Dear HR Friends,
I work for a not-for-profit organization that works very closely with the government as an AM - HR.
I joined here very recently, and after joining, I found that here HR is only known as HR, but the HR function is known for doing the Admin job. Where I got the job to define the HR function while imparting TnD and more.
I also found two types of people here. One is the old employees, mostly at the senior manager level, who feel that they are the best and are not supposed to work but only to delegate their work to the team while taking credit for themselves. This team is not ready for any change as they feel everything is good, they are comfortable, and they have reached their maximum potential.
The second category is the young team that works under this team with a lot of energy, enthusiasm, and ambition to grow not only professionally but overall.
So, I am finding it difficult to define my KRA now as I am not sure what I should do to make the presence of HR felt while making significant changes in the organization that will lead to its improvement and help everyone grow with it.
One more challenge here is the attitude of senior/old employees resembling that of government officials, which is in dire need of change.
I hope to receive some help and suggestions here so that I can successfully take up this challenge.
From India, Delhi
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I work for a not-for-profit organization that works very closely with the government as an AM - HR.
I joined here very recently, and after joining, I found that here HR is only known as HR, but the HR function is known for doing the Admin job. Where I got the job to define the HR function while imparting TnD and more.
I also found two types of people here. One is the old employees, mostly at the senior manager level, who feel that they are the best and are not supposed to work but only to delegate their work to the team while taking credit for themselves. This team is not ready for any change as they feel everything is good, they are comfortable, and they have reached their maximum potential.
The second category is the young team that works under this team with a lot of energy, enthusiasm, and ambition to grow not only professionally but overall.
So, I am finding it difficult to define my KRA now as I am not sure what I should do to make the presence of HR felt while making significant changes in the organization that will lead to its improvement and help everyone grow with it.
One more challenge here is the attitude of senior/old employees resembling that of government officials, which is in dire need of change.
I hope to receive some help and suggestions here so that I can successfully take up this challenge.
From India, Delhi
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Dear Monalisa,
Your post shows your change orientation, and I appreciate it.
The change that you would like to bring in requires a cultural shift. For this, it has to come from the top. A bottom-up approach will not work in your case. The staff has developed a stubborn attitude because they were allowed to do that. It is not the fault of theirs but of the top management.
As of now, you have only two options. One is to convince the CEO to create a culture of performance. If he/she agrees, then initiate KRAs for everybody and not just yourself.
To convince the CEO, you must tell him that a profit-making organization or otherwise, the efficiency of the staff must be measured. We cannot pay for underperformance.
The second option depends on the first one. If the CEO declines your proposal, then maintain the status quo. Become a part of the system and do not stress yourself.
The third option is to quit the organization; however, for this, you need to work in the present company for at least 2-3 years. You can exercise this option only then.
Thanks,
Dinesh Divekar
From India, Bangalore
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8218Your post shows your change orientation, and I appreciate it.
The change that you would like to bring in requires a cultural shift. For this, it has to come from the top. A bottom-up approach will not work in your case. The staff has developed a stubborn attitude because they were allowed to do that. It is not the fault of theirs but of the top management.
As of now, you have only two options. One is to convince the CEO to create a culture of performance. If he/she agrees, then initiate KRAs for everybody and not just yourself.
To convince the CEO, you must tell him that a profit-making organization or otherwise, the efficiency of the staff must be measured. We cannot pay for underperformance.
The second option depends on the first one. If the CEO declines your proposal, then maintain the status quo. Become a part of the system and do not stress yourself.
The third option is to quit the organization; however, for this, you need to work in the present company for at least 2-3 years. You can exercise this option only then.
Thanks,
Dinesh Divekar
From India, Bangalore
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Thanks a lot.
True, and before I approach the top management, I also need to make them understand and prove on paper, at least, that the change is not going to harm and will not cause any kind of loss, be it monetary, motivational, or resource-wise. But then, before I initiate anything, I need to study the organization and its people thoroughly. Look forward.
BR Monalisa
From India, Delhi
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True, and before I approach the top management, I also need to make them understand and prove on paper, at least, that the change is not going to harm and will not cause any kind of loss, be it monetary, motivational, or resource-wise. But then, before I initiate anything, I need to study the organization and its people thoroughly. Look forward.
BR Monalisa
From India, Delhi
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Dear Dineshji,
Most of the staff, whether young or old, if they have support from top management, will never change. Management looks at their output perspective, and if they achieve it, they will not bother about the attitudes of their safeguarded people. They get away with all deviations. Rules apply only to normal people and not to them.
Hence, what you said is right about quitting the company. We cannot change the management attitude. When they decide to change, it will be too late.
Regards
From India, Hyderabad
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Most of the staff, whether young or old, if they have support from top management, will never change. Management looks at their output perspective, and if they achieve it, they will not bother about the attitudes of their safeguarded people. They get away with all deviations. Rules apply only to normal people and not to them.
Hence, what you said is right about quitting the company. We cannot change the management attitude. When they decide to change, it will be too late.
Regards
From India, Hyderabad
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The only thing you need is to start appreciating and getting involved in meetings and handling work for the young group, as they are energetic. Get involved with them and make them feel that they are more important to the organization than the old employees. You don't need to make any sudden or uncertain changes that will affect your position in the organization. The only thing you need is to value competency and hard work. Just convince your boss to make it.
From Pakistan, Rawalpindi
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From Pakistan, Rawalpindi
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