After going through the above discussions, it is observed that there was no systematic disciplinary procedure in your organization. If systematic disciplinary procedure is in vogue in your organization, this kind of events may not happen. It also appears that your MD is also very liberal to women employees, despite the fact of giving least importance to the official work. People like you will suffer a lot. However my advise is here which may be some how useful to you.
1. First of all, you have to prepare a job chart for all the employees in HR Department, and assign functions and duties specifically to be attended to by each of the employee in HR Department.
2. Issue a circular to all employees to attend to their assigned duties without any dislocation and deviation, failing which action will be initiated against them for the lapses.
3. Get the approval of the job chart of the employees from your MD and issue circular to all staff with the approval of your MD
4. As far as the instant case, you have to prepare a detailed Note explaining the difficulties faced by you on account of frequent leaves taken by the women employee, and bring to the notice of the MD duly explaining the nature of work suffered by you on account of the irregular employee, and inform the MD that if any dislocation is happened, you will not be held responsible for the lapses committed by your co-employees, and recommend for the suitable disciplinary action.
5. If your MD did not respond, keep the work pending and bring the same to the notice of MD from time to time and solicit his orders for further action. Keep your MD informed of every incident from time to time for further action. Then you will be safe.
6. If any senior Officer over your MD, or any Managing Committee or Board of Directors, please bring all the facts to their notice through your MD and seek advise for further action.
7. Initiate disciplinary action against the women employee for her frequent apply of leaves after getting approval from your MD and taken stringent action for her UN-authorized absences.
8. In-spite of all the above actions, things are not set righted, submit note to your MD for her dismissal from service, and appointment of a suitable substitute in her place.
9. If your MD did not agree to dismiss her, ignore the entire issue, and keep her alone isolate without giving any important work to her, and manage the work with the existing employees to avoid dislocation, as such type of while elephants will be there in some of the offices, without work and continue on the special considerations by the superiors, for which we cannot do any thing on such issues.
10. Whenever your MD called for feed back on that employee, give a detailed report about all the irregular absences of that employee to higher authorities for taking action as they deem fit. Your position will then now be safe.
From Canada, Calgary
371. First of all, you have to prepare a job chart for all the employees in HR Department, and assign functions and duties specifically to be attended to by each of the employee in HR Department.
2. Issue a circular to all employees to attend to their assigned duties without any dislocation and deviation, failing which action will be initiated against them for the lapses.
3. Get the approval of the job chart of the employees from your MD and issue circular to all staff with the approval of your MD
4. As far as the instant case, you have to prepare a detailed Note explaining the difficulties faced by you on account of frequent leaves taken by the women employee, and bring to the notice of the MD duly explaining the nature of work suffered by you on account of the irregular employee, and inform the MD that if any dislocation is happened, you will not be held responsible for the lapses committed by your co-employees, and recommend for the suitable disciplinary action.
5. If your MD did not respond, keep the work pending and bring the same to the notice of MD from time to time and solicit his orders for further action. Keep your MD informed of every incident from time to time for further action. Then you will be safe.
6. If any senior Officer over your MD, or any Managing Committee or Board of Directors, please bring all the facts to their notice through your MD and seek advise for further action.
7. Initiate disciplinary action against the women employee for her frequent apply of leaves after getting approval from your MD and taken stringent action for her UN-authorized absences.
8. In-spite of all the above actions, things are not set righted, submit note to your MD for her dismissal from service, and appointment of a suitable substitute in her place.
9. If your MD did not agree to dismiss her, ignore the entire issue, and keep her alone isolate without giving any important work to her, and manage the work with the existing employees to avoid dislocation, as such type of while elephants will be there in some of the offices, without work and continue on the special considerations by the superiors, for which we cannot do any thing on such issues.
10. Whenever your MD called for feed back on that employee, give a detailed report about all the irregular absences of that employee to higher authorities for taking action as they deem fit. Your position will then now be safe.
From Canada, Calgary
Unfortunately, in any organization, everyone thinks that they can interfere with the HR functioning - let it be recruitment, increment, promotion or last, but not the least, termination of an erring employee. Your case holds as a classic example of this tendency.
In any function area, for example a doctor's, lawyer's, or design engineer's function area nobody will interefere in their function. We don't interefere in a doctor's prescription, nor do we interfere in an engineer's function while reparing our car, nor do we interefere in a lawyer's function in deciding how to frame a case - we give them full freedom to exercise their professional skill and discretion. But, when it comes to HR - right from MD to the lowest level employee, they believe it is their right to interefere in HR function and they try to enforce their decision. Hence the job of a HR professional becomes truely more challenging and tricky compared to other professionals.
In think the primary locuna in this case is - absence of this HR employee is not felt by the MD because somebody else is taking this extra workload and there is smooth functioning of the HR function. Probably, the best way to correct such an irregular employee is to assign her with the HR function of maintaining employees' attendance and preparing the payroll !!! And, most importantly, nobody else should take up this work !! Then, probably the MD would be the first person to insist disciplinary action against this erring employee.
Hope our members agree with me.
Thanks and have a nice day
Nagaraj
From Sweden, Örebro
In any function area, for example a doctor's, lawyer's, or design engineer's function area nobody will interefere in their function. We don't interefere in a doctor's prescription, nor do we interfere in an engineer's function while reparing our car, nor do we interefere in a lawyer's function in deciding how to frame a case - we give them full freedom to exercise their professional skill and discretion. But, when it comes to HR - right from MD to the lowest level employee, they believe it is their right to interefere in HR function and they try to enforce their decision. Hence the job of a HR professional becomes truely more challenging and tricky compared to other professionals.
In think the primary locuna in this case is - absence of this HR employee is not felt by the MD because somebody else is taking this extra workload and there is smooth functioning of the HR function. Probably, the best way to correct such an irregular employee is to assign her with the HR function of maintaining employees' attendance and preparing the payroll !!! And, most importantly, nobody else should take up this work !! Then, probably the MD would be the first person to insist disciplinary action against this erring employee.
Hope our members agree with me.
Thanks and have a nice day
Nagaraj
From Sweden, Örebro
hi ....i would suggest as an immediate head of that staff u should issue a memo mentioning the leaves she has taken ...u can ask for an explanation bcos u have the right to do ... then meanwhile convey it to the MD about the memo
From India, Kannur
From India, Kannur
Hello!
Your boss is of "theory X" attitude. Unless your loyalty is proved, he will not let you sanction the leave of your subordinate. The problem is how to prove the loyalty? The definition of loyalty has been fixed by your boss. Being "theory X", he will not share the same with you.
I think, you need to pull on the show for a couple of months before you are stamped as LOYAL by your boss.
From India, Pune
Your boss is of "theory X" attitude. Unless your loyalty is proved, he will not let you sanction the leave of your subordinate. The problem is how to prove the loyalty? The definition of loyalty has been fixed by your boss. Being "theory X", he will not share the same with you.
I think, you need to pull on the show for a couple of months before you are stamped as LOYAL by your boss.
From India, Pune
I agreed with Mr. Netaji80, only MD can take such strong action. In this case you are not able to terminate her. So advice to keep silent. Truth come come in very short time.
From India, Rajkot
From India, Rajkot
Hello Richa,
You are new to the organization and the employee whom you are addressing has been there for last 3 years. She is used to access the MD directly before you joined. Now that you have come she does not want to recognize your presence. This is common in growing organizations.
First and foremost you have to speak to the MD on the reporting structure you have defined for her. He should not entertain any request from her directly as you are her reporting boss. Once he understands and respects the reporting structure it is easy for you to handle her by speaking to her. If it does not improve, you need to check the termination clause in her appointment letter which usually address this problem (if this is the only way out).
Regards,
Nirmala
From India, Bangalore
You are new to the organization and the employee whom you are addressing has been there for last 3 years. She is used to access the MD directly before you joined. Now that you have come she does not want to recognize your presence. This is common in growing organizations.
First and foremost you have to speak to the MD on the reporting structure you have defined for her. He should not entertain any request from her directly as you are her reporting boss. Once he understands and respects the reporting structure it is easy for you to handle her by speaking to her. If it does not improve, you need to check the termination clause in her appointment letter which usually address this problem (if this is the only way out).
Regards,
Nirmala
From India, Bangalore
Dear Ramnaresh_20 and All,
Please first deeply understand the case,,,,,,,,, iam sorry for saying in this manner but there is some relation between MD and that girl in simple word they have some dirty relation iam sure since in this world no one is care about such a these person in their organization environment and regarding the bounce and money she is already rich if i am wrong please correct me Sh_dh1 one of the strong support of HR is the top management although the top management is involve in this case so who will handle this problem, regarding one of your friends who said that he did and send several warring letter to his friend ,,,,,,, the support of top management was with him and HR policy was clear on that situation, since if we do not have hot stove policy in a organization so in my idea HR is noting and HR role is going to play like 1970 as Administrate supporter noting else when we can say HR when we have a clear role and regulation not in a environment that top management is doing nepotism and such an act that it’s not acceptable for human begins,,,,,,,,,,,,,, it easy for us to say do this and this Mr. Sh_dh1 but let me ask one question from you who is agree to lose his job in a termination case and having a conflict with a MD??? With out any job certificate and no reference check in further If so please let me know
SOME TIME REALTIY IS HURT
From Singapore, Singapore
Please first deeply understand the case,,,,,,,,, iam sorry for saying in this manner but there is some relation between MD and that girl in simple word they have some dirty relation iam sure since in this world no one is care about such a these person in their organization environment and regarding the bounce and money she is already rich if i am wrong please correct me Sh_dh1 one of the strong support of HR is the top management although the top management is involve in this case so who will handle this problem, regarding one of your friends who said that he did and send several warring letter to his friend ,,,,,,, the support of top management was with him and HR policy was clear on that situation, since if we do not have hot stove policy in a organization so in my idea HR is noting and HR role is going to play like 1970 as Administrate supporter noting else when we can say HR when we have a clear role and regulation not in a environment that top management is doing nepotism and such an act that it’s not acceptable for human begins,,,,,,,,,,,,,, it easy for us to say do this and this Mr. Sh_dh1 but let me ask one question from you who is agree to lose his job in a termination case and having a conflict with a MD??? With out any job certificate and no reference check in further If so please let me know
SOME TIME REALTIY IS HURT
From Singapore, Singapore
Hi,
Please talk to your MD and tell him that you would want an additional resource as you are taking the load of 2 people which is taxing for you or request for a replacement in place of this lady who reports to you.
My sincere suggestion to you would be to replace her at the earliest as there is not point in continuing with this attitude of carelessness. It would also set a wrong precedent to other employees as well.
Regards
Seema
From India, Bangalore
Please talk to your MD and tell him that you would want an additional resource as you are taking the load of 2 people which is taxing for you or request for a replacement in place of this lady who reports to you.
My sincere suggestion to you would be to replace her at the earliest as there is not point in continuing with this attitude of carelessness. It would also set a wrong precedent to other employees as well.
Regards
Seema
From India, Bangalore
u plz do’nt bother about the issue and as netaji said strongly they have mutual understanding, hence u please forget about it.... All the Best.
From India, Bangalore
From India, Bangalore
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