Dear All,
I have recently joined a company that provides Home Solutions, such as ready-made kitchens, tiles, sanitary products, etc. The company has almost 70 employees, but so far, they haven't implemented any HR rules. I have started creating rules, but the team is reluctant to accept them as they are comfortable with the current situation. I seek your advice on how to handle such situations. Otherwise, it may reflect negatively on my performance.
Thanks & Regards,
Ramandeep
From India, Chandigarh
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1I have recently joined a company that provides Home Solutions, such as ready-made kitchens, tiles, sanitary products, etc. The company has almost 70 employees, but so far, they haven't implemented any HR rules. I have started creating rules, but the team is reluctant to accept them as they are comfortable with the current situation. I seek your advice on how to handle such situations. Otherwise, it may reflect negatively on my performance.
Thanks & Regards,
Ramandeep
From India, Chandigarh
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Hi Ramandeep,
Create an employee manual based on the policies your company wants to implement in your organization. Take help from your senior management in framing these policies. Once your senior management approves, it will be easier for you to implement them.
One thing you need to understand is that this is change management and needs to be implemented systematically and with proper care to be effective. Simply enforcing policies on employees can have a negative impact. As an HR professional, you have to consider the behavioral aspects of employees and simultaneously implement the policies. Have you ever spoken to the team personally? Have you started maintaining amicable employee relations? Do they feel comfortable talking to you? Do they all know you? Do you know them by their names? All of this is necessary; otherwise, employees may perceive you as a policeman enforcing policies that make their work life miserable.
To bring them out of their comfort zone, first establish professional relations with all of them through personal interactions. It could be anything random related to work or general chatting just to ensure they feel comfortable with you. Next, let your senior management explain the policies that will be implemented for the betterment of the company and that they have appointed you to be in charge of their implementation. Share the employee manual with them.
Whenever you find someone not abiding by the policies, correct it then and there, referring to the employee manual. Gradually, you can improve the administration of these policies. Eventually, employees will not only accept the policies but also see you as in charge of them.
As mentioned before, change management needs to be systematically and carefully implemented.
From India, Mumbai
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Create an employee manual based on the policies your company wants to implement in your organization. Take help from your senior management in framing these policies. Once your senior management approves, it will be easier for you to implement them.
One thing you need to understand is that this is change management and needs to be implemented systematically and with proper care to be effective. Simply enforcing policies on employees can have a negative impact. As an HR professional, you have to consider the behavioral aspects of employees and simultaneously implement the policies. Have you ever spoken to the team personally? Have you started maintaining amicable employee relations? Do they feel comfortable talking to you? Do they all know you? Do you know them by their names? All of this is necessary; otherwise, employees may perceive you as a policeman enforcing policies that make their work life miserable.
To bring them out of their comfort zone, first establish professional relations with all of them through personal interactions. It could be anything random related to work or general chatting just to ensure they feel comfortable with you. Next, let your senior management explain the policies that will be implemented for the betterment of the company and that they have appointed you to be in charge of their implementation. Share the employee manual with them.
Whenever you find someone not abiding by the policies, correct it then and there, referring to the employee manual. Gradually, you can improve the administration of these policies. Eventually, employees will not only accept the policies but also see you as in charge of them.
As mentioned before, change management needs to be systematically and carefully implemented.
From India, Mumbai
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Dear Ramandeep,
You are facing resistance to change. This resistance is because of inertia. Your employees prefer the status quo, and now they dislike the change that you wish to bring in. Possibly this is because of the curtailment of freedom they enjoyed.
Nevertheless, you need to explain to us what exactly you wish to do by bringing the "HR Rule." What is it that you would like to do that was not done earlier? Before your appointment or at least after your appointment, did leadership take the employees into confidence and explain to them what HR practices they would like to bring in? Probably, this was not done. Change should have originated at the top level, and you should be executing it. Possibly, your problem is that your employees see you as the initiator of change, hence the resistance.
While enforcing change, it is advisable to go gradually. Therefore, have you made the change plan and obtained approval from the management?
For further reading, click the following link on Organisational Inertia. I have given my reply on the subject about six years ago:
https://www.citehr.com/240174-what-organizational-inertia.html
For further clarification, feel free to contact me.
Thanks,
Dinesh Divekar
From India, Bangalore
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You are facing resistance to change. This resistance is because of inertia. Your employees prefer the status quo, and now they dislike the change that you wish to bring in. Possibly this is because of the curtailment of freedom they enjoyed.
Nevertheless, you need to explain to us what exactly you wish to do by bringing the "HR Rule." What is it that you would like to do that was not done earlier? Before your appointment or at least after your appointment, did leadership take the employees into confidence and explain to them what HR practices they would like to bring in? Probably, this was not done. Change should have originated at the top level, and you should be executing it. Possibly, your problem is that your employees see you as the initiator of change, hence the resistance.
While enforcing change, it is advisable to go gradually. Therefore, have you made the change plan and obtained approval from the management?
For further reading, click the following link on Organisational Inertia. I have given my reply on the subject about six years ago:
https://www.citehr.com/240174-what-organizational-inertia.html
For further clarification, feel free to contact me.
Thanks,
Dinesh Divekar
From India, Bangalore
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First, study what the existing system is. With 70+ employees, some sort of HR system, however flawed, must be in existence. Carefully consider what amendments, additions, and new introductions to HR need to be prioritized. In the meantime, establish a rapport with all stakeholders through interaction and by demonstrating the advantages of having established rules rather than a laid-back approach.
However, abruptly imposing rules can lead to resistance. Rules must be established and implemented fairly and uniformly, but the psychological aspect needs to be considered. Keep your Heads of Departments (HODs) and senior staff informed. Depending on the industry type, begin by establishing all legal compliances, leave policies, standing orders, etc.
Be approachable, friendly, and introduce a systematic approach in a planned manner.
From India, Pune
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However, abruptly imposing rules can lead to resistance. Rules must be established and implemented fairly and uniformly, but the psychological aspect needs to be considered. Keep your Heads of Departments (HODs) and senior staff informed. Depending on the industry type, begin by establishing all legal compliances, leave policies, standing orders, etc.
Be approachable, friendly, and introduce a systematic approach in a planned manner.
From India, Pune
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Dear Mr. Dinesh,
Thank you for your kind reply! This company has 4 different branches. I'm directly reporting to the Director. My Director wants all team members (4 Showroom Managers) to report to me. Basically, he wants to reduce his workload. Although he has officially communicated this to the team, they are a bit diplomatic. They seem to comply just to be in line with the team. Considering their demands, I have provided training to groom them. They all appreciated it in the feedback forms.
Currently, the team is comfortable with me. However, whenever a new policy is rolled out, they all push back collectively. Then the Director gets involved, leading to cross-questions, discussions, and finally, they agree. This process is very tedious. Despite my attempts three times, the same pattern repeats.
I would like to know if there is any other guidance to implement a better approach so that I can ease my Director's workload. I look forward to your further guidance.
Warm Regards,
Ramandeep
From India, Chandigarh
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Thank you for your kind reply! This company has 4 different branches. I'm directly reporting to the Director. My Director wants all team members (4 Showroom Managers) to report to me. Basically, he wants to reduce his workload. Although he has officially communicated this to the team, they are a bit diplomatic. They seem to comply just to be in line with the team. Considering their demands, I have provided training to groom them. They all appreciated it in the feedback forms.
Currently, the team is comfortable with me. However, whenever a new policy is rolled out, they all push back collectively. Then the Director gets involved, leading to cross-questions, discussions, and finally, they agree. This process is very tedious. Despite my attempts three times, the same pattern repeats.
I would like to know if there is any other guidance to implement a better approach so that I can ease my Director's workload. I look forward to your further guidance.
Warm Regards,
Ramandeep
From India, Chandigarh
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Dear Ramandeep,
As explained in the previous post, your problem is resistance to change. Hitherto, all four Branch Heads were reporting directly to the Director. Since that was the last stop of the decision-making process, they had to accept the decision per force. Now, a layer of authority has been inserted. Their acceptance will take time. In the meanwhile, concentrate on the following:
- Tell the Director not to deal with the branch heads directly, come what may. All decisions or instructions should be routed through you. If somebody approaches him, he should politely tell them to approach you. This is very important.
- Tell all the branch heads not to deal with the Director directly. All communication should be routed through you.
- When you roll out any policy or procedure, let it be signed by the Director. As of now, do not issue any instructions under your signature.
- Study the systems and processes of each branch and then design performance measures. Measurement should be accurate. Let each branch head know where they stand.
- To establish authority, you need to have an iron fist in a velvet glove. It is important to take disciplinary action against errant branch heads. Again, while doing so, take action through the Director. Please remember, authority is established more through negative discipline than positive discipline.
- Last but not least, to gain acceptance of your leadership, you need to guide and coach them. They must feel that you are head and shoulders above them. For this, demonstrate your technical competence where required.
- Be friendly with the branch heads but within the framework of formality. Never breach this framework by loose talk, demeaning yourself, or your past company. Avoid making any negative references against anybody.
While other senior members may provide further advice, please come back after 3-4 months and confirm the change in the situation.
All the best!
Dinesh Divekar
From India, Bangalore
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As explained in the previous post, your problem is resistance to change. Hitherto, all four Branch Heads were reporting directly to the Director. Since that was the last stop of the decision-making process, they had to accept the decision per force. Now, a layer of authority has been inserted. Their acceptance will take time. In the meanwhile, concentrate on the following:
- Tell the Director not to deal with the branch heads directly, come what may. All decisions or instructions should be routed through you. If somebody approaches him, he should politely tell them to approach you. This is very important.
- Tell all the branch heads not to deal with the Director directly. All communication should be routed through you.
- When you roll out any policy or procedure, let it be signed by the Director. As of now, do not issue any instructions under your signature.
- Study the systems and processes of each branch and then design performance measures. Measurement should be accurate. Let each branch head know where they stand.
- To establish authority, you need to have an iron fist in a velvet glove. It is important to take disciplinary action against errant branch heads. Again, while doing so, take action through the Director. Please remember, authority is established more through negative discipline than positive discipline.
- Last but not least, to gain acceptance of your leadership, you need to guide and coach them. They must feel that you are head and shoulders above them. For this, demonstrate your technical competence where required.
- Be friendly with the branch heads but within the framework of formality. Never breach this framework by loose talk, demeaning yourself, or your past company. Avoid making any negative references against anybody.
While other senior members may provide further advice, please come back after 3-4 months and confirm the change in the situation.
All the best!
Dinesh Divekar
From India, Bangalore
Acknowledge(0)Amend(0)
Dear Mr. Dinesh,
Greetings!
Thanks for your valuable guidelines!
I have discussed the same with my director; he started following your opinion and it works. As suggested by you, it will take another 3-4 months for complete acceptance.
Looking forward to further support from you on the following points:
1. Can we issue backdated appointment letters to the team? What will be the pros and cons of the same?
2. Those who are 16-17 years old in the system but have been on the same designation for a long period, although we have increased their salary more than their expectations and provided some training to groom them. Currently, the scenario is that they are not as responsible or punctual as new employees. However, they are the role models for new employees. Could you advise me on how to control them and how to assign more responsibility to them so that we can achieve greater productivity from the team?
3. Is it important to pay gratuity to the employees? What are the advantages and disadvantages?
Kindly share your views on the above points.
Please spare some time to revert. This will really help me.
Thanks & Regards,
Ramandeep
From India, Chandigarh
Acknowledge(0)Amend(0)
Greetings!
Thanks for your valuable guidelines!
I have discussed the same with my director; he started following your opinion and it works. As suggested by you, it will take another 3-4 months for complete acceptance.
Looking forward to further support from you on the following points:
1. Can we issue backdated appointment letters to the team? What will be the pros and cons of the same?
2. Those who are 16-17 years old in the system but have been on the same designation for a long period, although we have increased their salary more than their expectations and provided some training to groom them. Currently, the scenario is that they are not as responsible or punctual as new employees. However, they are the role models for new employees. Could you advise me on how to control them and how to assign more responsibility to them so that we can achieve greater productivity from the team?
3. Is it important to pay gratuity to the employees? What are the advantages and disadvantages?
Kindly share your views on the above points.
Please spare some time to revert. This will really help me.
Thanks & Regards,
Ramandeep
From India, Chandigarh
Acknowledge(0)Amend(0)
Dear Ramandeep,
Thank you for implementing my suggestions. Replies to your queries are as below:
1. Can we issue backdated appointment letters to the team? What will be the pros and cons for the same?
Comments: - Rather than issuing backdated appointment letters, create a letter with the subject heading "Terms and Conditions of Employment at _______ (name of your company)". Insert all the clauses that are generally included in the appointment letter.
2. Those who are 16-17 years old in the system, but they have been in the same designation for that long period, although we have increased their salary more than their expectations and provided some training to groom them. Presently, the scenario is that they are not as responsible/punctual as new employees, but they are the role models for new employees. Could you advise me on how to control them? How to assign more responsibility to them? So that we can extract more productivity from the team.
Comments: - You need to create a fresh organization chart. Provide new designations to the senior employees. To make them accountable, you need to design Key Result Areas (KRAs) for each department/designation. For this, you need to design a comprehensive Performance Management System (PMS). Discuss this with your Managing Director. I provide consulting services on PMS.
3. Is it important to pay gratuity to the employees? What are the advantages and disadvantages?
Comments: - Employees who have rendered more than five years of service are eligible for gratuity. Payment of gratuity is mandatory under the provisions of the Payment of Gratuity Act, 1972. Therefore, the advantages or disadvantages of this social benefit are out of the question.
Thanks,
Dinesh Divekar
From India, Bangalore
Acknowledge(0)Amend(0)
Thank you for implementing my suggestions. Replies to your queries are as below:
1. Can we issue backdated appointment letters to the team? What will be the pros and cons for the same?
Comments: - Rather than issuing backdated appointment letters, create a letter with the subject heading "Terms and Conditions of Employment at _______ (name of your company)". Insert all the clauses that are generally included in the appointment letter.
2. Those who are 16-17 years old in the system, but they have been in the same designation for that long period, although we have increased their salary more than their expectations and provided some training to groom them. Presently, the scenario is that they are not as responsible/punctual as new employees, but they are the role models for new employees. Could you advise me on how to control them? How to assign more responsibility to them? So that we can extract more productivity from the team.
Comments: - You need to create a fresh organization chart. Provide new designations to the senior employees. To make them accountable, you need to design Key Result Areas (KRAs) for each department/designation. For this, you need to design a comprehensive Performance Management System (PMS). Discuss this with your Managing Director. I provide consulting services on PMS.
3. Is it important to pay gratuity to the employees? What are the advantages and disadvantages?
Comments: - Employees who have rendered more than five years of service are eligible for gratuity. Payment of gratuity is mandatory under the provisions of the Payment of Gratuity Act, 1972. Therefore, the advantages or disadvantages of this social benefit are out of the question.
Thanks,
Dinesh Divekar
From India, Bangalore
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The seniors have given very helpful guidance on initiating a change in the system. It is natural that no new initiative is welcomed with open arms by employees, more so when it disturbs their comfort. Any change will go through the process of resistance first, debate and discussions later, and acceptance ultimately before it falls into place. Therefore, patience and perseverance are the keys to managing change.
B. Saikumar
From India, Mumbai
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B. Saikumar
From India, Mumbai
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