Hey guys,
At the moment, in our organization, a situation has arisen where an employee working under a newly appointed manager wants a transfer, saying that he cannot respect her as a manager (not due to gender but comparing the knowledge level) and requests a transfer from the management. The management is not sure whether to grant the transfer or not because it might affect the newly appointed manager as she could feel offended. If this employee is not transferred, he might not be productive and could create a negative image of the company.
Any comments or suggestions are highly appreciated.
Cheers,
Azna
From Sri Lanka
Acknowledge(0)
Amend(0)
4At the moment, in our organization, a situation has arisen where an employee working under a newly appointed manager wants a transfer, saying that he cannot respect her as a manager (not due to gender but comparing the knowledge level) and requests a transfer from the management. The management is not sure whether to grant the transfer or not because it might affect the newly appointed manager as she could feel offended. If this employee is not transferred, he might not be productive and could create a negative image of the company.
Any comments or suggestions are highly appreciated.
Cheers,
Azna
From Sri Lanka
Acknowledge(0)Amend(0)
Hi,
It's a very unusual case. I don't know why your company has provided him this much liberty to comment on his superior. Very strange for a reportee to openly discuss the knowledge level of his supervisor, and the management is not taking any action. I agree that the productivity level of that employee may not be very high, but a company should not have this kind of liberal culture. Counsel that employee. As you have mentioned, the Manageress is newly appointed, advise the employee to work with her for a few more months, and then based on the performance of both, make a decision. Let's also hear from other members.
Cheers,
Archna
From India, Delhi
Acknowledge(0)Amend(0)
It's a very unusual case. I don't know why your company has provided him this much liberty to comment on his superior. Very strange for a reportee to openly discuss the knowledge level of his supervisor, and the management is not taking any action. I agree that the productivity level of that employee may not be very high, but a company should not have this kind of liberal culture. Counsel that employee. As you have mentioned, the Manageress is newly appointed, advise the employee to work with her for a few more months, and then based on the performance of both, make a decision. Let's also hear from other members.
Cheers,
Archna
From India, Delhi
Acknowledge(0)Amend(0)
I also agree with Archana. Let the employee work for some more time with the newly appointed managers. By that time, your management will be able to measure the capability of the newly appointed. Then take a decision appropriate to the situation.
Regards,
Sree
From United States
Acknowledge(0)Amend(0)
Regards,
Sree
From United States
Acknowledge(0)Amend(0)
Hi Archana & Sree,
This particular employee emphasizes that he joined the Organization only because he would be working under the same Manager as before where he was able to lean a lot and looking forward to learn more where as he cannot do that with the new Manageress. Also since this is the IT-engineering section, the employees were free and not closely monitored. Even though this person is not a very good “Team Player” he does his job on time which is why the management is contemplating which side they should be on and which decision they should take.
Sort of complex but your comments will be of great help.
Thanks Heaps,
Ashra
From Sri Lanka
Acknowledge(0)Amend(0)
This particular employee emphasizes that he joined the Organization only because he would be working under the same Manager as before where he was able to lean a lot and looking forward to learn more where as he cannot do that with the new Manageress. Also since this is the IT-engineering section, the employees were free and not closely monitored. Even though this person is not a very good “Team Player” he does his job on time which is why the management is contemplating which side they should be on and which decision they should take.
Sort of complex but your comments will be of great help.
Thanks Heaps,
Ashra
From Sri Lanka
Acknowledge(0)Amend(0)
Hi Ashra,
First of all, I am not understanding why you people are very liberal towards that particular employee who just does his job on time. In my opinion, he is not the person to decide where or under whom he has to work. If you take a decision in his favor today, what will happen when tomorrow he or someone else says they are not interested in working under their superior or your MD?
Therefore, HR should have their own decision-making powers in such situations. As Archana suggested earlier, conduct counseling to convince the employee. If he is reluctant, that means it is his attitude problem and he doesn't want to adjust to the situation. You HR people have to make a firm decision against him in consultation with the top management.
Regards,
Sree
From United States
Acknowledge(0)Amend(0)
First of all, I am not understanding why you people are very liberal towards that particular employee who just does his job on time. In my opinion, he is not the person to decide where or under whom he has to work. If you take a decision in his favor today, what will happen when tomorrow he or someone else says they are not interested in working under their superior or your MD?
Therefore, HR should have their own decision-making powers in such situations. As Archana suggested earlier, conduct counseling to convince the employee. If he is reluctant, that means it is his attitude problem and he doesn't want to adjust to the situation. You HR people have to make a firm decision against him in consultation with the top management.
Regards,
Sree
From United States
Acknowledge(0)Amend(0)
Ashra,
When the organization recruited the new manager (I refuse to be sexist and call her manageress), top management obviously felt that irrespective of the gender, she was capable of assuming the responsibilities and duties of the earlier manager.
If she is sufficiently capable, then why should top management reject her? If she is still settling down, allow her another month or two before passing final judgment. If she is proving an obviously bad choice, then top management should immediately look for a replacement.
In either case, is her subordinate in a position to dictate terms to top management? Is her subordinate capable of assessing her merits and demerits in an impersonal and knowledgeable manner? If there is a choice to be made between the two, whom should top management support?
I think both top management and yourself as HR head should take a good hard look at the situation, be genuinely frank about it, and then decide your further action. What do others feel?
Jeroo
From India, Mumbai
Acknowledge(0)Amend(0)
When the organization recruited the new manager (I refuse to be sexist and call her manageress), top management obviously felt that irrespective of the gender, she was capable of assuming the responsibilities and duties of the earlier manager.
If she is sufficiently capable, then why should top management reject her? If she is still settling down, allow her another month or two before passing final judgment. If she is proving an obviously bad choice, then top management should immediately look for a replacement.
In either case, is her subordinate in a position to dictate terms to top management? Is her subordinate capable of assessing her merits and demerits in an impersonal and knowledgeable manner? If there is a choice to be made between the two, whom should top management support?
I think both top management and yourself as HR head should take a good hard look at the situation, be genuinely frank about it, and then decide your further action. What do others feel?
Jeroo
From India, Mumbai
Acknowledge(0)Amend(0)
After posting the above, I came across Sufayan Kazi's contribution in today's CiteHR bulletin :
'When You Love Your Job, But Hate Your Boss
If you love your job, but hate your boss, here are eight ways to cope:
1. Take a look in the mirror.
Sure your boss is a jerk, but maybe you're being a pain-in-the-neck, too. Examine your actions and behavior. Consider what you might be doing to contribute to the problem. Then clean up your act, make nice, and do your best to ignore distractions and concentrate only on the work. Then see if things change.
2. Focus on your boss' needs.
Employees who perform well, make the boss look good and are easy to manage are usually in good graces. Think about what your supervisor wants and needs and how you can provide it. Ask him or her each week: "What can I do to make your job easier?" Focusing on your boss' needs will dissolve any ill feelings he or she may have toward you.
3. Show your worth.
Document your achievements and call them to your supervisor's attention. Keep him or her updated on the status of your important projects and initiatives and offer up new ideas and solutions.
4. Stop disagreeing.
Karyn was constantly butting heads with her boss. She didn't realize it but she disputed every idea he had. When her co-worker pointed this out, Karyn developed a new strategy. During the next staff meeting, each time her boss made a suggestion, she said, "That's a great idea, Bill!" or "I agree, this new system will be a great tool." Surprisingly, Karyn felt better after the meeting and found that her boss responded positively. While she isn't always a "yes man," she has learned to be more agreeable now and then.
5. Get buddies.
Find other sources of support at work. Develop other relationships in the company with people whom you can help and who can help you. Find a mentor whom you can go to for advice and support.
6. Report him (or her).
Talking to your boss' boss or HR is a last resort -- something you should do only after trying to resolve the matter yourself. If you go this route, document your boss' actions and provide evidence such as e-mails, voice mail messages and witnesses. It is often helpful to band with other employees who are having similar problems, so that you won't become branded as "difficult." Warning: This option is risky. Though it can be effective, you may find your days have become numbered. Many whistleblowers have found themselves ousted in the next wave of "restructuring."
7. Get a life.
Don't let problems on the job consume or define you. People who have interests outside work are not only happier, they also make better employees because they're able to put things in perspective and are more productive.
8. Have an exit strategy.
The goal here is to outlast your boss, but it's a good idea to have a contingency plan just in case it's decided that you need to leave first. Your plan should include negotiation strategies for an optimal severance arrangement, as well as a current résumé, names of recruiters and several references. Even if you never have to use it, having an exit strategy will give you a sense of confidence and control, and help you realize that ultimately, you are in charge. '
Tell your disgruntled employee to read this carefully and do what it says.
Jeroo
From India, Mumbai
Acknowledge(0)Amend(0)
'When You Love Your Job, But Hate Your Boss
If you love your job, but hate your boss, here are eight ways to cope:
1. Take a look in the mirror.
Sure your boss is a jerk, but maybe you're being a pain-in-the-neck, too. Examine your actions and behavior. Consider what you might be doing to contribute to the problem. Then clean up your act, make nice, and do your best to ignore distractions and concentrate only on the work. Then see if things change.
2. Focus on your boss' needs.
Employees who perform well, make the boss look good and are easy to manage are usually in good graces. Think about what your supervisor wants and needs and how you can provide it. Ask him or her each week: "What can I do to make your job easier?" Focusing on your boss' needs will dissolve any ill feelings he or she may have toward you.
3. Show your worth.
Document your achievements and call them to your supervisor's attention. Keep him or her updated on the status of your important projects and initiatives and offer up new ideas and solutions.
4. Stop disagreeing.
Karyn was constantly butting heads with her boss. She didn't realize it but she disputed every idea he had. When her co-worker pointed this out, Karyn developed a new strategy. During the next staff meeting, each time her boss made a suggestion, she said, "That's a great idea, Bill!" or "I agree, this new system will be a great tool." Surprisingly, Karyn felt better after the meeting and found that her boss responded positively. While she isn't always a "yes man," she has learned to be more agreeable now and then.
5. Get buddies.
Find other sources of support at work. Develop other relationships in the company with people whom you can help and who can help you. Find a mentor whom you can go to for advice and support.
6. Report him (or her).
Talking to your boss' boss or HR is a last resort -- something you should do only after trying to resolve the matter yourself. If you go this route, document your boss' actions and provide evidence such as e-mails, voice mail messages and witnesses. It is often helpful to band with other employees who are having similar problems, so that you won't become branded as "difficult." Warning: This option is risky. Though it can be effective, you may find your days have become numbered. Many whistleblowers have found themselves ousted in the next wave of "restructuring."
7. Get a life.
Don't let problems on the job consume or define you. People who have interests outside work are not only happier, they also make better employees because they're able to put things in perspective and are more productive.
8. Have an exit strategy.
The goal here is to outlast your boss, but it's a good idea to have a contingency plan just in case it's decided that you need to leave first. Your plan should include negotiation strategies for an optimal severance arrangement, as well as a current résumé, names of recruiters and several references. Even if you never have to use it, having an exit strategy will give you a sense of confidence and control, and help you realize that ultimately, you are in charge. '
Tell your disgruntled employee to read this carefully and do what it says.
Jeroo
From India, Mumbai
Acknowledge(0)Amend(0)
Firstly, it’s not a matter of being on the side of the manager or on the side of the employee. As a HR professional, you are on the side of the company and working in the company’s long term interests.
Secondly, do not deride the employee for being honest. Your employee’s candidness is highly prized as it brings underlying emotive issues out in the open where they can be dealt with. Remember, the employee is not demanding a transfer, just requesting one.
Thirdly, you may force the employee to stay put (until they decide to leave your organization), but keep in mind the negative impact that this will have on the morale of other employees.
Fourthly, your new manager needs to be able to develop the skills of gaining credibility and dealing directly with employee personal issues. The next step may be open and honest communication between the new manager and employee, perhaps facilitated by an experienced HR person well-versed in conflict management.
After meeting with each person individually, organize a joint meeting with the manager and the employee to explore where each is coming from and to brainstorm solutions to the impasse. It is important to make the meeting voluntary whilst emphasizing that talking through the issues will give the best chance of resolution. Our eBook 2 Way Feedback at
http://www.businessperform.com/html/...unication.html
will give you some more tips on how to get employees on side. Good luck!
Vicki Heath
Human Resources Software and Resources
http://www.businessperform.com
From Australia, Melbourne
Acknowledge(0)Amend(0)
Secondly, do not deride the employee for being honest. Your employee’s candidness is highly prized as it brings underlying emotive issues out in the open where they can be dealt with. Remember, the employee is not demanding a transfer, just requesting one.
Thirdly, you may force the employee to stay put (until they decide to leave your organization), but keep in mind the negative impact that this will have on the morale of other employees.
Fourthly, your new manager needs to be able to develop the skills of gaining credibility and dealing directly with employee personal issues. The next step may be open and honest communication between the new manager and employee, perhaps facilitated by an experienced HR person well-versed in conflict management.
After meeting with each person individually, organize a joint meeting with the manager and the employee to explore where each is coming from and to brainstorm solutions to the impasse. It is important to make the meeting voluntary whilst emphasizing that talking through the issues will give the best chance of resolution. Our eBook 2 Way Feedback at
http://www.businessperform.com/html/...unication.html
will give you some more tips on how to get employees on side. Good luck!
Vicki Heath
Human Resources Software and Resources
http://www.businessperform.com
From Australia, Melbourne
Acknowledge(0)Amend(0)
Hi Everyone,
Your comments are really appreciated.
Actually the newly appointed manager was not “recruited”, she was “Promoted” and that’s the reason why this particular employee feels that he cannot work under her since he is far more qualified in the field than her.
But the manager was appointed for her abilities of working hard, working with any one, good communication and most of all the ability to work in a team and help her team achieve which this particular employee lacks.
The request of the transfer was discussed with the employee as well as the manager and both are adamant on their decisions and refuse to budge.
HE says he can’t respect her as a senior due to a lack of qualifications so do not want to report to her.
SHE says she does not want to grant the request since the employees working under her might get a negative impression.
So I need HELP!!!!!
Cheers,
Ashra
From Sri Lanka
Acknowledge(0)Amend(0)
Your comments are really appreciated.
Actually the newly appointed manager was not “recruited”, she was “Promoted” and that’s the reason why this particular employee feels that he cannot work under her since he is far more qualified in the field than her.
But the manager was appointed for her abilities of working hard, working with any one, good communication and most of all the ability to work in a team and help her team achieve which this particular employee lacks.
The request of the transfer was discussed with the employee as well as the manager and both are adamant on their decisions and refuse to budge.
HE says he can’t respect her as a senior due to a lack of qualifications so do not want to report to her.
SHE says she does not want to grant the request since the employees working under her might get a negative impression.
So I need HELP!!!!!
Cheers,
Ashra
From Sri Lanka
Acknowledge(0)Amend(0)
Hi Asra,
It is a critical situation for the company. I agree with Vicki on one thing that we should not decide anything from the Manager's perspective or employee's perspective; the decision should be taken from a company's point of view.
I completely disagree with what Vicki suggested on other things. (No personal grudge, just a difference of opinion) :)
The employee is trying to challenge the decision of the company, which promoted the lady as a manager for various qualities.
I really don't know whether companies give the choice to employees to select their own managers. 🤔
Another thing is, when the employee is not a good team player as mentioned in one of your emails, why give him so much importance?
The Manager is right. If you decide to move the employee, it will leave a negative impression on the newly promoted Manager.
I suggest that HR should speak to other team members who are under that Manager. It will give a clear picture of the management capabilities of the Manager.
Secondly, the person should be counseled and asked to perform their job for some more time under her.
If this is not resolved within another month, try to organize a one-on-one meeting with both the employee and Manager to discuss the key issues without playing dirty on anybody.
Conflict should be resolved by putting yourself in the shoes of others.
Do that, and it will yield really good results.
All the best,
Archna
From India, Delhi
Acknowledge(0)Amend(0)
It is a critical situation for the company. I agree with Vicki on one thing that we should not decide anything from the Manager's perspective or employee's perspective; the decision should be taken from a company's point of view.
I completely disagree with what Vicki suggested on other things. (No personal grudge, just a difference of opinion) :)
The employee is trying to challenge the decision of the company, which promoted the lady as a manager for various qualities.
I really don't know whether companies give the choice to employees to select their own managers. 🤔
Another thing is, when the employee is not a good team player as mentioned in one of your emails, why give him so much importance?
The Manager is right. If you decide to move the employee, it will leave a negative impression on the newly promoted Manager.
I suggest that HR should speak to other team members who are under that Manager. It will give a clear picture of the management capabilities of the Manager.
Secondly, the person should be counseled and asked to perform their job for some more time under her.
If this is not resolved within another month, try to organize a one-on-one meeting with both the employee and Manager to discuss the key issues without playing dirty on anybody.
Conflict should be resolved by putting yourself in the shoes of others.
Do that, and it will yield really good results.
All the best,
Archna
From India, Delhi
Acknowledge(0)Amend(0)
Your friend seems to be having a bloated ego! Who is he to decide whether he has more competence or knowledge? Does he own the company or is he just an employee like the others? What if some other employee raises the same point against him? What will be his reaction? I am sure he will explode!!
Advise him not to be an egoist. This is the time for him to learn and assimilate, not to blow his own trumpet. Advise him to be humble, patient, and let his antenna be on top so that he can receive and assimilate. The journey of life is too long. All such experiences will help him learn to tide over the crisis.
It is said the higher you go, the humbler you should be. Hope your friend will get the message.
Cyril
From India, Nagpur
Acknowledge(0)Amend(0)
Advise him not to be an egoist. This is the time for him to learn and assimilate, not to blow his own trumpet. Advise him to be humble, patient, and let his antenna be on top so that he can receive and assimilate. The journey of life is too long. All such experiences will help him learn to tide over the crisis.
It is said the higher you go, the humbler you should be. Hope your friend will get the message.
Cyril
From India, Nagpur
Acknowledge(0)Amend(0)
Has it been determined if this employee can actually do his job without his old boss around? Is it possible that the old boss was providing hand-holding, and therefore, it appeared that this employee was completing his work on time? Perhaps the best way to test this is to leave him under the new manager and see how he truly performs.
From United States, Willow Springs
Acknowledge(0)Amend(0)
From United States, Willow Springs
Acknowledge(0)Amend(0)
Hi All,
Well, the promotion was the idea of the old boss since the employees reporting to him grew and he wanted another layer created under him to manage one product line so that half of his employees will report to the new manager and the new manager was chosen by him with the approval of the top management.
Even though the newly appointed manager does not have any managerial experience she was a fast learner as well as a team player.
This particular employee’s argument is that the new manager does not possess the technical background needed for the job like he does. He says he could never respect her. He argues she could never know the hardship that he went through since she does not come from the same background. Also he claims he only joined the company since he was inspired by the earlier manager’s managing style.
Currently the management does not want to transfer him because it might have a negative impact on the new manager and they are also contemplating it further because the employee also should be heard; two sides to every story.
A three way discussion ha been held (The earlier manger, the new manager, the employee) but so far the decision is pending.
Thanks for your views…………….anything else you’’’ might wanna add?????
Cheers,
Ashra
From Sri Lanka
Acknowledge(0)Amend(0)
Well, the promotion was the idea of the old boss since the employees reporting to him grew and he wanted another layer created under him to manage one product line so that half of his employees will report to the new manager and the new manager was chosen by him with the approval of the top management.
Even though the newly appointed manager does not have any managerial experience she was a fast learner as well as a team player.
This particular employee’s argument is that the new manager does not possess the technical background needed for the job like he does. He says he could never respect her. He argues she could never know the hardship that he went through since she does not come from the same background. Also he claims he only joined the company since he was inspired by the earlier manager’s managing style.
Currently the management does not want to transfer him because it might have a negative impact on the new manager and they are also contemplating it further because the employee also should be heard; two sides to every story.
A three way discussion ha been held (The earlier manger, the new manager, the employee) but so far the decision is pending.
Thanks for your views…………….anything else you’’’ might wanna add?????
Cheers,
Ashra
From Sri Lanka
Acknowledge(0)Amend(0)
Ashra
You say
" This particular employee’s argument is that the new manager does not possess the technical background needed for the job like he does. He says he could never respect her. He argues she could never know the hardship that he went through since she does not come from the same background. Also he claims he only joined the company since he was inspired by the earlier manager’s managing style. "
You also said earlier
" Actually the newly appointed manager was not “recruited”, she was “Promoted” and that’s the reason why this particular employee feels that he cannot work under her since he is far more qualified in the field than her.
But the manager was appointed for her abilities of working hard, working with any one, good communication and most of all the ability to work in a team and help her team achieve which this particular employee lacks. "
1. You very correctly stated that the new manager was appointed for her abilities of working hard, working with any one, good communication skills and most of all the ability to work in a team and help her team achieve which this particular employee lacks.
If the employee lacks the managerial skill required, obviously he cannot be appointed as a manager, and he should accept that a person better qualified to be a manager has been appointed.
2. Technical qualifications - a manager manages - not does the work of - her subordinates. In today's world, managers manage more senior (in years), better qualified employees in spite of being younger and/or less technically qualified, because they can 'manage', while the former cannot. The manager uses the skills and talents of her more technically qualified senior staff to achieve the orgn.'s goals. That is her job and she should be allowed to execute it.
3. Also, do realise that the employee "says he could never respect her. He argues she could never know the hardship that he went through since she does not come from the same background."
First of all, what does he base 'respect' upon? See my comments above.
Second, while he could be commended for having 'gone through hardship' in spite of coming from a particular 'background', what difference has that made to his abilities? Does he mean that anybody who did not come from the same background as his and faced the same hardships as he did, is NOT competent?
Frankly, I think it is a case of frustrated ambition and intense jealousy.
4. Do also realise that if you pander to his whims, then every other employee will refuse to work for any manager on equally flimsy grounds - and that is going to totally undermine your orgn..
It is better to get rid of one obviously frustrated and disgruntled employee, no matter how highly qualified he is, than to open a Pandora's box of problems if you do not.
Jeroo
From India, Mumbai
Acknowledge(0)Amend(0)
You say
" This particular employee’s argument is that the new manager does not possess the technical background needed for the job like he does. He says he could never respect her. He argues she could never know the hardship that he went through since she does not come from the same background. Also he claims he only joined the company since he was inspired by the earlier manager’s managing style. "
You also said earlier
" Actually the newly appointed manager was not “recruited”, she was “Promoted” and that’s the reason why this particular employee feels that he cannot work under her since he is far more qualified in the field than her.
But the manager was appointed for her abilities of working hard, working with any one, good communication and most of all the ability to work in a team and help her team achieve which this particular employee lacks. "
1. You very correctly stated that the new manager was appointed for her abilities of working hard, working with any one, good communication skills and most of all the ability to work in a team and help her team achieve which this particular employee lacks.
If the employee lacks the managerial skill required, obviously he cannot be appointed as a manager, and he should accept that a person better qualified to be a manager has been appointed.
2. Technical qualifications - a manager manages - not does the work of - her subordinates. In today's world, managers manage more senior (in years), better qualified employees in spite of being younger and/or less technically qualified, because they can 'manage', while the former cannot. The manager uses the skills and talents of her more technically qualified senior staff to achieve the orgn.'s goals. That is her job and she should be allowed to execute it.
3. Also, do realise that the employee "says he could never respect her. He argues she could never know the hardship that he went through since she does not come from the same background."
First of all, what does he base 'respect' upon? See my comments above.
Second, while he could be commended for having 'gone through hardship' in spite of coming from a particular 'background', what difference has that made to his abilities? Does he mean that anybody who did not come from the same background as his and faced the same hardships as he did, is NOT competent?
Frankly, I think it is a case of frustrated ambition and intense jealousy.
4. Do also realise that if you pander to his whims, then every other employee will refuse to work for any manager on equally flimsy grounds - and that is going to totally undermine your orgn..
It is better to get rid of one obviously frustrated and disgruntled employee, no matter how highly qualified he is, than to open a Pandora's box of problems if you do not.
Jeroo
From India, Mumbai
Acknowledge(0)Amend(0)
HR is all about managing people, and open communication is good. But working for a few days and then jumping to the conclusion, "I can't work with so and so..." This attitude is unhealthy for the organization as a whole. Both the candidate and the manager should be called for an informal meeting over coffee, where the issue can be discussed, both parties heard, and then deciding what to be done.
From India, Mumbai
Acknowledge(0)Amend(0)
From India, Mumbai
Acknowledge(0)Amend(0)
Hi,
Well, I think no one can comment on anyone's knowledge. I think the problem is more likely with the junior; otherwise, why would an organization hire that person as a junior? In such a case, it is better to move the person as he might create a problem for himself as well as his senior. This kind of compatibility level between a senior and junior of an organization can create a negative environment in the system, which might lead to unproductive org.
Regards,
Aparna
Acknowledge(0)Amend(0)
Well, I think no one can comment on anyone's knowledge. I think the problem is more likely with the junior; otherwise, why would an organization hire that person as a junior? In such a case, it is better to move the person as he might create a problem for himself as well as his senior. This kind of compatibility level between a senior and junior of an organization can create a negative environment in the system, which might lead to unproductive org.
Regards,
Aparna
Acknowledge(0)Amend(0)
Hi Azna,
Instead of reacting to their complaint, it is high time for HR as well as management to analyze what's wrong with her. I am sure that the ones who are complaining about her cannot be better judges than a recruiter as well as management. But make sure you are not wrong in assessing her abilities from all perspectives.
Hope this is not Greek and Latin to you :).
Regards, Kishore
Acknowledge(0)Amend(0)
Instead of reacting to their complaint, it is high time for HR as well as management to analyze what's wrong with her. I am sure that the ones who are complaining about her cannot be better judges than a recruiter as well as management. But make sure you are not wrong in assessing her abilities from all perspectives.
Hope this is not Greek and Latin to you :).
Regards, Kishore
Acknowledge(0)Amend(0)
Hi Azna,
I think this is not his call. If he thinks his line manager is not good on a knowledge basis, then I think he is wrong because knowledge can be gained at any point in time. For managerial levels, competencies are different from executive levels. It should be the management to check, and of course, he should work with her for at least 6 months because this is enough time for the management and the employee to see her credibility.
You may never know that she might have the conclusion that the employee is not good enough.
Thanks and Regards,
Nilesh
From India, Pune
Acknowledge(0)Amend(0)
I think this is not his call. If he thinks his line manager is not good on a knowledge basis, then I think he is wrong because knowledge can be gained at any point in time. For managerial levels, competencies are different from executive levels. It should be the management to check, and of course, he should work with her for at least 6 months because this is enough time for the management and the employee to see her credibility.
You may never know that she might have the conclusion that the employee is not good enough.
Thanks and Regards,
Nilesh
From India, Pune
Acknowledge(0)Amend(0)
Hi Ashra A very interesting case. Am quite keen in knowing what the orgn. finally decided! Can you let us know? Also, your comments on my earlier post would be welcome. Thanks. Jeroo
From India, Mumbai
Acknowledge(0)Amend(0)
From India, Mumbai
Acknowledge(0)Amend(0)
Hi Azra,
This employee might have the impression that his knowledge in a particular area is better than his manager's knowledge, and that may be true as well. However, if you have hired someone to supervise him, it means the manager must possess better qualities or superior knowledge in other aspects such as the type of projects handled, managerial skills, qualifications, etc. You may try to convince him using similar reasoning.
It is rightly suggested by Archna and all that this liberty should not be given to employees; it is the management that can decide on it. I hope you will be able to resolve this issue successfully.
Badruddin
Acknowledge(0)Amend(0)
This employee might have the impression that his knowledge in a particular area is better than his manager's knowledge, and that may be true as well. However, if you have hired someone to supervise him, it means the manager must possess better qualities or superior knowledge in other aspects such as the type of projects handled, managerial skills, qualifications, etc. You may try to convince him using similar reasoning.
It is rightly suggested by Archna and all that this liberty should not be given to employees; it is the management that can decide on it. I hope you will be able to resolve this issue successfully.
Badruddin
Acknowledge(0)Amend(0)
Hi Azna,
Can you tell me in what department these two people are working - the new lady boss and this wonderful subordinate? What is his job description and what is hers? Please tell me briefly. I can then suggest ideas to help keep both of them in their places.
There are 101 ways of dealing with this situation. I will share at least two ways.
Jeevan
From India, Bangalore
Acknowledge(0)Amend(0)
Can you tell me in what department these two people are working - the new lady boss and this wonderful subordinate? What is his job description and what is hers? Please tell me briefly. I can then suggest ideas to help keep both of them in their places.
There are 101 ways of dealing with this situation. I will share at least two ways.
Jeevan
From India, Bangalore
Acknowledge(0)Amend(0)Hi Jeevan,
I am back to this subject after sometime since we had another issue we had to put this one off for couple of weeks.
The said Manager is now a Manager of one of the two product lines. (The other product line Manager Position is vacant currently since we could not identify anyone suitable to promote as yet)
The said subordinate is a support engineer (So was this lady before her promotion)
They basically work in groups solving client technical problems, trouble shooting, debugging etc.
The main outcome expected is total client satisfaction.
Jeroo, read through your articles as well………..believe me, I am waiting for the outcome too!!!
Cheers,
Ashra
From Sri Lanka
Acknowledge(0)Amend(0)CiteHR is an AI-augmented HR knowledge and collaboration platform, enabling HR professionals to solve real-world challenges, validate decisions, and stay ahead through collective intelligence and machine-enhanced guidance. Join Our Platform.
DECISION MAKING & PROBLEM SOLVING STRATEGIES.ppt