Hello Everybody,
I am Poonacha M.P., heading an Aviation Company involved in Non-Scheduled Air Operations based in Bangalore. As a Non-Scheduled Airline, we are required to have respective post holders as Heads of departments to comply with DGCA regulations, and we have all the necessary positions filled accordingly. In July 2019, we appointed an employee as our Quality Manager and Chief of Flight Safety, offering pays and perks as per market standards and providing all required training and support.
I would like to bring to your attention a peculiar issue we have been facing. The mentioned employee has been bringing her 6-year-old daughter to the office daily since joining the company. This has led to a high level of distraction due to the presence of the child. Additionally, the employee consistently arrives late, does not complete the required work hours, and lags in various work proceedings. Despite several email cautions and verbal requests to perform better and not bring her child to the office due to COVID-related risks, the employee has not responded appropriately.
This situation has caused significant distraction and dissatisfaction among other employees, who feel that favoritism is being shown towards this particular employee. Our office has a staff strength of 8 and does not have a creche facility.
I seek guidance on how to address this issue effectively.
Thank you.
From India, Bangalore
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1I am Poonacha M.P., heading an Aviation Company involved in Non-Scheduled Air Operations based in Bangalore. As a Non-Scheduled Airline, we are required to have respective post holders as Heads of departments to comply with DGCA regulations, and we have all the necessary positions filled accordingly. In July 2019, we appointed an employee as our Quality Manager and Chief of Flight Safety, offering pays and perks as per market standards and providing all required training and support.
I would like to bring to your attention a peculiar issue we have been facing. The mentioned employee has been bringing her 6-year-old daughter to the office daily since joining the company. This has led to a high level of distraction due to the presence of the child. Additionally, the employee consistently arrives late, does not complete the required work hours, and lags in various work proceedings. Despite several email cautions and verbal requests to perform better and not bring her child to the office due to COVID-related risks, the employee has not responded appropriately.
This situation has caused significant distraction and dissatisfaction among other employees, who feel that favoritism is being shown towards this particular employee. Our office has a staff strength of 8 and does not have a creche facility.
I seek guidance on how to address this issue effectively.
Thank you.
From India, Bangalore
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Dear Poonacha MP,
When the staff strength is more, it becomes easier to handle the issues as there is a well-developed organizational hierarchy. However, if the staff strength is fewer, then personal interaction increases, and because of the personal closeness, hesitation is developed to give feedback.
You have written that the employee lags in her deliverables. However, the question that arises is how her deliverables were communicated to her, when these were communicated, and what was the performance cycle? Do you have the proper records?
Nevertheless, running a business is far more important. Against this backdrop, it is important to give her a show-cause notice. I am recommending giving a show-cause notice as you say that you have sent her emails on her underperformance. While issuing the show-cause notice, write clearly the gap between the desired and actual performance.
If the reply to the show-cause notice is not satisfactory, then it is your call whether to give her grace time to improve her performance or terminate her services.
One more warning letter may be issued to her for bringing her daughter to the workplace. It is important to keep official and personal matters separate. Both cannot be mixed. With the children around, it dilutes the seriousness of the office environment. Against this backdrop, give her a week or make an alternate arrangement. If she fails to make arrangements, then write that it will be considered a breach of discipline.
It is easy to give suggestions on the public forum; however, I completely empathize with you and understand how difficult it will be to take a tough call against a colleague. While it is easy to be tough with suppliers, vendors, consultants, etc., it is not so with colleagues when the employee count is too less. Nevertheless, one of the traits of leadership is the ability to think and also act dispassionately. While issuing the show-cause notice or a warning letter, the other side may become emotional. However, it will be a test of your steadfastness. Explain to her that your actions are in the interest of the organization, and there is nothing personal.
Thanks,
Dinesh Divekar
From India, Bangalore
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When the staff strength is more, it becomes easier to handle the issues as there is a well-developed organizational hierarchy. However, if the staff strength is fewer, then personal interaction increases, and because of the personal closeness, hesitation is developed to give feedback.
You have written that the employee lags in her deliverables. However, the question that arises is how her deliverables were communicated to her, when these were communicated, and what was the performance cycle? Do you have the proper records?
Nevertheless, running a business is far more important. Against this backdrop, it is important to give her a show-cause notice. I am recommending giving a show-cause notice as you say that you have sent her emails on her underperformance. While issuing the show-cause notice, write clearly the gap between the desired and actual performance.
If the reply to the show-cause notice is not satisfactory, then it is your call whether to give her grace time to improve her performance or terminate her services.
One more warning letter may be issued to her for bringing her daughter to the workplace. It is important to keep official and personal matters separate. Both cannot be mixed. With the children around, it dilutes the seriousness of the office environment. Against this backdrop, give her a week or make an alternate arrangement. If she fails to make arrangements, then write that it will be considered a breach of discipline.
It is easy to give suggestions on the public forum; however, I completely empathize with you and understand how difficult it will be to take a tough call against a colleague. While it is easy to be tough with suppliers, vendors, consultants, etc., it is not so with colleagues when the employee count is too less. Nevertheless, one of the traits of leadership is the ability to think and also act dispassionately. While issuing the show-cause notice or a warning letter, the other side may become emotional. However, it will be a test of your steadfastness. Explain to her that your actions are in the interest of the organization, and there is nothing personal.
Thanks,
Dinesh Divekar
From India, Bangalore
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Additionally, I would suggest that you issue an email to the Security Officer, disallowing the entry of kids to the office during working hours and endorse a copy to her specifically. Also, give instructions to Security to strictly enforce this policy.
From India, Mumbai
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From India, Mumbai
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Dear KK!HR Sir,
Giving an instruction to the security personnel to prohibit the entry of a colleague's child would be too crude. In 2021, this type of primitive administrative style may not sit well with other staff members. What if the lady creates a scene at the security gate? What if she gatecrashes? Furthermore, a commotion at the security gate will convey the wrong message to the child as well.
Additionally, the office only has eight employees, and the presence of a proper security office is also questionable.
Thanks,
Dinesh Divekar
From India, Bangalore
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Giving an instruction to the security personnel to prohibit the entry of a colleague's child would be too crude. In 2021, this type of primitive administrative style may not sit well with other staff members. What if the lady creates a scene at the security gate? What if she gatecrashes? Furthermore, a commotion at the security gate will convey the wrong message to the child as well.
Additionally, the office only has eight employees, and the presence of a proper security office is also questionable.
Thanks,
Dinesh Divekar
From India, Bangalore
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Dear colleague,
You have done your part in cautioning the Lady Manager about bringing her daughter to the office daily, causing distractions, frequent tardiness, and her performance not meeting expectations. Despite this, the lady in a responsible position has shown a "careless" attitude and continued with her misbehavior. This behavior is very unbecoming of a lady manager and is unpardonable.
Now, call her into your office immediately and clearly convey that within a week's time, she must cease bringing her daughter to the office and improve her performance to the expected level. Failure to do so will result in her prompt dismissal before she negatively impacts others.
Following the advice of our esteemed colleague, issue a well-worded communication prohibiting the presence of children in the office and instruct Security to enforce this policy immediately.
As the saying goes, one rotten apple can spoil the bunch.
Regards,
Vinayak Nagarkar
HR and Employee Relations Consultant
From India, Mumbai
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You have done your part in cautioning the Lady Manager about bringing her daughter to the office daily, causing distractions, frequent tardiness, and her performance not meeting expectations. Despite this, the lady in a responsible position has shown a "careless" attitude and continued with her misbehavior. This behavior is very unbecoming of a lady manager and is unpardonable.
Now, call her into your office immediately and clearly convey that within a week's time, she must cease bringing her daughter to the office and improve her performance to the expected level. Failure to do so will result in her prompt dismissal before she negatively impacts others.
Following the advice of our esteemed colleague, issue a well-worded communication prohibiting the presence of children in the office and instruct Security to enforce this policy immediately.
As the saying goes, one rotten apple can spoil the bunch.
Regards,
Vinayak Nagarkar
HR and Employee Relations Consultant
From India, Mumbai
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Poonacha MP - the root cause of the issue is the incorrect setting of expectations and unattainable work-life balance.
Practical advice - Immediately, please meet the female employee and ask her about factors such as: is there something that's preventing her from keeping the kids at home? This will help you get an answer and a solution too.
You may need to send the employee on paid/extended leave if she is facing any personal issues so that she can address them and return to the office properly. Please handle this situation with extra caution as it is very tricky.
Please set correct expectations regarding office attendance, work performance, and familial involvement in the office. Please refer to policies, if you have them in place.
Thank you.
From India, Delhi
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Practical advice - Immediately, please meet the female employee and ask her about factors such as: is there something that's preventing her from keeping the kids at home? This will help you get an answer and a solution too.
You may need to send the employee on paid/extended leave if she is facing any personal issues so that she can address them and return to the office properly. Please handle this situation with extra caution as it is very tricky.
Please set correct expectations regarding office attendance, work performance, and familial involvement in the office. Please refer to policies, if you have them in place.
Thank you.
From India, Delhi
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