Hi, I am in sort of situation which Kavita explained.To be in person A’s shoes hurt and there seems no way out.any suggestions ?? :(
From India, Chandigarh
17From India, Chandigarh
Dear Neha,
What you can do is mingle with other department and try to gain access to the same level person, do something innovative which is noticed by other departments as well. This will spread your name and some how if your dept head is keeping his eye and ears open than he will surely notice it.
So participate in all extra activities which do not require your immediate superior's intervention.
This could help you, it might take time and lot of efforts and creativity from you but when you consider more qualified than you can even sell comb to a bald man.
With regards
Jigar Gangar
From India, Mumbai
What you can do is mingle with other department and try to gain access to the same level person, do something innovative which is noticed by other departments as well. This will spread your name and some how if your dept head is keeping his eye and ears open than he will surely notice it.
So participate in all extra activities which do not require your immediate superior's intervention.
This could help you, it might take time and lot of efforts and creativity from you but when you consider more qualified than you can even sell comb to a bald man.
With regards
Jigar Gangar
From India, Mumbai
Hello,
In my experience keeping a tab on all the employees is a successful method of preventing heart burns /burnouts/ fatigue amongst the employees.
I do this by discussing with them a on lot of varied subjects intermingled with the requirements of the company so as to know their strengths, weaknesses. Once this is done, the work which is earlier divided into montonous (regular) work; exciting (superficially team leading at a lower level for small assignments) and challenging/strenuous (which needed to be delivered yesterday but given tomorrow) - to gauge their capabilities and delivery capabilities- so as to assess them for future growth in the company. This is done as a tool to prevent attrition and to encourage the employees deliver better with a view of higher placement in the company. This is recorded in regular checking and revamping of skill sets, reviews, monthly informal get-together of the employees and the management where the employees are made to speak freely of their operational delivery problems and solutions there to and thus convert the session into a brain storming one. The forthcoming brighter employees are coached further to come out with solutions and thus nurture them to join management cadre. Earlier in the induction of an employee, the process is explained along with the responsibilities, heirarchy and his role as a team player. The importance of each step of the function is explained and demonstrated as to how it would affect the final product /result. Once we thus build a proactive team we let them take over the induction program of the new employees to see the effectiveness of our coaching them.
Making them so involved in the business, I have found that instead of causing mid term burnouts, fatigue, reaching a plateau in achievement etc, they are vibrant and looking forward to take on responsibilities once they realise that taking on more responsiblity increasingly pays them. While rewards are guaranteed when and how is kept as a secret so as to make it a pleasant surprise to the employees. We showcase each achievement of an employee and the importance to it - however little it is - so as to make it vital for all to join in the effort to work better. We demonstrate the effects of wrong work so as to stop further mistakes. We do not punish people for the mistakes committed.
We have thus solved attrition, filtered the weaker section (as theydrop out within 3 months) and have built & are sustaining a strong team.We have achieved a lean and mean team, committed to the core.
One most important thing many managements are found to do is to pay well in good times and talk of cuts in bad times. We have desisted from this as it was not required at all due to the fact we have achieved low costs of operations and have shored the bottom line and paying higher amongst employees has never caused the management any heartburn so far.Many may find this difficult or not possible in different activities. But keeping the atmosphere in the work place very conducive really helps reduce many problems in industries.
regards
From India, Bangalore
In my experience keeping a tab on all the employees is a successful method of preventing heart burns /burnouts/ fatigue amongst the employees.
I do this by discussing with them a on lot of varied subjects intermingled with the requirements of the company so as to know their strengths, weaknesses. Once this is done, the work which is earlier divided into montonous (regular) work; exciting (superficially team leading at a lower level for small assignments) and challenging/strenuous (which needed to be delivered yesterday but given tomorrow) - to gauge their capabilities and delivery capabilities- so as to assess them for future growth in the company. This is done as a tool to prevent attrition and to encourage the employees deliver better with a view of higher placement in the company. This is recorded in regular checking and revamping of skill sets, reviews, monthly informal get-together of the employees and the management where the employees are made to speak freely of their operational delivery problems and solutions there to and thus convert the session into a brain storming one. The forthcoming brighter employees are coached further to come out with solutions and thus nurture them to join management cadre. Earlier in the induction of an employee, the process is explained along with the responsibilities, heirarchy and his role as a team player. The importance of each step of the function is explained and demonstrated as to how it would affect the final product /result. Once we thus build a proactive team we let them take over the induction program of the new employees to see the effectiveness of our coaching them.
Making them so involved in the business, I have found that instead of causing mid term burnouts, fatigue, reaching a plateau in achievement etc, they are vibrant and looking forward to take on responsibilities once they realise that taking on more responsiblity increasingly pays them. While rewards are guaranteed when and how is kept as a secret so as to make it a pleasant surprise to the employees. We showcase each achievement of an employee and the importance to it - however little it is - so as to make it vital for all to join in the effort to work better. We demonstrate the effects of wrong work so as to stop further mistakes. We do not punish people for the mistakes committed.
We have thus solved attrition, filtered the weaker section (as theydrop out within 3 months) and have built & are sustaining a strong team.We have achieved a lean and mean team, committed to the core.
One most important thing many managements are found to do is to pay well in good times and talk of cuts in bad times. We have desisted from this as it was not required at all due to the fact we have achieved low costs of operations and have shored the bottom line and paying higher amongst employees has never caused the management any heartburn so far.Many may find this difficult or not possible in different activities. But keeping the atmosphere in the work place very conducive really helps reduce many problems in industries.
regards
From India, Bangalore
Hi,
As a method of handling unrest in employees, I had given my earlier reply.
As a suggestion for ideal reactions to employees when they feel lack of confidence with the management behaviour please find my inputs as under:
1. The disgruntled employee has to first note down the reasons for his feeling disgruntled /unhappy etc at the work place.
2. Once this is done, he will have to wait for a day so that as time passes by reactions would dilute or strengthen. So the next day do the editing of the list and have a discussion with your co worker /team mate. If everybody feel the same then it seems that you have touched a universal problem. If nobody share your anxiety then it is a unique problem being faced by you. So then you will have to have a discussion with your team leader/department head to find out the causes of such feelings in you.
If there are any issues about yourwork etc you will be made known. If it is simple correct your stance and go ahead. If it is serious then decide how to go ahead- either step up your skill sets or opt for a change in the job if possible. Talk to your HR Manager.
With these positive actions one should be able to come out of the problems faced by them in the company.
However if it is a behavioural problem where the management is very autocratic and uncaring about employees then I think you should not be wasting your time. Remember all of us work for our livelihood but If we love our jobs we work better and if the work atmosphere is conducive the employer will enjoy better results from our work.
Take the bull by the horns. You cannot let problems persist for long as it will destroy you.If every thing fails Move On.
regards
From India, Bangalore
As a method of handling unrest in employees, I had given my earlier reply.
As a suggestion for ideal reactions to employees when they feel lack of confidence with the management behaviour please find my inputs as under:
1. The disgruntled employee has to first note down the reasons for his feeling disgruntled /unhappy etc at the work place.
2. Once this is done, he will have to wait for a day so that as time passes by reactions would dilute or strengthen. So the next day do the editing of the list and have a discussion with your co worker /team mate. If everybody feel the same then it seems that you have touched a universal problem. If nobody share your anxiety then it is a unique problem being faced by you. So then you will have to have a discussion with your team leader/department head to find out the causes of such feelings in you.
If there are any issues about yourwork etc you will be made known. If it is simple correct your stance and go ahead. If it is serious then decide how to go ahead- either step up your skill sets or opt for a change in the job if possible. Talk to your HR Manager.
With these positive actions one should be able to come out of the problems faced by them in the company.
However if it is a behavioural problem where the management is very autocratic and uncaring about employees then I think you should not be wasting your time. Remember all of us work for our livelihood but If we love our jobs we work better and if the work atmosphere is conducive the employer will enjoy better results from our work.
Take the bull by the horns. You cannot let problems persist for long as it will destroy you.If every thing fails Move On.
regards
From India, Bangalore
In my opinion nothing happens all of a sudden. It's the man at the top and work philosophy he believes in. If he encourages such communication or is open to such feed backs probably than an employee will not suddenly starts acting weird and showing signs of unhappiness.
In such situations either the sufferer himself or courageous HR or his Operational boss has to take initiative to vent out reason of chocking (whether Over worked employees 0r Under-appreciated employees or Lack of challenges or Less interaction/feedback from superiors.) to the system and adopt correction course.
But nobody would dare if he knows it won't matter to top brass and this feedback can result into his own chocking/ suffering. In such cases probably shifting to alternate job would be the right choice.
There is no doubt however communication is the key to the whole issue. The proper communication will also help to remove any misunderstandings/ mis conceptions about employee him self or his job situation that he might be in as sometimes his wrong perceptions may also make him feel unhappy.
From India, Delhi
In such situations either the sufferer himself or courageous HR or his Operational boss has to take initiative to vent out reason of chocking (whether Over worked employees 0r Under-appreciated employees or Lack of challenges or Less interaction/feedback from superiors.) to the system and adopt correction course.
But nobody would dare if he knows it won't matter to top brass and this feedback can result into his own chocking/ suffering. In such cases probably shifting to alternate job would be the right choice.
There is no doubt however communication is the key to the whole issue. The proper communication will also help to remove any misunderstandings/ mis conceptions about employee him self or his job situation that he might be in as sometimes his wrong perceptions may also make him feel unhappy.
From India, Delhi
What to do when employees start acting weird and showing signs of unhappiness?
I would like to share the methods followed by us to handle these situations proactively. Right from the day of induction, we start interacting them formally and informally depending on the cases. We convey to them that we are their dedicated point of contact for everything they require for smooth functioning of their job. Now, this includes the below mentioned areas:
1. Employee Satisfaction Serveys
2. Problem Resolution in a timely manner. Adherence to TAT is very important to build trust and confidence in them.
3. Weekly/Monthly meetings with them discussing about their experiences with us.
4. Monthly Skip Level Meetings
5. Monitoring their performance/attendance/overall professional attitude (during training and also once they start performing).
6. You also need to analyze the past track records of an employee so that you get a clear insight about the candidate.
These factors also help us to identify the possible attrition cases beforehand and we execute all possible efforts to retain them.
We should follow the 4 principles in handling such cases- Interact, Identify, Change & Monitor................
Thanks & Regards
Sumit Sharma
Deputy Manager- HR
(Employee Relations)
From India, New Delhi
I would like to share the methods followed by us to handle these situations proactively. Right from the day of induction, we start interacting them formally and informally depending on the cases. We convey to them that we are their dedicated point of contact for everything they require for smooth functioning of their job. Now, this includes the below mentioned areas:
1. Employee Satisfaction Serveys
2. Problem Resolution in a timely manner. Adherence to TAT is very important to build trust and confidence in them.
3. Weekly/Monthly meetings with them discussing about their experiences with us.
4. Monthly Skip Level Meetings
5. Monitoring their performance/attendance/overall professional attitude (during training and also once they start performing).
6. You also need to analyze the past track records of an employee so that you get a clear insight about the candidate.
These factors also help us to identify the possible attrition cases beforehand and we execute all possible efforts to retain them.
We should follow the 4 principles in handling such cases- Interact, Identify, Change & Monitor................
Thanks & Regards
Sumit Sharma
Deputy Manager- HR
(Employee Relations)
From India, New Delhi
Dear Fellow members
I think all points have been covered beautifully, except a few; so I shall dwell upon those left untouched..
Quite often, the repressed frustrations of employees manifests itself in the form of "weird acting". To enable such feelings to come out without inhibition or fear of reprisals, one can have a model Grievance Redressal Policy and Procedure, a multi-tier system which maintains confidentiality of the aggrieved to the extent possible.
Another reason could be - personal problems. From my experience of an HR with old economy industries, I have seen employees suffering from personal problems which changes with the life-stage they are in. So, from involuntary spinsterhood to under-achievement of progeny, marriage or marital life of daughters to ailing old parents, there is a wide range of personal problems that an individual employee has to cope with.
An HR person is not just an office-functionary. He is supposed to be a "friend, philosopher and guide" in the true sense of the word, to every employee. And why not ? It depends on his sense of commitment. Whether he just wants to be another "paper-pusher" busy with various paper-work; or he has genuine interest in the area of his specialization, namely "Human Resources" ?
To illustrate, is not a good marketing manager obsessed with market share, competitor's strategy, his channel management, publicity and sales incentive, new product launches etc etc ?
A corporate finance manager is obsessed to an extreme with Capital expenditure, financing decision, new avenues of raising fund, getting a better deal from FI's, devising audits, checks and balances etc.
A production manager knows each nut and bolt of his production system, maintenance schedule, replacement of parts, specifications, suppliers, compeitive products and processes etc.
What we find, is that these professionals are not just in touch, but immersed in their core areas. Whereas, most HR managers keep their core of interest - the "human resources" at an arm's length. They are more happy to do bureaucratic office tasks with the typical impersonal touch of a bureaucrat. They never try to build rapport with human resources. My seniors would tell me that an average HR person should know the names and recognize by face, each and every employee; and a good HR person should know the family and the problems of each and every employee. And I am talking about employee numbers in thousands.
Sitting on their ivory towers will not help unlock the mystery of an employee acting weird or looking unhappy. Once the communication barriers are demolished, HR becomes more accessible; it becomes easy to get to the roots of the problem. Employee counselling helps; a patient ear and a reassuring hand on the shoulders go a long way in brightening-up the life of a miserable employee.
Regards.
From India, Delhi
I think all points have been covered beautifully, except a few; so I shall dwell upon those left untouched..
Quite often, the repressed frustrations of employees manifests itself in the form of "weird acting". To enable such feelings to come out without inhibition or fear of reprisals, one can have a model Grievance Redressal Policy and Procedure, a multi-tier system which maintains confidentiality of the aggrieved to the extent possible.
Another reason could be - personal problems. From my experience of an HR with old economy industries, I have seen employees suffering from personal problems which changes with the life-stage they are in. So, from involuntary spinsterhood to under-achievement of progeny, marriage or marital life of daughters to ailing old parents, there is a wide range of personal problems that an individual employee has to cope with.
An HR person is not just an office-functionary. He is supposed to be a "friend, philosopher and guide" in the true sense of the word, to every employee. And why not ? It depends on his sense of commitment. Whether he just wants to be another "paper-pusher" busy with various paper-work; or he has genuine interest in the area of his specialization, namely "Human Resources" ?
To illustrate, is not a good marketing manager obsessed with market share, competitor's strategy, his channel management, publicity and sales incentive, new product launches etc etc ?
A corporate finance manager is obsessed to an extreme with Capital expenditure, financing decision, new avenues of raising fund, getting a better deal from FI's, devising audits, checks and balances etc.
A production manager knows each nut and bolt of his production system, maintenance schedule, replacement of parts, specifications, suppliers, compeitive products and processes etc.
What we find, is that these professionals are not just in touch, but immersed in their core areas. Whereas, most HR managers keep their core of interest - the "human resources" at an arm's length. They are more happy to do bureaucratic office tasks with the typical impersonal touch of a bureaucrat. They never try to build rapport with human resources. My seniors would tell me that an average HR person should know the names and recognize by face, each and every employee; and a good HR person should know the family and the problems of each and every employee. And I am talking about employee numbers in thousands.
Sitting on their ivory towers will not help unlock the mystery of an employee acting weird or looking unhappy. Once the communication barriers are demolished, HR becomes more accessible; it becomes easy to get to the roots of the problem. Employee counselling helps; a patient ear and a reassuring hand on the shoulders go a long way in brightening-up the life of a miserable employee.
Regards.
From India, Delhi
very nice topic infact now adays i noticed the same condition with my collegue i don't know why but she suddenly started behaving like this as if she's not happy with any decision taken by the boss...infact when our boss call us to discuss anything related to work she just don't suggest or talk anything ...and than finally my boss called her in the cabin & directly asked him that what is the problem with her & now she's happy i think she was just waiting for the same..
on the other hand it depends...if employee is not happy with anything it means there's something which he/she expecting from his boss
From India, Pune
on the other hand it depends...if employee is not happy with anything it means there's something which he/she expecting from his boss
From India, Pune
Hi Geeta,
Your reply to chum was very professional. But tell me one thing if Boss himself lack confidience in his subordinates and keep favouring a particular person adding new portfolios and challenging tasks to him the rest of the members will be dejected. How to go about in this situation.
Regards
Anuradha Ganesh
From India, Hosur
Your reply to chum was very professional. But tell me one thing if Boss himself lack confidience in his subordinates and keep favouring a particular person adding new portfolios and challenging tasks to him the rest of the members will be dejected. How to go about in this situation.
Regards
Anuradha Ganesh
From India, Hosur
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