Hi Sari
Greetings for the day!
Sorry for the delayed reply .Already senior members of this forum have come up with some wonderful suggestion .I would just like to add a few points to it.
The senior members of the organisation are always tough to handle specially when the Hrt person has joined after them :).They feel that a new person is trying to invade in my territory.
I will suggest you something, have a session with the senior employees and try to find out their work realated issues. Iam sure at first they will be reluctant to share their problems with you,it will take some time ,be freindly with them.Try to sort out their issues and gain their confidence so that they accept you as a apart of the management team. Once this is done I guess it will be easier fior you to discuss the problems the juniors are facing .
We always have the option of firing an employee but firing a senior member can be a costly decision for management because
1 we usually have a lot of dependency on senior memebers
2. they are trained resources and hence are difficult to be replaced
I hope my post makes sense to you
From India, Pune
3Greetings for the day!
Sorry for the delayed reply .Already senior members of this forum have come up with some wonderful suggestion .I would just like to add a few points to it.
The senior members of the organisation are always tough to handle specially when the Hrt person has joined after them :).They feel that a new person is trying to invade in my territory.
I will suggest you something, have a session with the senior employees and try to find out their work realated issues. Iam sure at first they will be reluctant to share their problems with you,it will take some time ,be freindly with them.Try to sort out their issues and gain their confidence so that they accept you as a apart of the management team. Once this is done I guess it will be easier fior you to discuss the problems the juniors are facing .
We always have the option of firing an employee but firing a senior member can be a costly decision for management because
1 we usually have a lot of dependency on senior memebers
2. they are trained resources and hence are difficult to be replaced
I hope my post makes sense to you
From India, Pune
Thank you so much AJ, it sounds good. I shall definitely try getting a trainer to address this issue. :)
Thank you so much indu, but you know what we all are very good friends, infact share various personal issues, but when it comes my peeping in their technical territory they always make me a stranger, donot entertain my suggestions/requests. :(
yeah what you said is absolutely true, firing would be last option...
thank you all for sharing your views :)
From India, Hyderabad
Thank you so much indu, but you know what we all are very good friends, infact share various personal issues, but when it comes my peeping in their technical territory they always make me a stranger, donot entertain my suggestions/requests. :(
yeah what you said is absolutely true, firing would be last option...
thank you all for sharing your views :)
From India, Hyderabad
Hi Sari !
You can try following:
Have more and more clear job responsibilities arrived at. The JR for the subordinate to be discussed by the supervisor, the employee and HR jointly and supervisor to provide clarity about 'how' part of JR in presence of HR. Make it an open communication so that subordinate can seek clarification from supervisor.
Have more and more informal meetings aimed at hobbies of employees.
Have team building exercises aimed at improving coordination and teamspirit.
For us to advise is very easy. I dont know how difficult it will be for you to implement. :)
Firing is definitely not the desired option :)
- Hiten
From India, New Delhi
You can try following:
Have more and more clear job responsibilities arrived at. The JR for the subordinate to be discussed by the supervisor, the employee and HR jointly and supervisor to provide clarity about 'how' part of JR in presence of HR. Make it an open communication so that subordinate can seek clarification from supervisor.
Have more and more informal meetings aimed at hobbies of employees.
Have team building exercises aimed at improving coordination and teamspirit.
For us to advise is very easy. I dont know how difficult it will be for you to implement. :)
Firing is definitely not the desired option :)
- Hiten
From India, New Delhi
Hi,
Your problem seems to be an attitude problem among the top management. And it is quiet common.
In case you want to convey a strong message in a suttle manner then start an e-magazine or an internal blog site where in all employees and log in and put in their feelings.
In e-magazine you can ask empoyees to write articles. You can also put in some articles which will convey the message that want to float.
Or the most simple way is to write an open email to all where in you attach certain good article on Leadership, The art of Delegating, The art of giving feedback etc.
I am sure this will help you in passing on the message to your management in a suttle manner.
Try them and do let me know if it worked.
regards
Kunal.
From India, Mumbai
Your problem seems to be an attitude problem among the top management. And it is quiet common.
In case you want to convey a strong message in a suttle manner then start an e-magazine or an internal blog site where in all employees and log in and put in their feelings.
In e-magazine you can ask empoyees to write articles. You can also put in some articles which will convey the message that want to float.
Or the most simple way is to write an open email to all where in you attach certain good article on Leadership, The art of Delegating, The art of giving feedback etc.
I am sure this will help you in passing on the message to your management in a suttle manner.
Try them and do let me know if it worked.
regards
Kunal.
From India, Mumbai
HI Hiten,
Greetings!
How are you?
job desriptions and KRAs are already in place, but being a small firm, the employees are expected to do multitasking so most of the time they do more than what they are supposed, but as you suggested about transparency in jr has not been focussed much, i shall work on it.
I was missing your comment, thank you so much :)
From India, Hyderabad
Greetings!
How are you?
job desriptions and KRAs are already in place, but being a small firm, the employees are expected to do multitasking so most of the time they do more than what they are supposed, but as you suggested about transparency in jr has not been focussed much, i shall work on it.
I was missing your comment, thank you so much :)
From India, Hyderabad
Hi Sari,Every orgnization faces this problem.The best way to deal with it is make the employee feel responsible.They should feel their work is very very important.When they are given the extra responsibility it should be coveyed to them in such a manner that they feel this a reward for their good work and they should feel more important that this work was given to them and not to others.One short story.3 people were building a bridge first one was ask what were you doing he replied lifting bricks,2nd one was asked the same question he replied making money,3rd one was asked the same question he replied I am building the best bridge in the world.It's all about how one looks towards his job.Its true its very difficult to counsel the senoir and the old Employees however what you can do is Send them some presentations onmotivational, work related or what ever you think they need to be trained on.So that they can go through it always ask for acknowledgement and suggestions from them so they feel important and go through it.Its an indirect way of training and counselling.RegardsKaushal
From India, Delhi
From India, Delhi
Periodical Meetings,Establish department systems & procedures,Role clarity for all the positions,Job rotation,Outbound training ,picnics ,family day celebrations ,training on managerial abilities , meditation etc., can help to certain extent.
From India, Madras
From India, Madras
I don't think Firing would be easy as it may seem from far..They are in the system for a long time and must be having their links with the top layer too.
You can organize for a leadership programme and could name as "Lead the Leaders" . The programme contain modules on leadership skills, Physche/Expectations of an OLD employee VS New Employee, Impact of bad leaders on the organization as whole, etc. But you MUST ensure that the person conducting this programme should be a VERY SENIOR GUY with loads of experience who MUST dig into their soul and make them feel guilty of what they are doing),
After such programme, you need to take periodic feedback and review it.
Also, If above not possible, I have a very different suggestion to force them to look for better opportunity..can't say whether it would work or not..
If you any of your friends working in recruitment consultants, circulate their (your senior's) nos with them and ask them to call these guys if they have an opportunity for them. A sophisticated way of weeving them out.
Regards
From India, Mumbai
You can organize for a leadership programme and could name as "Lead the Leaders" . The programme contain modules on leadership skills, Physche/Expectations of an OLD employee VS New Employee, Impact of bad leaders on the organization as whole, etc. But you MUST ensure that the person conducting this programme should be a VERY SENIOR GUY with loads of experience who MUST dig into their soul and make them feel guilty of what they are doing),
After such programme, you need to take periodic feedback and review it.
Also, If above not possible, I have a very different suggestion to force them to look for better opportunity..can't say whether it would work or not..
If you any of your friends working in recruitment consultants, circulate their (your senior's) nos with them and ask them to call these guys if they have an opportunity for them. A sophisticated way of weeving them out.
Regards
From India, Mumbai
Sari,
I would like to state the firing is a big term and should only be exercised when every other means of change has failed or any employee(no matter what grade/ level) has voilated company policy or done any misconduct.
I would like you to sit face to face with 1/2 most senior member of the organisation and share your thoughts with them.Get them to understand the consequence of the current state. It would be best to share some employee concerns with them(ensure confidentiality). Share your detailed plan with them and ask for there support , help and time from them.Then make a detalied plan with them, involve these leaders in acitivites let employee see the changes are coming form top mangement. Ensure you focus on 1-2 issue (most critical) at any given time and set a timeline to see & measure effectiveness.
Let me know if you want any help from me.
Regards
Yasha
From United States, Minneapolis
I would like to state the firing is a big term and should only be exercised when every other means of change has failed or any employee(no matter what grade/ level) has voilated company policy or done any misconduct.
I would like you to sit face to face with 1/2 most senior member of the organisation and share your thoughts with them.Get them to understand the consequence of the current state. It would be best to share some employee concerns with them(ensure confidentiality). Share your detailed plan with them and ask for there support , help and time from them.Then make a detalied plan with them, involve these leaders in acitivites let employee see the changes are coming form top mangement. Ensure you focus on 1-2 issue (most critical) at any given time and set a timeline to see & measure effectiveness.
Let me know if you want any help from me.
Regards
Yasha
From United States, Minneapolis
Hi Sari,
According to me, your issue seems to lie in the kind of people you hire.
The dumping disease as I call it, is not curable in the short run. As someone said, it could be an attitude problem of the person - and it generally is.
Attitude problem is difficult to define. In my understanding, it would arise when a person gets his/her way by following a set path (screaming / shouting / abusing) at others. Since the strategy has worked without much problem in the past, the person is definitely going to use it again and again, primarily because there has been no resistance. Secondly, when resistance is met, the shouting etc becomes louder / stronger in a bid to achieve their end. This obviously leads to bad environment at the workplace.
So your solutions :
1) Track the tenure of employees who work under such people. Do exit interviews at the time of leaving to determine push / pull factors for the exit. At the end of a quarter or 6 months, publish the results to top management, including the person's boss.
2) Offer indirect counselling. It is entirely possible that the person concerned is mimicking behaviour of significant adults from their childhood. So make them aware that shouting, etc, are not the only options to get jobs done.
3) Additionally, you could try a role change for the person where team management is not required and where teamworking is at a minimum level.
4) In your recruitment process, introduce a parameter and appropriate questions to evaluate team working and team management skills. Thus you will ensure that you do not have such people in your organization.
Trust this is helpful. Write in offline if you wish to discuss this further.
Regards
Ryan
From India, Mumbai
According to me, your issue seems to lie in the kind of people you hire.
The dumping disease as I call it, is not curable in the short run. As someone said, it could be an attitude problem of the person - and it generally is.
Attitude problem is difficult to define. In my understanding, it would arise when a person gets his/her way by following a set path (screaming / shouting / abusing) at others. Since the strategy has worked without much problem in the past, the person is definitely going to use it again and again, primarily because there has been no resistance. Secondly, when resistance is met, the shouting etc becomes louder / stronger in a bid to achieve their end. This obviously leads to bad environment at the workplace.
So your solutions :
1) Track the tenure of employees who work under such people. Do exit interviews at the time of leaving to determine push / pull factors for the exit. At the end of a quarter or 6 months, publish the results to top management, including the person's boss.
2) Offer indirect counselling. It is entirely possible that the person concerned is mimicking behaviour of significant adults from their childhood. So make them aware that shouting, etc, are not the only options to get jobs done.
3) Additionally, you could try a role change for the person where team management is not required and where teamworking is at a minimum level.
4) In your recruitment process, introduce a parameter and appropriate questions to evaluate team working and team management skills. Thus you will ensure that you do not have such people in your organization.
Trust this is helpful. Write in offline if you wish to discuss this further.
Regards
Ryan
From India, Mumbai
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