Respected Nabanita,
I am an MBA fresher guy currently associated to a company as an HR trainee.
i have a question.... how i can deal a branch problem if arise relating to resignation of an employee who have stole but performance record is good.
what step i should take?
with regards,
gourab mukhopadhyay
From India, Calcutta
I am an MBA fresher guy currently associated to a company as an HR trainee.
i have a question.... how i can deal a branch problem if arise relating to resignation of an employee who have stole but performance record is good.
what step i should take?
with regards,
gourab mukhopadhyay
From India, Calcutta
Greetings,
Please find my suggestions for your consideration.
Looking forward to hear from you.
From India, Mumbai
1858Please find my suggestions for your consideration.
- Theft and other disciplinary cases are often repetitive. Please probe for any repeat of such actions, in the past roles, held by the employee.
- What have been the current condition of the employee, both in terms of financial and behavioral ?
- A sudden slip-up may be treated with a rebuke and warning. Even though, such behaviors are signs of weakness that surface during the emotional-pressure phases.
- When an individual is either insecure of his resources, he would succumb to such actions. Please identify the triggers to resolve this from the root.
- If it is possible please share the entire incident with case facts and the steps taken, so far. I request this, as often an employee may not realize the difference between misplacing a company property and using it as its own.
- Finally, what about the environment of your firm? Are you working for a firm which is stringent and micro manages? Often such an environment instigates a dissatisfied employee, to revert their frustration, with such actions. If the root cause lies somewhere else, no amount of disciplining can cure such behaviour.
Looking forward to hear from you.
From India, Mumbai
Dear Gourab,
My views are different from (Cite Contribution)'s.
Performance and integrity are two separate things and one cannot compensate for another. Any integrity issue has to be dealt with sternly. Therefore, I recommend you conducting enquiry and if the culpability of the offender is established then take the strictest action. Possibly it could be termination also.
If you do this, it will send a signal to one and all on what your management values. If you give leeway now, it will set a wrong precedent and such things will keep on repeating.
Issues of integrity have to be dealt seriously. It is easy for lame duck Prime Minister to wink at the corrupt practices of his minister under the pretext of compulsions of coalition politics. However, gentleman let me remind you that business cannot be run like some politician.
Today we talk about corruption. But then ask a middle aged person and he/she will tell you that the seeds of corruption were sown during the days of Pt Jawaharlal Nehru. The seed was converted into sampling which his daughter nurtured. Later his grandson acknowledged that corruption is fait accompli. Now his great grandson does not have clue on how to solve the issue of corruption because it is weakening the very fabric of the nation.
During my HR days, I came across with a situation wherein security personnel caught a fresher while carrying few office pencils. My VP had terminated her services immediately. I knew a second instance in which a very senior software professional working in MNC was terminated as security had caught him while taking out cartridge of some printer.
By the way don't we learn about organisation culture during our MBA? This very culture is shaped by the organisational communication and organisational communication is nothing but the interpretation of the actions that senior management or top management officials take.
So how to handle this situation is the call of your top management.
Thanks,
Dinesh V Divekar
.
From India, Bangalore
My views are different from (Cite Contribution)'s.
Performance and integrity are two separate things and one cannot compensate for another. Any integrity issue has to be dealt with sternly. Therefore, I recommend you conducting enquiry and if the culpability of the offender is established then take the strictest action. Possibly it could be termination also.
If you do this, it will send a signal to one and all on what your management values. If you give leeway now, it will set a wrong precedent and such things will keep on repeating.
Issues of integrity have to be dealt seriously. It is easy for lame duck Prime Minister to wink at the corrupt practices of his minister under the pretext of compulsions of coalition politics. However, gentleman let me remind you that business cannot be run like some politician.
Today we talk about corruption. But then ask a middle aged person and he/she will tell you that the seeds of corruption were sown during the days of Pt Jawaharlal Nehru. The seed was converted into sampling which his daughter nurtured. Later his grandson acknowledged that corruption is fait accompli. Now his great grandson does not have clue on how to solve the issue of corruption because it is weakening the very fabric of the nation.
During my HR days, I came across with a situation wherein security personnel caught a fresher while carrying few office pencils. My VP had terminated her services immediately. I knew a second instance in which a very senior software professional working in MNC was terminated as security had caught him while taking out cartridge of some printer.
By the way don't we learn about organisation culture during our MBA? This very culture is shaped by the organisational communication and organisational communication is nothing but the interpretation of the actions that senior management or top management officials take.
So how to handle this situation is the call of your top management.
Thanks,
Dinesh V Divekar
.
From India, Bangalore
Dear Friends
In my opinion Mr. Dinesh V Divekar is 100% correct. Work culture is somethingelse and discipline is something differrent from work. If a person works late night to finish his task means it is his inefficiency that he was unable to accomplish his task well in time. With that reason he cannot come late on next day or he cannot claim it as right to come late.
There two different things like Drinking and Driving. If both cannot be clubbed up together which may lead to accident. Same way in Office also, Discipline matters are different from Work performance. For the performance he will be rewarded during the appraisal time. It cannot be compromised with discipline. Disciplinary matters must be treated separately and it should not be clubbed up with Work performance.
Of course, I too agree that, there will be some soft views will be there on the outstanding performers which trialing their disciplinary cases. But it cannot be waived off. If we do so, then as said by Mr. Dinesh V Divekar it will pass a wrong signal in the minds of other employees regarding the Management Values of Organisation.
From India, Kumbakonam
In my opinion Mr. Dinesh V Divekar is 100% correct. Work culture is somethingelse and discipline is something differrent from work. If a person works late night to finish his task means it is his inefficiency that he was unable to accomplish his task well in time. With that reason he cannot come late on next day or he cannot claim it as right to come late.
There two different things like Drinking and Driving. If both cannot be clubbed up together which may lead to accident. Same way in Office also, Discipline matters are different from Work performance. For the performance he will be rewarded during the appraisal time. It cannot be compromised with discipline. Disciplinary matters must be treated separately and it should not be clubbed up with Work performance.
Of course, I too agree that, there will be some soft views will be there on the outstanding performers which trialing their disciplinary cases. But it cannot be waived off. If we do so, then as said by Mr. Dinesh V Divekar it will pass a wrong signal in the minds of other employees regarding the Management Values of Organisation.
From India, Kumbakonam
Dear Mr. Gourab Mukhopadhyay,
Instead of submitting my opinion, i would like to have information from your end.
1) Please provide more details about the employee - a) TOTAL NO. OF YEARS OF EXP b) TOTAL NO. OF YEARS WITH COMPANY c) SALARY - CTC d) DESIGNATION e) HOW OLD IS THE EMPLOYEE?
2) Was he proved GUILTY?
3) STOLEN PROPERTY RECOVERED from him or not?
4) What is the value of PROPERTY/ITEM STOLEN?
We should differentiate with between GOOD and EVIL. It is the EVIL made GOOD to do a MISTAKE and GOOD had always suffered. Any DECISION taken should make that employee realize his mistake and allow him to live a better life rather making him repent throughout his life leading him to commit suicide. This is happening in this world.
Regarding organisational ethics, discipline must be considered first but for small/minor mistake we cannot hang a person till his/her death.
Kindly revert at the earliest.
With profound regards
From India, Chennai
Instead of submitting my opinion, i would like to have information from your end.
1) Please provide more details about the employee - a) TOTAL NO. OF YEARS OF EXP b) TOTAL NO. OF YEARS WITH COMPANY c) SALARY - CTC d) DESIGNATION e) HOW OLD IS THE EMPLOYEE?
2) Was he proved GUILTY?
3) STOLEN PROPERTY RECOVERED from him or not?
4) What is the value of PROPERTY/ITEM STOLEN?
We should differentiate with between GOOD and EVIL. It is the EVIL made GOOD to do a MISTAKE and GOOD had always suffered. Any DECISION taken should make that employee realize his mistake and allow him to live a better life rather making him repent throughout his life leading him to commit suicide. This is happening in this world.
Regarding organisational ethics, discipline must be considered first but for small/minor mistake we cannot hang a person till his/her death.
Kindly revert at the earliest.
With profound regards
From India, Chennai
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals.
Case studies on R & S.doc
Circular Dated 28-10-2016 for settlement of PF Death Case Claims within 7 days.pdf
PF Death case Composite Claim Form No 20,10D & 5IF.xls