Hii.. I am working in a manufacturing industry who manufactures and sales electronic products. I seek your advice for my confusion regarding confirmation of probationers. What should be the parameters for the confirmation or extension or termination of probationers. Also if a probationer has two reporting authority, how to review him/her. Is it necessary to collect reviews from both the reporting authority? Shall I give separate review letters to both the reporting authority or take the remarks on same form?
From India, Delhi
From India, Delhi
Obviously two reports would be needed. But working under two different bosses is always difficult and should be avoided. What will you do if one boss is not happy or lukewarm?
From India, Pune
3124From India, Pune
It is always advisable to avoid such confusion.There is no set industry norm to deal with such situation so far as I recollect. However the sound principles of administration suggest that standard operating procedures tare o be laid down to avoid confusion and crisis in administering the affairs .These can be laid down having regard to the nature of business, work processes and hierarchical positions.Therefore where an employee has to report to two bosses, it is always advisable to decide who is the controlling authority for him.This helps you decide as to who is the competent authority to finally evaluate the performance of an employee having dual reporting relationships. Controlling authority means the authority of the two that can exercise administrative control over the employee.Some helpful clues to decide the controlling authority can be :-
1) If the appointing authority is also the reporting authority, then he can be the controlling authority.
2)If both are different, then the reporting authority who is;-
a)competent to take administrative decisions concerning the employee like sanctioning him leave or passing his bills or disciplinary action etc. or
b)the reporting authority under which the employee does substantial work or work for longer time than under the other authority in the appraisal period.
In such cases, the other authority (who is not the controlling authority), can send his report to the Controlling Authority and the Controlling Authority can moderate the report of the other authority and submit a final report.This one way to resolve the issue. You can think of other ways that fits into your methods of work, system and hierarchy.
This is only a suggestion and not an industry norm nor I am ware of any provision in the standing orders governing such situation.However an organisation can frame it's own standard operating procedures to bring clarity and avoid confusion in administering it's affairs.Therefore you can discuss with your senior leadership and resolve the confusion at your end. Other views are welcome.
B.Saikumar
From India, Mumbai
1) If the appointing authority is also the reporting authority, then he can be the controlling authority.
2)If both are different, then the reporting authority who is;-
a)competent to take administrative decisions concerning the employee like sanctioning him leave or passing his bills or disciplinary action etc. or
b)the reporting authority under which the employee does substantial work or work for longer time than under the other authority in the appraisal period.
In such cases, the other authority (who is not the controlling authority), can send his report to the Controlling Authority and the Controlling Authority can moderate the report of the other authority and submit a final report.This one way to resolve the issue. You can think of other ways that fits into your methods of work, system and hierarchy.
This is only a suggestion and not an industry norm nor I am ware of any provision in the standing orders governing such situation.However an organisation can frame it's own standard operating procedures to bring clarity and avoid confusion in administering it's affairs.Therefore you can discuss with your senior leadership and resolve the confusion at your end. Other views are welcome.
B.Saikumar
From India, Mumbai
Dear Shri Raghunathan ji, I do not think that the employee is serving two masters.He is serving only one master or one employer/organisation .Probably either for reasons of saving establishment costs or the exigencies of business or administration might be so unique in the organisation like coordination or collaboration that required the employee to work under two authorities, though it is desirable to avoid it.If it is inevitable, then the organisation shall lay down the criteria as to who shall be authorized to evaluate performance of the employee.
B.Saikumar
From India, Mumbai
B.Saikumar
From India, Mumbai
Dear ,
Dual reporting normally arises when the employee is working in some regional/branch office and his departmental head is in Head office. In this case his administrative reporting would be to the location/region/branch head and functional reporting would be to the department head. If your case is same, then you need to decide prior hand in consultation with the HR Head and management about the weightage to be given to the reporting heads. As a standard norm, the functional head should be given more weightage and hence you can keep 75%+25% mix of the feedbacks received from the heads. It is always good to set different set of questionnaire. For administrative head , you can keep questionnaire related to behaviour (major) and functional (kra linked- minor) and for functional head, behaviour (minor) and functional (kra linked-major).
But if your case is different means having two reporting boss in the same department , the feedback should be taken from department's head only. And in case the employee has reporting to department's head and director, then you need to consider both but more weightage should be given to department's head ,after all for performance of the department, heads are responsible.
This is a suggestion only when you don't have any set of policies on that. However it is always good to formulate some policies regarding the authority/power of heads/reporting bosses in case of dual reporting , if numbers of cases are there like this.
Also as per your first query, the parameters for termination/promotion etc etc....can't be defined by us. It is your management who will decide the parameters as every business has different set of objectives. So talk to them and formulate policies accordingly.
Hope this will be helpful. ..
From India, Delhi
Dual reporting normally arises when the employee is working in some regional/branch office and his departmental head is in Head office. In this case his administrative reporting would be to the location/region/branch head and functional reporting would be to the department head. If your case is same, then you need to decide prior hand in consultation with the HR Head and management about the weightage to be given to the reporting heads. As a standard norm, the functional head should be given more weightage and hence you can keep 75%+25% mix of the feedbacks received from the heads. It is always good to set different set of questionnaire. For administrative head , you can keep questionnaire related to behaviour (major) and functional (kra linked- minor) and for functional head, behaviour (minor) and functional (kra linked-major).
But if your case is different means having two reporting boss in the same department , the feedback should be taken from department's head only. And in case the employee has reporting to department's head and director, then you need to consider both but more weightage should be given to department's head ,after all for performance of the department, heads are responsible.
This is a suggestion only when you don't have any set of policies on that. However it is always good to formulate some policies regarding the authority/power of heads/reporting bosses in case of dual reporting , if numbers of cases are there like this.
Also as per your first query, the parameters for termination/promotion etc etc....can't be defined by us. It is your management who will decide the parameters as every business has different set of objectives. So talk to them and formulate policies accordingly.
Hope this will be helpful. ..
From India, Delhi
Dear Akshata,
It's possible to work under two diff.depts. even though they are totally different. Like Projects/Engg. & Finance or HR(IR) sharing your duty hours mutually convenient.
Before I would give my views better clarify these doubts,
1.What is your apptt.letter says, is't such that you have to report for joining to so & so or you have to report to both ? Basically posted to which dept. ? And what is the associate dept. ?
2.Are you working in two diff. depts. or in one and the same dept. reporting to two diff.managers. For eg. if you are an Engr. and posted to a production line, you are also asked to work with Industrial Engg. or Design. for obvious reasons.
3.Is't that you are asked to produce two evaluation reports from those two diff.depts. or it's your own thinking. What is the directive given to you.
4.How your Evaluation report is designed, is there any provision to show both these performances in one and the same report having two parts or what !
5.What are seniority levels of those two depts.' Heads involved for you ?
Pl.provide some more details to give you reasonable suggestions.
From India, Bangalore
It's possible to work under two diff.depts. even though they are totally different. Like Projects/Engg. & Finance or HR(IR) sharing your duty hours mutually convenient.
Before I would give my views better clarify these doubts,
1.What is your apptt.letter says, is't such that you have to report for joining to so & so or you have to report to both ? Basically posted to which dept. ? And what is the associate dept. ?
2.Are you working in two diff. depts. or in one and the same dept. reporting to two diff.managers. For eg. if you are an Engr. and posted to a production line, you are also asked to work with Industrial Engg. or Design. for obvious reasons.
3.Is't that you are asked to produce two evaluation reports from those two diff.depts. or it's your own thinking. What is the directive given to you.
4.How your Evaluation report is designed, is there any provision to show both these performances in one and the same report having two parts or what !
5.What are seniority levels of those two depts.' Heads involved for you ?
Pl.provide some more details to give you reasonable suggestions.
From India, Bangalore
It happened in case of Secretaries and Sales personnel responsible of sales of various products from different segments . We decided to take feedback from both of his reporting authorities, average of both figures can be one and decide after this about his confirmation.
From India, Delhi
From India, Delhi
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