Hello everyone. This is a tricky one and a long read; apologies in advance!
In one of our new manufacturing processes, we employed an experienced operator a couple of years back. His condition was that he would not work in shifts on health grounds.
Since this process was new for the company, we agreed, as having him would save us losses arising out of uncontrolled wastages.
He did a decent job of training new teams on that machine and stabilizing new products. He would often report directly to the MD, bypassing his immediate Production manager, etc., and because of his superior knowledge about the new processes/products, very often he would have more accurate information too. However, as the products stabilized and his seniors also got better knowledge, he started gossiping about the floor's internal issues (often repairable, sometimes not) - to top management. This led to the disintegration of his relations with his immediate colleagues/seniors.
During the four+ years he was with us, he would also get his original increments revised by renegotiating with the top management. Twice with additional Bonuses.
However, during this revision, his demand for more was rejected by his Seniors, and Top Management had to accept the recommendations of the immediate Managers when they were firm that quality will not suffer in case this employee leaves.
After accepting his resignation amicably, during the notice period, again he raised the matter to top management, who yielded to give him a Bonus and retain him. Again, his HODs respectfully and sportingly accepted to take him back on the new terms.
While regularizing the withdrawal of his resignation, again there were some gross misunderstandings. Finally, he walked out in a huff and a poor show on the shop floor.
Now after four months, he has sent feelers through top management that he has realized his mistake and would like to join back. Top Management is convinced that he would add value in quality. The Production Team is not so convinced, but will have to yield to Top Management pressure.
My questions:
1. Should we accept him back?
2. If yes, on what terms?
3. If not, how to put this up to the Top Management?
Would appreciate views - especially of seniors.
Regards,
Kalpana Iyer
From India, Pune
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11In one of our new manufacturing processes, we employed an experienced operator a couple of years back. His condition was that he would not work in shifts on health grounds.
Since this process was new for the company, we agreed, as having him would save us losses arising out of uncontrolled wastages.
He did a decent job of training new teams on that machine and stabilizing new products. He would often report directly to the MD, bypassing his immediate Production manager, etc., and because of his superior knowledge about the new processes/products, very often he would have more accurate information too. However, as the products stabilized and his seniors also got better knowledge, he started gossiping about the floor's internal issues (often repairable, sometimes not) - to top management. This led to the disintegration of his relations with his immediate colleagues/seniors.
During the four+ years he was with us, he would also get his original increments revised by renegotiating with the top management. Twice with additional Bonuses.
However, during this revision, his demand for more was rejected by his Seniors, and Top Management had to accept the recommendations of the immediate Managers when they were firm that quality will not suffer in case this employee leaves.
After accepting his resignation amicably, during the notice period, again he raised the matter to top management, who yielded to give him a Bonus and retain him. Again, his HODs respectfully and sportingly accepted to take him back on the new terms.
While regularizing the withdrawal of his resignation, again there were some gross misunderstandings. Finally, he walked out in a huff and a poor show on the shop floor.
Now after four months, he has sent feelers through top management that he has realized his mistake and would like to join back. Top Management is convinced that he would add value in quality. The Production Team is not so convinced, but will have to yield to Top Management pressure.
My questions:
1. Should we accept him back?
2. If yes, on what terms?
3. If not, how to put this up to the Top Management?
Would appreciate views - especially of seniors.
Regards,
Kalpana Iyer
From India, Pune
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Dear Kalpana,
Please accept him and request the higher management that he should report each and every day about new innovations and developments to his next superior, with a copy to HR and management. If he is yielding fruitful productivity, you can ask him to increase his qualifications to get better promotions. Review his appraisal for six months and decide whether to promote or demote him. As per your words, he can become an asset to the organization if you handle him deliberately.
Thank you.
From India, Vijayawada
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Please accept him and request the higher management that he should report each and every day about new innovations and developments to his next superior, with a copy to HR and management. If he is yielding fruitful productivity, you can ask him to increase his qualifications to get better promotions. Review his appraisal for six months and decide whether to promote or demote him. As per your words, he can become an asset to the organization if you handle him deliberately.
Thank you.
From India, Vijayawada
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Dear Kalpana,
I have read your message in detail. Your question number 2 is the only one that is valid. It seems that you mentioned that questions 1 and 3 are not within your purview.
It's very simple - he has exploited the situation. Management is always concerned about both quality and productivity. In a private management setting, you may not be able to enforce the protocol strictly.
I suggest that you first accept him, showing that you are positive about his re-entry to the company. Then, after some time, consider appointing a deputy for him. This way, he can be monitored directly and indirectly, ensuring he is bound by a virtual rope. This will limit his actions or he may choose to leave without causing any issues.
Best regards,
R MOHAN
From India, Madurai
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I have read your message in detail. Your question number 2 is the only one that is valid. It seems that you mentioned that questions 1 and 3 are not within your purview.
It's very simple - he has exploited the situation. Management is always concerned about both quality and productivity. In a private management setting, you may not be able to enforce the protocol strictly.
I suggest that you first accept him, showing that you are positive about his re-entry to the company. Then, after some time, consider appointing a deputy for him. This way, he can be monitored directly and indirectly, ensuring he is bound by a virtual rope. This will limit his actions or he may choose to leave without causing any issues.
Best regards,
R MOHAN
From India, Madurai
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Hello Kalpana Iyer,
A real-world situation, I would say - something experienced by many managers but not often reported.
First & Foremost, what's YOUR role/position in the whole chain?
Next, like Mohan mentioned, I think he did take advantage of the situation while in service. Not that it's right or wrong, but that's human nature. This is where your top management needs to spruce up in handling the reporting structure/hierarchy. If this guy has been asked to report to the Production Manager, then what's the top management doing taking reports from him - as a regular practice? The top management needs to decide whether they want him to report to them or the Production Manager.
Coming to your current query:
1) If you have any very concrete role in the chain [meaning, if your words are heeded to by those who matter], then please talk to him, or better still, meet him once - you get to know the body language better in a face-to-face interaction. The focal point of your meeting ought to be to judge if what he is now saying ['has realized his mistake and would like to join back'] is the ACTUAL reason. There could be many reasons for such a decision. I have seen cases where the actual reasons are masked out and the answer that's acceptable is usually given.
Incidentally, the very fact of his admission about his mistake indirectly corroborates that he knew very well all along in his earlier stint that he was taking advantage of the situation - could be taken as one pointer to his attitude: very calculative and manipulative when it suits him. It depends on the situation(s) whether such a trait is good or bad for the organization - there can't be a de facto or absolute veto on such aspects.
2) Since you say this would be a critical position, if he is re-inducted, maybe you could run a discreet/informal background check about him at his current employer - could give you more clarity on his intent, either before or after your face-to-face with him.
Once you have completed the above steps, you should have the answer to your first question: to take him back or not.
All your subsequent queries would only follow this stage. Suggest moving one step at a time, instead of jumping the gun, so to say.
Who knows - maybe you COULD get enough information on him to convince your top management that the step wouldn't be in the company's interest? Or you could get some leading answers to your other two queries too, without you having to break your head on them?
Regards,
TS
From India, Hyderabad
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A real-world situation, I would say - something experienced by many managers but not often reported.
First & Foremost, what's YOUR role/position in the whole chain?
Next, like Mohan mentioned, I think he did take advantage of the situation while in service. Not that it's right or wrong, but that's human nature. This is where your top management needs to spruce up in handling the reporting structure/hierarchy. If this guy has been asked to report to the Production Manager, then what's the top management doing taking reports from him - as a regular practice? The top management needs to decide whether they want him to report to them or the Production Manager.
Coming to your current query:
1) If you have any very concrete role in the chain [meaning, if your words are heeded to by those who matter], then please talk to him, or better still, meet him once - you get to know the body language better in a face-to-face interaction. The focal point of your meeting ought to be to judge if what he is now saying ['has realized his mistake and would like to join back'] is the ACTUAL reason. There could be many reasons for such a decision. I have seen cases where the actual reasons are masked out and the answer that's acceptable is usually given.
Incidentally, the very fact of his admission about his mistake indirectly corroborates that he knew very well all along in his earlier stint that he was taking advantage of the situation - could be taken as one pointer to his attitude: very calculative and manipulative when it suits him. It depends on the situation(s) whether such a trait is good or bad for the organization - there can't be a de facto or absolute veto on such aspects.
2) Since you say this would be a critical position, if he is re-inducted, maybe you could run a discreet/informal background check about him at his current employer - could give you more clarity on his intent, either before or after your face-to-face with him.
Once you have completed the above steps, you should have the answer to your first question: to take him back or not.
All your subsequent queries would only follow this stage. Suggest moving one step at a time, instead of jumping the gun, so to say.
Who knows - maybe you COULD get enough information on him to convince your top management that the step wouldn't be in the company's interest? Or you could get some leading answers to your other two queries too, without you having to break your head on them?
Regards,
TS
From India, Hyderabad
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I feel the Management has to decide whether for one member they are prepared to have many unsatisfied members of the team and diluting their confidence. I feel it is the responsibility of the team to ensure that they deliver the results rather than depend on one and make him a hero. He should not be taken back. He will spread more disgruntlement in the company.
Rgs
RKM
From India, Delhi
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Rgs
RKM
From India, Delhi
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Thanks, folks for your contributions.
bharadwajasa1: Yes, the exact reaction of a typical HR person - myself guilty too!
R MOHAN: Yes, a logical and practical middle-ground solution "on paper" - wish things were so simple.
tajsateeth: I am the HR Head and have been involved in this story right from the selection of the candidate. I think R Mohan has made the right observation about the Top Management's ways in a private organization. So this is a reality we have to live with. (1) Met him face to face and totally convinced that the reason is something other than what is expressed! But, he says he will give an apology in writing - can you challenge that as of today? No! He also offered to work in Quality instead of Production if Management decided to. (2) Background check done.
Update: The idea of inducting him in Quality was rejected, as his skills would be lost there. Managed to bring to the notice of the production team to pull up their socks in the first place, so we do not land in a similar situation again, as the company cannot work on one person's skills. But this is a process and may take time. So until they are ready, we together decided that although he says he has realized his mistake, he needs to prove that on the ground level, so we can accept him back on a 3-month trial basis. This decision was communicated to the Top Management, who welcomed this. In fact, they advised me to draft the apology letter myself, mentor him for three months, but at the end of three months, if the team was not satisfied, we can simply throw him out.
Within the team, we decided to appoint a mentor/monitor for him for this 3-month trial so that at the end of the trial, we have a real review. Also, we decided to keep his reporting structured so that any wrong information is not let loose.
When we communicated to him that we would like to go for a three-month trial and could he come down and discuss details of the new arrangements, he flatly refused - alleging that we are not showing enough faith in him! "Why do we need to have a trial? This indicates that we are being vindictive and are trying to influence the top management with negative feedback. He has a job waiting."
...and I am sure this is not the end of the story!
Regards,
Kalpana Iyer
From India, Pune
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bharadwajasa1: Yes, the exact reaction of a typical HR person - myself guilty too!
R MOHAN: Yes, a logical and practical middle-ground solution "on paper" - wish things were so simple.
tajsateeth: I am the HR Head and have been involved in this story right from the selection of the candidate. I think R Mohan has made the right observation about the Top Management's ways in a private organization. So this is a reality we have to live with. (1) Met him face to face and totally convinced that the reason is something other than what is expressed! But, he says he will give an apology in writing - can you challenge that as of today? No! He also offered to work in Quality instead of Production if Management decided to. (2) Background check done.
Update: The idea of inducting him in Quality was rejected, as his skills would be lost there. Managed to bring to the notice of the production team to pull up their socks in the first place, so we do not land in a similar situation again, as the company cannot work on one person's skills. But this is a process and may take time. So until they are ready, we together decided that although he says he has realized his mistake, he needs to prove that on the ground level, so we can accept him back on a 3-month trial basis. This decision was communicated to the Top Management, who welcomed this. In fact, they advised me to draft the apology letter myself, mentor him for three months, but at the end of three months, if the team was not satisfied, we can simply throw him out.
Within the team, we decided to appoint a mentor/monitor for him for this 3-month trial so that at the end of the trial, we have a real review. Also, we decided to keep his reporting structured so that any wrong information is not let loose.
When we communicated to him that we would like to go for a three-month trial and could he come down and discuss details of the new arrangements, he flatly refused - alleging that we are not showing enough faith in him! "Why do we need to have a trial? This indicates that we are being vindictive and are trying to influence the top management with negative feedback. He has a job waiting."
...and I am sure this is not the end of the story!
Regards,
Kalpana Iyer
From India, Pune
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Hello Kalpana Iyer,
Good to have the update. And I think you are right—I'm sure this is not the end of the story!
A couple of further queries:
1) What did your BC bring up? Anything adverse or unexplainable/baffling?
2) You mentioned he left 4 months back. What was he doing in these 4 months?
One aspect strikes me—maybe just a whiff. Nevertheless, in these days, I wouldn't leave such aspects unattended. Did he join any competitor in the past 4 months? I guess you get where I am pointing to.
Purely from the human psychology point of view, if one has truly realized that he/she has made a mistake and wants to genuinely correct it, then he/she would normally also know (except in the case of kids, of course) that he/she would have to prove all over again that the correction has indeed happened and the effort would be wholehearted, full & complete—in which case, your conditions of monitoring/mentoring would have been taken in its stride & considered as a part of the opportunity. A self-righteous stand just doesn't jell with what the guy is outwardly projecting/saying.
Hope you get what I mean.
Regards,
TS
From India, Hyderabad
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Good to have the update. And I think you are right—I'm sure this is not the end of the story!
A couple of further queries:
1) What did your BC bring up? Anything adverse or unexplainable/baffling?
2) You mentioned he left 4 months back. What was he doing in these 4 months?
One aspect strikes me—maybe just a whiff. Nevertheless, in these days, I wouldn't leave such aspects unattended. Did he join any competitor in the past 4 months? I guess you get where I am pointing to.
Purely from the human psychology point of view, if one has truly realized that he/she has made a mistake and wants to genuinely correct it, then he/she would normally also know (except in the case of kids, of course) that he/she would have to prove all over again that the correction has indeed happened and the effort would be wholehearted, full & complete—in which case, your conditions of monitoring/mentoring would have been taken in its stride & considered as a part of the opportunity. A self-righteous stand just doesn't jell with what the guy is outwardly projecting/saying.
Hope you get what I mean.
Regards,
TS
From India, Hyderabad
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Dear TS : Your assessment of the situation has a hit the bull’s eye! Would like to share with you as the plot developes. Regards, Kalpana Iyer
From India, Pune
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From India, Pune
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You are welcome Kalpana Iyer :-) I get a feeling of watching a movie — while reading your comments '.........as the plot develops' — albeit a slow-motion one :-) Rgds, TS
From India, Hyderabad
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From India, Hyderabad
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Hi folks, I want to share an update. I believe everyone involved has gained some takeaways from this episode, which eventually turned out to be positive. This individual has fallen into place, been reintegrated into the organization's main structure, and is now performing well and reporting through proper channels. Although his supervisors are not openly appreciating him, he is no longer a point of contention. I believe even the top management has learned a lesson from this. So, guys, success for HR - at least for the time being :) Cheers!
Regards, Kalpana Iyer
From India, Pune
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Regards, Kalpana Iyer
From India, Pune
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