Hi, guys! One of my friends recently joined a partnership firm as the HR, which consists of 3 managing partners. The issue is that these three members have different expectations and are not giving a free hand to make decisions and complete tasks. Furthermore, in terms of finance, they are overseeing every payment, leading to pressure on the HR. Additionally, one of the partners is assigning HR tasks to the accountant. My friend is feeling uneasy about this and has asked for my advice. I suggested that he sit down with the management to discuss and clarify expectations. If the situation continues to be challenging, I recommended putting his concerns in writing. Do you think my advice is appropriate? Please share your thoughts.
From India, Vijayawada
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1From India, Vijayawada
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Dear member,
Before starting a business, business partners must demarcate their areas of responsibility to ensure that there is no overlap in jurisdiction. Their actions and decisions should be in harmony with each other. Lack of coordination among them could negatively impact their business. Discordance among business partners may lead to disarray among the junior staff working under them. The conflicting directives from the partners could create uneasiness among the staff.
While suggesting to your friend to discuss and define areas of responsibility with the management is reasonable, its effectiveness remains to be seen. There is no harm if your friend decides to resign and seek a new job. Working under unprofessional individuals poses the risk of adopting unprofessional behavior, which could come at a high cost.
Thanks,
Dinesh Divekar
From India, Bangalore
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Before starting a business, business partners must demarcate their areas of responsibility to ensure that there is no overlap in jurisdiction. Their actions and decisions should be in harmony with each other. Lack of coordination among them could negatively impact their business. Discordance among business partners may lead to disarray among the junior staff working under them. The conflicting directives from the partners could create uneasiness among the staff.
While suggesting to your friend to discuss and define areas of responsibility with the management is reasonable, its effectiveness remains to be seen. There is no harm if your friend decides to resign and seek a new job. Working under unprofessional individuals poses the risk of adopting unprofessional behavior, which could come at a high cost.
Thanks,
Dinesh Divekar
From India, Bangalore
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Addressing Discord Between Partners
Discord between partners is a given. To say anything about what partners should or should not do is pointless. The adverse effect of their infighting on the business is obvious. As an HR professional, one should talk persuasively to the partners and bring it to their attention. If they are beyond repair, look for better alternatives.
Regards, Vinayak Nagarkar
HR and Employee Relations Consultant
From India, Mumbai
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Discord between partners is a given. To say anything about what partners should or should not do is pointless. The adverse effect of their infighting on the business is obvious. As an HR professional, one should talk persuasively to the partners and bring it to their attention. If they are beyond repair, look for better alternatives.
Regards, Vinayak Nagarkar
HR and Employee Relations Consultant
From India, Mumbai
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Too many cooks spoil the broth
The famous quote "Too many cooks spoil the broth" applies here. Partners need to demarcate areas of work and stick to them. I am sure they will sooner rather than later realize their confused way of working. Remember, partners are ultimately liable for the losses they create, and the buck stops with them only. Employees, at best, will have to look for another job.
Setting up responsibilities
The best way here is to try and tell the partners to set up responsibilities and a division of work in a diplomatic manner and hope the idea jells with them. Do your best, and if things do not improve, think of an exit.
From India, Pune
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The famous quote "Too many cooks spoil the broth" applies here. Partners need to demarcate areas of work and stick to them. I am sure they will sooner rather than later realize their confused way of working. Remember, partners are ultimately liable for the losses they create, and the buck stops with them only. Employees, at best, will have to look for another job.
Setting up responsibilities
The best way here is to try and tell the partners to set up responsibilities and a division of work in a diplomatic manner and hope the idea jells with them. Do your best, and if things do not improve, think of an exit.
From India, Pune
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Handling Internal Disputes in a Partnership Firm
If the partners have a dispute internally, it is always better for the employees not to be involved in the dispute. However, if the dispute is affecting the work of the concerned employee (in this case, your friend) and they are not willing to resolve the problem, then it is better for him to find another job. That is, however, not easy in the current scenario where jobs are scarce. So, till then, he has to find ways to manage.
If other employees are asking about unpaid salary, for example, then he has no option but to give a truthful answer, which is that he is unable to help or give a definitive date because the concerned partners have not given him the approval.
From India, Mumbai
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If the partners have a dispute internally, it is always better for the employees not to be involved in the dispute. However, if the dispute is affecting the work of the concerned employee (in this case, your friend) and they are not willing to resolve the problem, then it is better for him to find another job. That is, however, not easy in the current scenario where jobs are scarce. So, till then, he has to find ways to manage.
If other employees are asking about unpaid salary, for example, then he has no option but to give a truthful answer, which is that he is unable to help or give a definitive date because the concerned partners have not given him the approval.
From India, Mumbai
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