Hello Experts,
I am working with an IT company as an independent HR professional. It is a small company with a team of 40 employees specializing in various IT technologies. We maintain a relaxed approach with our employees in order to retain them. We strive to manage them effectively and provide equal opportunities to all. However, there are a few emerging issues that neither I nor the management are aware of, as employees are discussing them with their respective clients instead of bringing them to HR. Handling and resolving such grievances falls within my responsibilities, and employees should approach me with these concerns. I seek assistance in identifying the root of this problem.
I kindly request expert advice on how to analyze these grievances and establish an approach that encourages employees to come to me for issue resolution.
From India, Chandigarh
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I am working with an IT company as an independent HR professional. It is a small company with a team of 40 employees specializing in various IT technologies. We maintain a relaxed approach with our employees in order to retain them. We strive to manage them effectively and provide equal opportunities to all. However, there are a few emerging issues that neither I nor the management are aware of, as employees are discussing them with their respective clients instead of bringing them to HR. Handling and resolving such grievances falls within my responsibilities, and employees should approach me with these concerns. I seek assistance in identifying the root of this problem.
I kindly request expert advice on how to analyze these grievances and establish an approach that encourages employees to come to me for issue resolution.
From India, Chandigarh
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Dear Navjot,
After reading your post, it can be deduced that the following are your problems:
a) Your leadership has not made conscious efforts to build organizational culture. Merely having a vision and mission for the organization is not sufficient. A non-conducive culture kills the spirit of the vision or mission.
b) Your leadership did not encourage upward communication. Backbiting happens when employees are not given the freedom to express their views. Many times I have written on this forum that communication is not just body language and eye contact. Communication means ensuring that top management gets complete and unaltered information. Unfortunately, the IT industry is so obsessed with body language that they forget the essence of communication.
c) Like any other IT company, your company's HR is no exception when it comes to maintaining a distance from the common employee. Just a few hours ago, one software engineer expressed grievance on this forum. You may click the following link to read that post and my reply:
https://www.citehr.com/517793-appraisal-rating.html
So what is the solution? You can do the following:
d) Top management must spend some time with individual employees. They must record their feedback in an organized manner. Secondly, they must decide what kind of culture they should have. Accordingly, they must make an action plan to foster that culture.
e) You may conduct an Employee Satisfaction Survey (ESS). However, conducting ESS is no easy task. It requires a lot of organizational maturity. You may click the following link to read my past reply on this topic:
https://www.citehr.com/514698-employ...on-survey.html
f) Ask for more empowerment for the HR department. In the IT industry, HR is quite subservient to operations. HR remains nonchalant about why employees are overworking. They do not come to know who is really working and who is spending time on share market or real estate activities.
g) Do you have a well-designed Performance Management System (PMS)? Have you developed customized KPIs related to your business? Have you identified various costs associated with your business? If not, you must do it right away. Click the following link to read my following reply:
https://www.citehr.com/511936-pms-company.html
The institution of PMS will help in identifying who is efficient and who is not so efficient. It will bring organization-wide change and foster a culture of measurement in your company.
Hope I have provided sufficient inputs. Go through all the links patiently. In the above links, you will find further links. Go through those links as well. Approach me if you encounter any difficulty.
All the best!
Dinesh Divekar
From India, Bangalore
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8034After reading your post, it can be deduced that the following are your problems:
a) Your leadership has not made conscious efforts to build organizational culture. Merely having a vision and mission for the organization is not sufficient. A non-conducive culture kills the spirit of the vision or mission.
b) Your leadership did not encourage upward communication. Backbiting happens when employees are not given the freedom to express their views. Many times I have written on this forum that communication is not just body language and eye contact. Communication means ensuring that top management gets complete and unaltered information. Unfortunately, the IT industry is so obsessed with body language that they forget the essence of communication.
c) Like any other IT company, your company's HR is no exception when it comes to maintaining a distance from the common employee. Just a few hours ago, one software engineer expressed grievance on this forum. You may click the following link to read that post and my reply:
https://www.citehr.com/517793-appraisal-rating.html
So what is the solution? You can do the following:
d) Top management must spend some time with individual employees. They must record their feedback in an organized manner. Secondly, they must decide what kind of culture they should have. Accordingly, they must make an action plan to foster that culture.
e) You may conduct an Employee Satisfaction Survey (ESS). However, conducting ESS is no easy task. It requires a lot of organizational maturity. You may click the following link to read my past reply on this topic:
https://www.citehr.com/514698-employ...on-survey.html
f) Ask for more empowerment for the HR department. In the IT industry, HR is quite subservient to operations. HR remains nonchalant about why employees are overworking. They do not come to know who is really working and who is spending time on share market or real estate activities.
g) Do you have a well-designed Performance Management System (PMS)? Have you developed customized KPIs related to your business? Have you identified various costs associated with your business? If not, you must do it right away. Click the following link to read my following reply:
https://www.citehr.com/511936-pms-company.html
The institution of PMS will help in identifying who is efficient and who is not so efficient. It will bring organization-wide change and foster a culture of measurement in your company.
Hope I have provided sufficient inputs. Go through all the links patiently. In the above links, you will find further links. Go through those links as well. Approach me if you encounter any difficulty.
All the best!
Dinesh Divekar
From India, Bangalore
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Hello, Dinesh Sir,
Thank you for your valuable response. I am making all efforts for these things and generally have one-on-one meetings with the employees to discuss any problems and suggestions. At that time, they just say no and everything is fine, but after that, the same problems persist. We want solutions to these issues. If they have any problems, they can discuss them with me. When we are being so lenient with them, why don't they understand the company? What problems exist in my leadership? If the issue also stems from the top management side, why are HR personnel always seen as the faulty party everywhere, being blamed for every problem?
Thanks & Regards,
Navjot Kaur
From India, Chandigarh
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Thank you for your valuable response. I am making all efforts for these things and generally have one-on-one meetings with the employees to discuss any problems and suggestions. At that time, they just say no and everything is fine, but after that, the same problems persist. We want solutions to these issues. If they have any problems, they can discuss them with me. When we are being so lenient with them, why don't they understand the company? What problems exist in my leadership? If the issue also stems from the top management side, why are HR personnel always seen as the faulty party everywhere, being blamed for every problem?
Thanks & Regards,
Navjot Kaur
From India, Chandigarh
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Dear Navjot,
I have given a sufficiently long reply. Nothing more can be typed further. However, if you wish, you may call me on my mobile +91-. I will provide you with the solution; however, you need to have buy-in from your management for this.
Thanks,
Dinesh Divekar
From India, Bangalore
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I have given a sufficiently long reply. Nothing more can be typed further. However, if you wish, you may call me on my mobile +91-. I will provide you with the solution; however, you need to have buy-in from your management for this.
Thanks,
Dinesh Divekar
From India, Bangalore
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