Dear Sir/Madam,
I am facing a situation like this: We have a team of 3 staff members, in which two lack knowledge and competencies. However, one of the most valuable properties is that both are flatterers, experts in beating a drum, and hyping themselves.
Role & Responsibility of Assistant Manager & Assistant:
a) Talking about experience rather than KSA's.
b) Misuse of power, quoted as "I am the king."
c) Always coming late.
d) Trustworthiness at ground level.
e) Doing personal work during office hours.
f) Backbiting, slandering, and exaggerating.
I have complained to my senior management so many times, and they replied, "They are shirkers, let them go."
MY QUESTION IS:
1. How to deal with this situation?
2. To whom should I complain?
3. What should be the role of senior management in these situations?
4. Are only experienced people fit for the Assistant Manager Post?
5. Should jobs be evaluated based on experience or knowledge?
Please clarify for me based on your knowledgeable facts.
From India, Surat
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152I am facing a situation like this: We have a team of 3 staff members, in which two lack knowledge and competencies. However, one of the most valuable properties is that both are flatterers, experts in beating a drum, and hyping themselves.
Role & Responsibility of Assistant Manager & Assistant:
a) Talking about experience rather than KSA's.
b) Misuse of power, quoted as "I am the king."
c) Always coming late.
d) Trustworthiness at ground level.
e) Doing personal work during office hours.
f) Backbiting, slandering, and exaggerating.
I have complained to my senior management so many times, and they replied, "They are shirkers, let them go."
MY QUESTION IS:
1. How to deal with this situation?
2. To whom should I complain?
3. What should be the role of senior management in these situations?
4. Are only experienced people fit for the Assistant Manager Post?
5. Should jobs be evaluated based on experience or knowledge?
Please clarify for me based on your knowledgeable facts.
From India, Surat
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Dear friend,
In your post, you have not mentioned whether this is happening in your department. Are you from HR, and has someone from the department reported this? Do you have material evidence of their behavior, or have you just believed what is being told to you? Anyway, replies to your questions are as below:
1. How to deal with this situation?
If you have noticed this situation, then why has their HOD not noticed it? Why has their underperformance not been noticed? Why have they not been taken to task for their late coming? Who is protecting them? How have they mustered the courage to do their personal work or come late? Who is their godfather?
2. To whom should I complain?
It is difficult to give a reply as we do not know who you are and in which department this is happening.
3. What should be the role of senior management in this situation?
The role of senior management is to avoid this situation. It appears that they do not have their ear to the ground. One more role is designing the KRAs properly for each employee so that the quantification of their work is done accurately. In your company, it appears that this has not happened.
4. Are only experienced people fit for the Assistant Manager post?
Not necessarily. You need a person who is competent to get the job done from juniors. You need a person who takes guidance from the seniors. You need a person who keeps his/her superiors informed about what's happening in the department.
5. Should a job be evaluated based on experience or knowledge?
A job should be neither evaluated based on experience nor on knowledge. It should be evaluated based on the performance rendered. What is the use of that experience or knowledge if the desired level of output is not there? Nothing is as deceptive as knowledge/experience. Above all, perfect quantification of the work is essential. You should be able to fit a performance meter to the employees. This helps you in segregating poor performers and high-level performers.
Thanks,
Dinesh Divekar
From India, Bangalore
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In your post, you have not mentioned whether this is happening in your department. Are you from HR, and has someone from the department reported this? Do you have material evidence of their behavior, or have you just believed what is being told to you? Anyway, replies to your questions are as below:
1. How to deal with this situation?
If you have noticed this situation, then why has their HOD not noticed it? Why has their underperformance not been noticed? Why have they not been taken to task for their late coming? Who is protecting them? How have they mustered the courage to do their personal work or come late? Who is their godfather?
2. To whom should I complain?
It is difficult to give a reply as we do not know who you are and in which department this is happening.
3. What should be the role of senior management in this situation?
The role of senior management is to avoid this situation. It appears that they do not have their ear to the ground. One more role is designing the KRAs properly for each employee so that the quantification of their work is done accurately. In your company, it appears that this has not happened.
4. Are only experienced people fit for the Assistant Manager post?
Not necessarily. You need a person who is competent to get the job done from juniors. You need a person who takes guidance from the seniors. You need a person who keeps his/her superiors informed about what's happening in the department.
5. Should a job be evaluated based on experience or knowledge?
A job should be neither evaluated based on experience nor on knowledge. It should be evaluated based on the performance rendered. What is the use of that experience or knowledge if the desired level of output is not there? Nothing is as deceptive as knowledge/experience. Above all, perfect quantification of the work is essential. You should be able to fit a performance meter to the employees. This helps you in segregating poor performers and high-level performers.
Thanks,
Dinesh Divekar
From India, Bangalore
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Enforcement of negative covenants in employment terms.pdf