thought firings that came to mind as I read your thought provoking post.
My view is that perhaps part of this issue has been perpetuated by promoting not based on competencies but rather on performance. Ie the best performer does not necessarily make the best leader. One naturally assumes that those in leadership positions have the intellect to understand the cause and effect of their behavior, on themselves, the team and the organization
Human nature being what it is, you cannot control what constitutes attraction. Often times in NA corporate relationship behaviors are covered in a code of conduct/behavior. This is signed off and agreed to with full understanding of corporate steps that would be mandated should a relationship develop. The onus is on the immediate supervisor to separate the two individuals to differing departments where undue influence cannot be employed.
The corporate image, notwithstanding, should be to deal with the issue of poor performance on an individual basis. Forget about the relationship, it is what it is. Deal with the poor performance and process the issue on the facts not the emotion.
Based on your post, this situation would not be an issue if the performance was strong . While I recognize there are cultural differences, business is business. You will never stop other employees from having an opinion as to what is morally correct based on their value system but clearly what needs to be demonstrated by the organization is action to deal with performance.
If you take the personal relationship out of the equation is still boils down to performance.
Lack of corporate action is what is likely at the root of poor morale. What a corporation permits, they promote. This will not be the last time this situation presents itself and is where strong HR intervention, strategy, policies and processes stand an organization well.
For me the bigger question is why the HR and immediate boss have hesitated in taking the appropriate poor performance action?
I am quite sure I have not added any additional value to this discussion but thank you for allowing my two cents.
JEV
From Canada, Ottawa
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