Its a very unusual case. I don't know why your company has provided him this much liberty to comment on his superior.
Very strange a reportee talking openly about the knowledge level of his supervisor, and the management is not doing something.
I agree the productivity level of that employee may not be that high but a company should not have this kind of liberal culture.
Counsel that employee, as you have mentioned the Mangeress is newly appointed, tell the employee to be with her for few more months and then on the basis of performance of both take the decision.
Lets hear from other members also.
From India, Delhi
From United States
This particular employee emphasizes that he joined the Organization only because he would be working under the same Manager as before where he was able to lean a lot and looking forward to learn more where as he cannot do that with the new Manageress. Also since this is the IT-engineering section, the employees were free and not closely monitored. Even though this person is not a very good “Team Player” he does his job on time which is why the management is contemplating which side they should be on and which decision they should take.
Sort of complex but your comments will be of great help.
From Sri Lanka
First of all I am not understanding why you people are very liberal to that particular employee, who just does his job on time. In my opinion he is not the person to decide where or under whom he has to work. If you take decision in his favour today what will happen when tomorrow he/ someone else say they are not interested to work under their superior or your MD.
SO HR should have their own decision making powers on such situations and as earlier Archana suggested do a counciling to convince the employee and if he is reluctant that means it is his attitude problem and don't want to adjust to the situation. You HR people has to take a firm decision against him in consultation with the top management.
From United States
When the orgn. recruited the new manager (I refuse to be sexist and call her manageress), top management obviously felt that irrespective of the gender, she was capable of assuming the responsibilities and duties of the earlier manager?
If she is sufficiently capable, then why should top management reject her? If she is still settling down, allow her another month or two before passing final judgement.
If she is proving an abviously bad choice, then top management should immeidately look for a replacement.
In either case, is her subordinate in a position to dictate terms to top management? Is her subordinate capable of assessing her merits and demerits in an impersonal and knowledgeable manner?
If there is a choice to be made between the two, whom should top management support?
I think both top management and yourself as HR head should take a good hard look at the situation, be genuinely frank about it, and then decide your further action.
What do others feel?
From India, Mumbai
'When You Love Your Job, But Hate Your Boss
If you love your job, but hate your boss, here are eight ways to cope:
1. Take a look in the mirror.
Sure your boss is a jerk, but maybe you're being a pain-in-the-neck, too. Examine your actions and behavior. Consider what you might be doing to contribute to the problem. Then clean up your act, make nice, and do your best to ignore distractions and concentrate only on the work. Then see if things change.
2. Focus on your boss' needs.
Employees who perform well, make the boss look good and are easy to manage are usually in good graces. Think about what your supervisor wants and needs and how you can provide it. Ask him or her each week: "What can I do to make your job easier?" Focusing on your boss' needs will dissolve any ill feelings he or she may have toward you.
3. Show your worth.
Document your achievements and call them to your supervisor's attention. Keep him or her updated on the status of your important projects and initiatives and offer up new ideas and solutions.
4. Stop disagreeing.
Karyn was constantly butting heads with her boss. She didn't realize it but she disputed every idea he had. When her co-worker pointed this out, Karyn developed a new strategy. During the next staff meeting, each time her boss made a suggestion, she said, "That's a great idea, Bill!" or "I agree, this new system will be a great tool." Surprisingly, Karyn felt better after the meeting and found that her boss responded positively. While she isn't always a "yes man," she has learned to be more agreeable now and then.
5. Get buddies.
Find other sources of support at work. Develop other relationships in the company with people whom you can help and who can help you. Find a mentor whom you can go to for advice and support.
6. Report him (or her).
Talking to your boss' boss or HR is a last resort -- something you should do only after trying to resolve the matter yourself. If you go this route, document your boss' actions and provide evidence such as e-mails, voice mail messages and witnesses. It is often helpful to band with other employees who are having similar problems, so that you won't become branded as "difficult." Warning: This option is risky. Though it can be effective, you may find your days have become numbered. Many whistleblowers have found themselves ousted in the next wave of "restructuring."
7. Get a life.
Don't let problems on the job consume or define you. People who have interests outside work are not only happier, they also make better employees because they're able to put things in perspective and are more productive.
8. Have an exit strategy.
The goal here is to outlast your boss, but it's a good idea to have a contingency plan just in case it's decided that you need to leave first. Your plan should include negotiation strategies for an optimal severance arrangement, as well as a current résumé, names of recruiters and several references. Even if you never have to use it, having an exit strategy will give you a sense of confidence and control, and help you realize that ultimately, you are in charge. '
Tell your disgruntled employee to read this carefully and do what it says.
From India, Mumbai
Secondly, do not deride the employee for being honest. Your employee’s candidness is highly prized as it brings underlying emotive issues out in the open where they can be dealt with. Remember, the employee is not demanding a transfer, just requesting one.
Thirdly, you may force the employee to stay put (until they decide to leave your organization), but keep in mind the negative impact that this will have on the morale of other employees.
Fourthly, your new manager needs to be able to develop the skills of gaining credibility and dealing directly with employee personal issues. The next step may be open and honest communication between the new manager and employee, perhaps facilitated by an experienced HR person well-versed in conflict management.
After meeting with each person individually, organize a joint meeting with the manager and the employee to explore where each is coming from and to brainstorm solutions to the impasse. It is important to make the meeting voluntary whilst emphasizing that talking through the issues will give the best chance of resolution. Our eBook 2 Way Feedback at
will give you some more tips on how to get employees on side. Good luck!
Human Resources Software and Resources
From Australia, Melbourne
Your comments are really appreciated.
Actually the newly appointed manager was not “recruited”, she was “Promoted” and that’s the reason why this particular employee feels that he cannot work under her since he is far more qualified in the field than her.
But the manager was appointed for her abilities of working hard, working with any one, good communication and most of all the ability to work in a team and help her team achieve which this particular employee lacks.
The request of the transfer was discussed with the employee as well as the manager and both are adamant on their decisions and refuse to budge.
HE says he can’t respect her as a senior due to a lack of qualifications so do not want to report to her.
SHE says she does not want to grant the request since the employees working under her might get a negative impression.
So I need HELP!!!!!
From Sri Lanka
It is a critical situation for the company. I agree with Vicki on one thing that we should not decide anything from the Manager's perspective or employee's perspective, the decision should be taken from a company's point of view.
I completely disagree what Vicki suggested on other things.(No personal grudge, just a difference of opinion) :)
The employee is trying to challenge the decision of Company, who promoted the lady as a manager for various qualities.
I really don't know whether companies give choice to employees to select their own managers, :roll:
ANother thing is, when the employee is not a good team player as mentioned in one of your mail, why to give him so much importance.
The Manager is right, if you decide to move the employee, it will leave a negative impression for the newly promoted Manager.
I suggest, that HR should speak to other team members, who all are under that Manager, it will give a clear picture of the Mangement capabilities of the Manager..
Secondly, the person should be counselled and asked to perform his job for some more time under her.
If this is not solved for another one month, try and organise one to one meeting with both the employee and Manager and discuss the key issues without playing it dirty on anybody.
COnflict should be resolved keeping yourself in the shoes of others.
Do that, it will really yield good results.
All the best
From India, Delhi