Hi Friends,
Share your ideas on what best we (company HR or outside HR consultants) can do in an organization when we see there is a lot of:
1. Bad behavior amongst employees
2. Backbiting
3. Spreading negativity
4. Loading all negative inputs to the newcomers
5. Gossiping
In such a scenario, how and what should an HR or an outside consultant do?
From India, Lucknow
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3Share your ideas on what best we (company HR or outside HR consultants) can do in an organization when we see there is a lot of:
1. Bad behavior amongst employees
2. Backbiting
3. Spreading negativity
4. Loading all negative inputs to the newcomers
5. Gossiping
In such a scenario, how and what should an HR or an outside consultant do?
From India, Lucknow
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Dear Vision United,
The five points that you have provided show that there is a complete deterioration of the organization's culture. Obviously, for this deterioration, the company's leadership is responsible. While I appreciate your concern about the degeneration of the culture, why do you bother if the leadership is indifferent to it?
Problems of this kind arise when leadership does not take an interest in giving a specific shape to the company's culture. They are too obsessed with their vision or revenue target, and giving a specific shape to the company's culture is not on their agenda at all.
No HR or outside consultant can change an organization's culture unless there is commitment from the top management. Therefore, if you are really interested, then let an outside consultant talk to the top leadership about conducting an organizational survey. However, I doubt whether the top leadership will accept to do it. Even if the survey is conducted, what is the point if no action is taken?
By the way, some smart soft skills and other trainers may recommend you to organize the Outbound Training (OBT) or some other training. Nevertheless, employee training is for building specific skills. It would be too naive to believe that training on teamwork changes the culture. Your organization is suffering from dysfunctions that are equivalent to a disease in a human body, which certainly cannot be eradicated solely because of employee training.
Thanks,
Dinesh Divekar
From India, Bangalore
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The five points that you have provided show that there is a complete deterioration of the organization's culture. Obviously, for this deterioration, the company's leadership is responsible. While I appreciate your concern about the degeneration of the culture, why do you bother if the leadership is indifferent to it?
Problems of this kind arise when leadership does not take an interest in giving a specific shape to the company's culture. They are too obsessed with their vision or revenue target, and giving a specific shape to the company's culture is not on their agenda at all.
No HR or outside consultant can change an organization's culture unless there is commitment from the top management. Therefore, if you are really interested, then let an outside consultant talk to the top leadership about conducting an organizational survey. However, I doubt whether the top leadership will accept to do it. Even if the survey is conducted, what is the point if no action is taken?
By the way, some smart soft skills and other trainers may recommend you to organize the Outbound Training (OBT) or some other training. Nevertheless, employee training is for building specific skills. It would be too naive to believe that training on teamwork changes the culture. Your organization is suffering from dysfunctions that are equivalent to a disease in a human body, which certainly cannot be eradicated solely because of employee training.
Thanks,
Dinesh Divekar
From India, Bangalore
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Dear Vision United,
Your post describes some of the most common issues of organizational politics. Although this issue is common in many organizations, it is seen more in typical family-oriented businesses where the revenue system is set, and growth efforts and competitiveness are not a primary concern.
Leadership of such organizations may not like this culture internally, but at times they find it difficult to handle because of various emotional attachments with the people and somehow do not want to get involved in micromanagement or employees' personal/professional issues until it directly affects job productivity.
A consultant can really add value in this situation if the leadership wants to improve the scenario in general and is willing to pay the cost for it. From an HR perspective, your role becomes working in close coordination with management and starting to document processes/policies wherever possible. Also, try to develop forms and formats for various processes where decisions on employees are made, like PMS, Induction, Orientation, etc., as it will help make people accountable in certain areas.
In a situation like this, improvement can only come from the commitment of executive leadership.
Warm Regards,
Sujeet S Rajawat
From Nigeria, Lagos
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Your post describes some of the most common issues of organizational politics. Although this issue is common in many organizations, it is seen more in typical family-oriented businesses where the revenue system is set, and growth efforts and competitiveness are not a primary concern.
Leadership of such organizations may not like this culture internally, but at times they find it difficult to handle because of various emotional attachments with the people and somehow do not want to get involved in micromanagement or employees' personal/professional issues until it directly affects job productivity.
A consultant can really add value in this situation if the leadership wants to improve the scenario in general and is willing to pay the cost for it. From an HR perspective, your role becomes working in close coordination with management and starting to document processes/policies wherever possible. Also, try to develop forms and formats for various processes where decisions on employees are made, like PMS, Induction, Orientation, etc., as it will help make people accountable in certain areas.
In a situation like this, improvement can only come from the commitment of executive leadership.
Warm Regards,
Sujeet S Rajawat
From Nigeria, Lagos
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Dear colleague,
In the current poisonous employee behavior scenario, an outside capable HR consultant would be a better bet, as he, by being impartial, can create conditions for change and initiate actions conducive to change provided that the top management genuinely desire a change. My experience tells me that the truant behavior displayed must be only by a few disgruntled employees who are causing these disruptive ruptures. An outside HR consultant, by genuinely offering to help them, can strike rapport and get them to talk about their specific issues, analyze them, and put up a roadmap for a short-term and long-term action plan for resolving legitimate concerns of both.
My views, as given above, certainly rest on some assumptions about the problems as narrated, and the actual line of action will differ based on ground realities.
Regards,
Vinayak Nagarkar
HR Consultant
From India, Mumbai
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In the current poisonous employee behavior scenario, an outside capable HR consultant would be a better bet, as he, by being impartial, can create conditions for change and initiate actions conducive to change provided that the top management genuinely desire a change. My experience tells me that the truant behavior displayed must be only by a few disgruntled employees who are causing these disruptive ruptures. An outside HR consultant, by genuinely offering to help them, can strike rapport and get them to talk about their specific issues, analyze them, and put up a roadmap for a short-term and long-term action plan for resolving legitimate concerns of both.
My views, as given above, certainly rest on some assumptions about the problems as narrated, and the actual line of action will differ based on ground realities.
Regards,
Vinayak Nagarkar
HR Consultant
From India, Mumbai
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Hi,
The mentioned problems can be solved by the top leader by conducting a weekly meeting with all employees. The question is how?
Below is my experience through which I motivated my colleagues; I implemented the concept of mentoring. After I listened to all the HR problems, I created a mentoring matrix where a senior employee could assist a junior employee who was a new comer in their area of development and target time.
I suggested to the junior employees not to make any complaints about their seniors as they are helping them. These small steps can be taken to eliminate the word "complaint" towards each other because both have to perform to fulfill the needs of the organization. We can achieve the goal of "going together" by teaching to catch fish instead of giving fish.
I hope this may help others.
From India, Bengaluru
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The mentioned problems can be solved by the top leader by conducting a weekly meeting with all employees. The question is how?
Below is my experience through which I motivated my colleagues; I implemented the concept of mentoring. After I listened to all the HR problems, I created a mentoring matrix where a senior employee could assist a junior employee who was a new comer in their area of development and target time.
I suggested to the junior employees not to make any complaints about their seniors as they are helping them. These small steps can be taken to eliminate the word "complaint" towards each other because both have to perform to fulfill the needs of the organization. We can achieve the goal of "going together" by teaching to catch fish instead of giving fish.
I hope this may help others.
From India, Bengaluru
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This is certainly a case of leadership failure. It seems there is no transparency in the organization and no management control or moral authority to manage the workforce. In such a scenario, HR has an opportunity to rise above all the politics and make an attempt to bring about change on behalf of the top management. Surely, top management too must be wanting to have a better culture in place rather than such a rotten one. HR should first discuss the matter with the top man and arrange for a meeting with leadership layers at different levels with HR acting as a facilitator and contributor.
All points of concern should be brought to the table and discussed thoroughly. Take suggestions from those present. Take a commitment from all reporting managers present to increase the engagement level of their teams. Implement high maturity people practices. Share/discuss org values and vision and remind them of the need to adhere to the same. Hold skip-level meetings with the project teams. Make clear guidelines to deal with cases of indiscipline and professional misconduct. There must be a reprimand commensurate with the offense committed. Check/review internal processes and procedures within the org. Hold review meetings periodically to see the implementation of changes suggested. Work on continuous process improvement. Organizations must raise their working standards all across. No single approach will yield results.
Good luck.
Prem Goswami VP - HR R Systems International Ltd A PCMM Level 5 Company Noida (UP) NCR
From India, Delhi
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All points of concern should be brought to the table and discussed thoroughly. Take suggestions from those present. Take a commitment from all reporting managers present to increase the engagement level of their teams. Implement high maturity people practices. Share/discuss org values and vision and remind them of the need to adhere to the same. Hold skip-level meetings with the project teams. Make clear guidelines to deal with cases of indiscipline and professional misconduct. There must be a reprimand commensurate with the offense committed. Check/review internal processes and procedures within the org. Hold review meetings periodically to see the implementation of changes suggested. Work on continuous process improvement. Organizations must raise their working standards all across. No single approach will yield results.
Good luck.
Prem Goswami VP - HR R Systems International Ltd A PCMM Level 5 Company Noida (UP) NCR
From India, Delhi
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Dear Visionsunited,
Please clarify whether the behavior issue is limited to some staff only or if it relates to all the employees. Prem has made a valuable and workable action plan, perhaps on the basis that the issue encompasses all the staff. If it is caused by only a handful who are taking the entire organization for a ride, HR must engage with them to understand the underlying causes, resolve legitimate concerns, persuade, motivate, or deal firmly with the hardened employees, even if it means weeding them out as a last resort.
My guess is that it is a minuscule group of employees who are at the center of this issue, and the rest of the staff are acting as passive spectators and carrying on with an "I have nothing to do with it" attitude or following with a sheepish mentality. In the absence of this clarification, we will be beating around the bush.
Regards, Vinayak Nagarkar HR-Consultant
From India, Mumbai
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Please clarify whether the behavior issue is limited to some staff only or if it relates to all the employees. Prem has made a valuable and workable action plan, perhaps on the basis that the issue encompasses all the staff. If it is caused by only a handful who are taking the entire organization for a ride, HR must engage with them to understand the underlying causes, resolve legitimate concerns, persuade, motivate, or deal firmly with the hardened employees, even if it means weeding them out as a last resort.
My guess is that it is a minuscule group of employees who are at the center of this issue, and the rest of the staff are acting as passive spectators and carrying on with an "I have nothing to do with it" attitude or following with a sheepish mentality. In the absence of this clarification, we will be beating around the bush.
Regards, Vinayak Nagarkar HR-Consultant
From India, Mumbai
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Dear Visionsunited,
I apologize for not responding to the questions raised, unlike other expert contributors. My inclination usually doesn't prompt me to ask questions. Is this a general inquiry or specific to a particular organization? If it pertains to the latter, please provide more details about the scenario, such as the size of the organization, nature of work, whether it is a startup, ownership, and whether the behaviors are limited to a specific department, etc.
From United Kingdom
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I apologize for not responding to the questions raised, unlike other expert contributors. My inclination usually doesn't prompt me to ask questions. Is this a general inquiry or specific to a particular organization? If it pertains to the latter, please provide more details about the scenario, such as the size of the organization, nature of work, whether it is a startup, ownership, and whether the behaviors are limited to a specific department, etc.
From United Kingdom
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Dear Friend,
Although the situation you have narrated above points towards absolute leadership failure and a demented mindset of the leaders of the organization. The employee behavior narrated above indicates that such behavior is encouraged and liked by the leadership as they are using one employee against the other to extract information against the employees. Such leadership shows a lack of faith in the team they are leading.
Mr. Prem has given a nice suggestion on the way forward above, but I agree with Mr. Simhan that more inputs are required. For the correction of the situation, a consultant will be required to study in detail and chart out the way forward. However, more than this, it will require a strong resolve of the management to change their own outlook and behavior. They should be ready to punish backbiters irrespective of the information, whether good, bad, or ugly. They should be ready to make some short-term sacrifices to achieve long-term gains.
I have seen corruption thriving in such types of companies but can't say anything about your company.
Warm Regards,
Bharat Gera
HR Consultant
9322404765
From India, Thane
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Although the situation you have narrated above points towards absolute leadership failure and a demented mindset of the leaders of the organization. The employee behavior narrated above indicates that such behavior is encouraged and liked by the leadership as they are using one employee against the other to extract information against the employees. Such leadership shows a lack of faith in the team they are leading.
Mr. Prem has given a nice suggestion on the way forward above, but I agree with Mr. Simhan that more inputs are required. For the correction of the situation, a consultant will be required to study in detail and chart out the way forward. However, more than this, it will require a strong resolve of the management to change their own outlook and behavior. They should be ready to punish backbiters irrespective of the information, whether good, bad, or ugly. They should be ready to make some short-term sacrifices to achieve long-term gains.
I have seen corruption thriving in such types of companies but can't say anything about your company.
Warm Regards,
Bharat Gera
HR Consultant
9322404765
From India, Thane
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Dear Friend,
Well, you have requested to share your ideas (our ideas). The best thing is your practical asking of the question:
1) Establish a training center where employees are well trained and knowledgeable about the organization's vision, mission, their future growth, goals of the organization, and diversification. Ensure that the training is not too time-consuming or too short (one or two weeks).
2) Provide a clear roadmap for employees showing their progression within the organization, including revenue/progressive scale of elevation and welfare measures.
3) Always show concern for the employee's health, wealth, and growth along with the organization.
4) Emphasize actual growth without shortcuts to promotion or elevation. Encourage attachment to those who contribute to progress, even if it is a tough task requiring vision.
5) In case an employee decides to leave for a better opportunity, ensure a cordial departure without creating rough weather. Include this in your welfare statement.
6) Accept ideas and recommendations based on merit for the organization's progress. Share these ideas with others for implementation, emphasizing a goodwill approach.
7) Ensure transparent procedures for recruitment at all levels and work towards evolving it.
There are many more aspects to consider, but I will stop here in the hope that this will provide more clarity in your approach.
"Transparency is always a difficult word to have."
Have a good day....
From India, Arcot
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Well, you have requested to share your ideas (our ideas). The best thing is your practical asking of the question:
1) Establish a training center where employees are well trained and knowledgeable about the organization's vision, mission, their future growth, goals of the organization, and diversification. Ensure that the training is not too time-consuming or too short (one or two weeks).
2) Provide a clear roadmap for employees showing their progression within the organization, including revenue/progressive scale of elevation and welfare measures.
3) Always show concern for the employee's health, wealth, and growth along with the organization.
4) Emphasize actual growth without shortcuts to promotion or elevation. Encourage attachment to those who contribute to progress, even if it is a tough task requiring vision.
5) In case an employee decides to leave for a better opportunity, ensure a cordial departure without creating rough weather. Include this in your welfare statement.
6) Accept ideas and recommendations based on merit for the organization's progress. Share these ideas with others for implementation, emphasizing a goodwill approach.
7) Ensure transparent procedures for recruitment at all levels and work towards evolving it.
There are many more aspects to consider, but I will stop here in the hope that this will provide more clarity in your approach.
"Transparency is always a difficult word to have."
Have a good day....
From India, Arcot
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