Noel
Thank you for your response, and I totally agree with you.
With one proviso: at some point there comes a time to decide if the employee comes first or the organisation comes first. I struggle to think of an example of a commercial organisation where, in the circumstances outlined to us in the original posting, when pushed to act, eventually there comes a time where 'enough is enough' and the disciplinary process is started towards terminating the employee (maybe we don't have the whole picture - almost certainly to be true - these things are never as simple as first thought!).
What this discussion has unearthed is issues of core values - those things that an organisation holds inviolate.
Imagine the behaviours that may well arise over time with the rest of the employees once they know that management will always give in to what the employees want to do. I recently worked with an organisation that was in this very position. Absence of employees was very high, damage to vital equipment was very high, and service to the customer and relations with the suppliers were very poor. Result: major customers left, taking almost 15% of total business with them. That wiped out the profit margins overnight. The company then focused on trying to win back customers and reducing the cost of damage. Employees did not get behind management in this attempt because they had no respect for management or what they were saying. These employees are paid twice the national average, so pay was not an issue. This company is still struggling, and may in the near future have to reduce the size of its workforce to get back in to a reasonable financial state. There are nearly 800 people employed by the company. Imagine the impact on the local community if many of these lost their jobs?
Some may say that other factors are the cause behind this. I was engaged in doing a root cause analysis - to find out exactly what factors were behind this. One of the fundamental factors, and by far the biggest, was this lack of respect and trust for management.
What is encouraging is that having identified these root causes, much of the senior management has been changed, including the CEO. Management is now behaving in a tougher, more open and consistent manner, and there is hope now that in 6-9 months time it will have turned around and be improving service and profits.
So, beware the rotten apple and where it might lead you in a year or two - terminate one person now, or 100 people next year...
It's a tough world out there and organisations need to decide if they are a charity or a commercial organisation and act accordingly and consistently.
I would add finally that we must act with honour and treat people with dignity - I would strongly support giving the employee every opportunity to help management understand better the circumstances surrounding her request and why she can't agree to the reasonable request to meet with family locally. Ultimately if her reasons do not warrant giving her leave at such short notice, then don't give it, and my original advice stands. If there are grounds for compassion, then give the leave but also make clear the policy on leave etc. I would still make a brief note on her file that she had violated policy, albeit for good reason, just in case she attempts something similar in the future, but for lesser reasons, and you do need to go down the disciplinary route.
I can just imagine now some readers thinking "ouch - I don't think I'd like Martin as my manager" - and I think my response would be "if you are thinking of misleading me in such ways and not being truthful with me, I don't want you in my team, or doing business with it" - it cuts both ways!
Thanks for the debate.
Kind regards,
Martin
From United Kingdom,
13Thank you for your response, and I totally agree with you.
With one proviso: at some point there comes a time to decide if the employee comes first or the organisation comes first. I struggle to think of an example of a commercial organisation where, in the circumstances outlined to us in the original posting, when pushed to act, eventually there comes a time where 'enough is enough' and the disciplinary process is started towards terminating the employee (maybe we don't have the whole picture - almost certainly to be true - these things are never as simple as first thought!).
What this discussion has unearthed is issues of core values - those things that an organisation holds inviolate.
Imagine the behaviours that may well arise over time with the rest of the employees once they know that management will always give in to what the employees want to do. I recently worked with an organisation that was in this very position. Absence of employees was very high, damage to vital equipment was very high, and service to the customer and relations with the suppliers were very poor. Result: major customers left, taking almost 15% of total business with them. That wiped out the profit margins overnight. The company then focused on trying to win back customers and reducing the cost of damage. Employees did not get behind management in this attempt because they had no respect for management or what they were saying. These employees are paid twice the national average, so pay was not an issue. This company is still struggling, and may in the near future have to reduce the size of its workforce to get back in to a reasonable financial state. There are nearly 800 people employed by the company. Imagine the impact on the local community if many of these lost their jobs?
Some may say that other factors are the cause behind this. I was engaged in doing a root cause analysis - to find out exactly what factors were behind this. One of the fundamental factors, and by far the biggest, was this lack of respect and trust for management.
What is encouraging is that having identified these root causes, much of the senior management has been changed, including the CEO. Management is now behaving in a tougher, more open and consistent manner, and there is hope now that in 6-9 months time it will have turned around and be improving service and profits.
So, beware the rotten apple and where it might lead you in a year or two - terminate one person now, or 100 people next year...
It's a tough world out there and organisations need to decide if they are a charity or a commercial organisation and act accordingly and consistently.
I would add finally that we must act with honour and treat people with dignity - I would strongly support giving the employee every opportunity to help management understand better the circumstances surrounding her request and why she can't agree to the reasonable request to meet with family locally. Ultimately if her reasons do not warrant giving her leave at such short notice, then don't give it, and my original advice stands. If there are grounds for compassion, then give the leave but also make clear the policy on leave etc. I would still make a brief note on her file that she had violated policy, albeit for good reason, just in case she attempts something similar in the future, but for lesser reasons, and you do need to go down the disciplinary route.
I can just imagine now some readers thinking "ouch - I don't think I'd like Martin as my manager" - and I think my response would be "if you are thinking of misleading me in such ways and not being truthful with me, I don't want you in my team, or doing business with it" - it cuts both ways!
Thanks for the debate.
Kind regards,
Martin
From United Kingdom,
Hi
This a really good case study. I believe we have considered the following points
1. Cause(s) of leave.
2. Previous attitude of employee.
3. Attitude of sanctioning authority.
4.Working of employee.Strength of employee.
5. Management perception.
6.Leave rules.
7.Impact on others.
In my opinion Leave is always a privilege provided by employer and it should not be considered as a right by an employee. Leave rules have already been deviated for this employee ,keeping in view her performance.
Management is fully aware of its strengths and weaknesses. further we also want to retain the employee.
I further believe that
stopping pay or
not sanctioning further leave or
sanctioning as leave without pay or
reminding leave rules to individual
will have impact on employee. The determination that " I am proceeding " indicates that she has already weighed the strenths of organisation and now this attitude is required to be redirected towards maintaining office decorum.
In my opinion when we want to see the impact of our deeds on others the best way is to involve every one , on whom we want to see the impact.
Please call every body across the table and do a brain storming exercise. Discuss each and every aspect which you want to put forward. Let us have others say on that. Let them comeup with their ideas and discuss all pros and cons and finally agree on single understanding.
In the end you can bring whole of discussion in writing and get this signed by every one. Circulate copies among the members. I am sure you will achieve what you want and you can see the impact of same on others.
Regards
Anil Anand
From India, New Delhi
This a really good case study. I believe we have considered the following points
1. Cause(s) of leave.
2. Previous attitude of employee.
3. Attitude of sanctioning authority.
4.Working of employee.Strength of employee.
5. Management perception.
6.Leave rules.
7.Impact on others.
In my opinion Leave is always a privilege provided by employer and it should not be considered as a right by an employee. Leave rules have already been deviated for this employee ,keeping in view her performance.
Management is fully aware of its strengths and weaknesses. further we also want to retain the employee.
I further believe that
stopping pay or
not sanctioning further leave or
sanctioning as leave without pay or
reminding leave rules to individual
will have impact on employee. The determination that " I am proceeding " indicates that she has already weighed the strenths of organisation and now this attitude is required to be redirected towards maintaining office decorum.
In my opinion when we want to see the impact of our deeds on others the best way is to involve every one , on whom we want to see the impact.
Please call every body across the table and do a brain storming exercise. Discuss each and every aspect which you want to put forward. Let us have others say on that. Let them comeup with their ideas and discuss all pros and cons and finally agree on single understanding.
In the end you can bring whole of discussion in writing and get this signed by every one. Circulate copies among the members. I am sure you will achieve what you want and you can see the impact of same on others.
Regards
Anil Anand
From India, New Delhi
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