I am an HR executive in a private financial organization with a total manpower of over 100 employees. I am the only HR personnel in this organization and report directly to the Managing Director. We have an HR Policy approved by the Board of Directors. I am striving to maintain office discipline as the organization is experiencing 'Informal Communication' with the board and the employees. The policy provides clear instructions on what to do and what not to do, but we are facing challenges in every aspect of HR function.
For example, we have a clear 'Recruitment Policy,' but during the screening process, Board members pressure us to include their candidates, even if they do not meet the qualification requirements. Additionally, these members exert pressure to force the termination or resignation of employees, despite management deeming it unnecessary.
Similarly, our promotion policy is robust, but during Annual Appraisals, some employees engage in informal communication with certain board members who push for the inclusion of inefficient employees in the promotion list without recommendations from line managers.
Moreover, while we have a sound disciplinary action policy, when disciplinary issues arise, we encounter strong resistance from the board level as employees engage in informal communications with them. The situation is escalating, and I seek your advice on how to address these challenges effectively.
From Bangladesh,
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2For example, we have a clear 'Recruitment Policy,' but during the screening process, Board members pressure us to include their candidates, even if they do not meet the qualification requirements. Additionally, these members exert pressure to force the termination or resignation of employees, despite management deeming it unnecessary.
Similarly, our promotion policy is robust, but during Annual Appraisals, some employees engage in informal communication with certain board members who push for the inclusion of inefficient employees in the promotion list without recommendations from line managers.
Moreover, while we have a sound disciplinary action policy, when disciplinary issues arise, we encounter strong resistance from the board level as employees engage in informal communications with them. The situation is escalating, and I seek your advice on how to address these challenges effectively.
From Bangladesh,
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The HR will face trouble in such cases and find it difficult to discharge duties. HR, in such cases, should be ready to face the problem by resorting to full 100% documentation and reporting to the MD and letting the decision on file speak for itself. Do not pay heed to pressure from the Board by diplomatically telling them all things are in black and white about the case.
In recruitment cases when pressure comes, put up the QR published for the post in advance and show them how the informally suggested candidate does not meet the QR and where it will affect the professional performance of the company. However, in such organizations, work becomes difficult. Try to be as professional and neutral as possible and be ready to look for a more professionally run outfit.
From India, Pune
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In recruitment cases when pressure comes, put up the QR published for the post in advance and show them how the informally suggested candidate does not meet the QR and where it will affect the professional performance of the company. However, in such organizations, work becomes difficult. Try to be as professional and neutral as possible and be ready to look for a more professionally run outfit.
From India, Pune
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Dear The Green,
This is in addition to what Mr. Nathrao has said. What you have referred to as "informal communication" is nothing but ingratiation. In your company, an informal relationship has been deliberately developed by currying favor with the top boss (whom you refer to as board members). By virtue of this informal relationship, or in other words, sycophancy, lower-level staff are gaining their favors.
You expect that all decision-making should be within the framework of the policies. Nevertheless, gentleman, please note that every organization needs to have a philosophy and values. Any decision taken should be consistent with those values. Organizational policies are an extension of those values. It should be the endeavor of top management to ensure that the decisions taken do not contradict the values. When this is done, and over a period of time, a culture of professionalism is developed. In your case, if the board members are not interested in developing a culture of professionalism, then why should you bother? In fact, it should be the worry of the owner of your company. What inconsistencies can you, as an HR Executive, observe that the owner is unable to notice? If he wishes to look the other way when deviations take place, then nothing can be done.
You have not mentioned how long you have been working. However, as the years pass, try gaining the trust of the owner and try to see things from his perspective. However, it will take time and must be done cautiously!
Thanks,
Dinesh Divekar
From India, Bangalore
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This is in addition to what Mr. Nathrao has said. What you have referred to as "informal communication" is nothing but ingratiation. In your company, an informal relationship has been deliberately developed by currying favor with the top boss (whom you refer to as board members). By virtue of this informal relationship, or in other words, sycophancy, lower-level staff are gaining their favors.
You expect that all decision-making should be within the framework of the policies. Nevertheless, gentleman, please note that every organization needs to have a philosophy and values. Any decision taken should be consistent with those values. Organizational policies are an extension of those values. It should be the endeavor of top management to ensure that the decisions taken do not contradict the values. When this is done, and over a period of time, a culture of professionalism is developed. In your case, if the board members are not interested in developing a culture of professionalism, then why should you bother? In fact, it should be the worry of the owner of your company. What inconsistencies can you, as an HR Executive, observe that the owner is unable to notice? If he wishes to look the other way when deviations take place, then nothing can be done.
You have not mentioned how long you have been working. However, as the years pass, try gaining the trust of the owner and try to see things from his perspective. However, it will take time and must be done cautiously!
Thanks,
Dinesh Divekar
From India, Bangalore
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Dear professional colleague,
You have brought out the predicament of HR, facing challenges from Board directors who lay down HR policies but find ways to circumvent to suit their favors and whims and fancies, throwing policies, knowingly or unknowingly, to winds. It is surprising to note that the Directors are blissfully unaware of the adverse consequences their actions may have produced on the minds of employees at large.
In the given situation, the choices before HR are limited - either take on the Directors directly or diplomatically or live with it hoping someday things will change. While largely agreeing with the suggestions made by Mr. Natharao, I would like to elaborate on one of them.
Each time any issue in the areas of Recruitment, Performance Appraisal, and disciplinary actions is caused by the undue interference of directors, the HR should prepare a note bringing out clearly all aspects of the issue at hand, actions directed by the governing HR policy on the issue, recommendations of the HR with reasons, consequences if the governing HR policy is not followed, and requesting MD to grant approval in writing.
When this practice of putting on record the detailed note is followed, it may serve two purposes: it will absolve HR if policies are deviated by the Directors, and the tendency of favoritism displayed by Directors is likely to be curbed or they will see reason and feel accountable to follow the HR policies which they themselves have laid down.
Although there is no one-fit-all solution to any issue, it is one of the ways suggested as worth trying. Earlier also, Akansha posted a similar predicament which you may like to refer to for the views of seniors.
Regards,
Vinayak Nagarkar,
HR Consultant
From India, Mumbai
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You have brought out the predicament of HR, facing challenges from Board directors who lay down HR policies but find ways to circumvent to suit their favors and whims and fancies, throwing policies, knowingly or unknowingly, to winds. It is surprising to note that the Directors are blissfully unaware of the adverse consequences their actions may have produced on the minds of employees at large.
In the given situation, the choices before HR are limited - either take on the Directors directly or diplomatically or live with it hoping someday things will change. While largely agreeing with the suggestions made by Mr. Natharao, I would like to elaborate on one of them.
Each time any issue in the areas of Recruitment, Performance Appraisal, and disciplinary actions is caused by the undue interference of directors, the HR should prepare a note bringing out clearly all aspects of the issue at hand, actions directed by the governing HR policy on the issue, recommendations of the HR with reasons, consequences if the governing HR policy is not followed, and requesting MD to grant approval in writing.
When this practice of putting on record the detailed note is followed, it may serve two purposes: it will absolve HR if policies are deviated by the Directors, and the tendency of favoritism displayed by Directors is likely to be curbed or they will see reason and feel accountable to follow the HR policies which they themselves have laid down.
Although there is no one-fit-all solution to any issue, it is one of the ways suggested as worth trying. Earlier also, Akansha posted a similar predicament which you may like to refer to for the views of seniors.
Regards,
Vinayak Nagarkar,
HR Consultant
From India, Mumbai
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Dear Friend,
The acts, rules, conditions, and laws are framed to establish harmony. The misery is that all the acts, rules, conditions, and laws are fading due to poor enforcement. The work of enforcement rests on the hands of humans, who are ridden by a number of maladies and have taken a job to earn their livelihood. Ultimately, under pressure, they become scapegoats in the hands of vested interest groups.
You are not the only one in this world facing these challenges. It is a common phenomenon in this world that 'makers-break the condition first.'
In this kind of situation, you need to inform via email and in your formal discussions with the Managing Director, mentioning how you are under pressure from board members to get their work done, even if it is wrong. In my presumption, your MD will respond in a sweet tone that he will look into it. However, it's not that easy to go against the board members.
Try to sail your boat as long as you can but refrain from doing anything against your will, even if you consider it wrong, or else you may face victimization. That's why we call this world "Diverse."
Many of our colleagues may differ on the 'Fact,' but this is absolute. One way out is to suggest to your MD to constitute a committee to oversee all the nature of business involving some members of the board.
From India, Mumbai
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The acts, rules, conditions, and laws are framed to establish harmony. The misery is that all the acts, rules, conditions, and laws are fading due to poor enforcement. The work of enforcement rests on the hands of humans, who are ridden by a number of maladies and have taken a job to earn their livelihood. Ultimately, under pressure, they become scapegoats in the hands of vested interest groups.
You are not the only one in this world facing these challenges. It is a common phenomenon in this world that 'makers-break the condition first.'
In this kind of situation, you need to inform via email and in your formal discussions with the Managing Director, mentioning how you are under pressure from board members to get their work done, even if it is wrong. In my presumption, your MD will respond in a sweet tone that he will look into it. However, it's not that easy to go against the board members.
Try to sail your boat as long as you can but refrain from doing anything against your will, even if you consider it wrong, or else you may face victimization. That's why we call this world "Diverse."
Many of our colleagues may differ on the 'Fact,' but this is absolute. One way out is to suggest to your MD to constitute a committee to oversee all the nature of business involving some members of the board.
From India, Mumbai
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Dear Puzzled HR Executive,
Any organization worthy of its name has a trajectory towards growth and development. To keep all activities moving in the right direction, certain SOPs have to be followed, be it in HR or any other department/unit. Being "pressurized" into accepting something/someone by the board, or by anyone else for that matter, goes against the very reason of the Vision and the Mission Statement - the bottom line of all being "conveying excellence". Excellence comes through merit, and all pressures, explicit or implied, go against merit.
Good organizations have things in black and white, with no room for gray areas. You should have the moral courage to stand up, speak, perhaps "diplomatically", and just say NO! It just needs stamina, and that is all what management is about.
Hope this helps.
Arif ur Rehman
From Pakistan, Karachi
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Any organization worthy of its name has a trajectory towards growth and development. To keep all activities moving in the right direction, certain SOPs have to be followed, be it in HR or any other department/unit. Being "pressurized" into accepting something/someone by the board, or by anyone else for that matter, goes against the very reason of the Vision and the Mission Statement - the bottom line of all being "conveying excellence". Excellence comes through merit, and all pressures, explicit or implied, go against merit.
Good organizations have things in black and white, with no room for gray areas. You should have the moral courage to stand up, speak, perhaps "diplomatically", and just say NO! It just needs stamina, and that is all what management is about.
Hope this helps.
Arif ur Rehman
From Pakistan, Karachi
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Dear all,
It is not possible to say "NO" in my situation diplomatically or non-diplomatically. What other word is perfect, you may choose. But the fact is that my organization does not have a long HR Management history, as the organization has to face Managing Director crises time to time. When any straightforward or honest person comes into that position, they can't continue their journey here for long, and they have to leave before their tenure is completed. As an HR executive, this is also a problem we have been facing for so long (the last 10 years).
From Bangladesh,
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It is not possible to say "NO" in my situation diplomatically or non-diplomatically. What other word is perfect, you may choose. But the fact is that my organization does not have a long HR Management history, as the organization has to face Managing Director crises time to time. When any straightforward or honest person comes into that position, they can't continue their journey here for long, and they have to leave before their tenure is completed. As an HR executive, this is also a problem we have been facing for so long (the last 10 years).
From Bangladesh,
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It is better to state your views straight to the MD or Chairman and stick to your views as diplomatically as possible.
If directors are hell-bent on petty interferences, then it is better to leave. These people will one day face the music, and then they will change.
Don't compromise and be a person who bends and twists as per the boss and not as per what is right.
From India, Pune
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If directors are hell-bent on petty interferences, then it is better to leave. These people will one day face the music, and then they will change.
Don't compromise and be a person who bends and twists as per the boss and not as per what is right.
From India, Pune
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Dear Worried Colleague:
Compromising on principles is against organizational ethics. Consequently, you are compromising on departmental performance, and obviously, you are sending the wrong message. If you give in - then everything, right or wrong, is acceptable.
Dear Colleague, given that you have 10+ years of HR experience, you can be a welcome choice for many leading national and multinational organizations. Stick to your guns, start applying for alternative openings, and you will hopefully land a better job.
The longest journey, against 'sifarish,' needs that the first step be taken. Honesty, integrity, commitment, and ethics are rewards in themselves.
Be of good cheer.
Arif ur Rehman
From Pakistan, Karachi
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Compromising on principles is against organizational ethics. Consequently, you are compromising on departmental performance, and obviously, you are sending the wrong message. If you give in - then everything, right or wrong, is acceptable.
Dear Colleague, given that you have 10+ years of HR experience, you can be a welcome choice for many leading national and multinational organizations. Stick to your guns, start applying for alternative openings, and you will hopefully land a better job.
The longest journey, against 'sifarish,' needs that the first step be taken. Honesty, integrity, commitment, and ethics are rewards in themselves.
Be of good cheer.
Arif ur Rehman
From Pakistan, Karachi
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