Consultant, Writer And Trainer
Hr & Od Consultant
Rajat Joshi
Hr Consulting ,trainer -creative Thinking
Human Resources Director
Rtd. Group Vice President In Hr In Export
Sr. Manager - Hr
H R Manager
Hr Systems Adviser
Associate Consultant
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Thread Started by #srinaren

Hi Friends,
I am sure that in citehr forum, there are many who are heading the HR departments in their organisations. We always talk about the organisation, its human resources, committment etc., Does we have any responsibilities towards our own subordinates in our department? I am sure you all have! Can you all share your views, ideas and doings about your subordinates?
I request all the HR heads who are in the forum put forward their views. I feel by doing this we can educate, fill the minds of the junior executives about what they can look forward from their bosses!
Hope you will all share your views!!
20th December 2006 From India, Bangalore
HI Srinaren,

This is a great one.

My style of developing my subordinates is :-

1. Give/share my work challenges ask them to recommend ideas or practices and give them due credit in my reports to Top Management.

2. Ask them to handle the responsibilties which is normally handled by me like compensation negotiation with candidates in my presence where i would be a silent spectator. After the meetings tell them as how they could have handled the situation in a better way;mentoring.

3. Ask them as how they would like to do the work assignment and back them in implementation. Just recently i asked my no.2 as how she would like to organize the office party on the occassion of X-mas - she recommended that we have a party on the boat at Gateway of India - that's what we doing..helped her out in nitty- gritty of the planning.

4. Share your learnings and challenge them to think differently.

It is said that when you learn more!

Unfortunately, most HR professionals are typically like to do all the work thereby lose the power of effectiveness and generally have the tendency to clamp up the information in a fear that they would "occupy" his position. I beleive this fallacy prevents them to move up the value chain of profiles.


Rajat Joshi
21st December 2006 From India, Pune
Hi Rajat,

It was a great feeling when I realised that you have posted your views on the subject. I felt as if we have our thoughts and views in the same frequency when I went through your view.

Whatever people say, they will have the fear of somebody lower to him will occupy his seat! And as you rightly said this fallacy prevents them to move up the value chain of profiles.

I posted this topic with a particular and specific purpose. I wanted all the senior managers to speakout so that the juniors will know exactly what they look for from their seniors/superiors so that they can also take some initiative to learn or ask for a reasonable share of what their bossess are doing.

My only concern in how many seniors will respond and post their views on this subject! I sincerely hope many will respond so that there will be some useful and healthy discussion on this subject.

To make our life easy, we have to develop our second line of people. In fact I insist even my second line people to pass on the same to their subordinates so that they will also get uplifted in their work.

Thanks for your views.

21st December 2006 From India, Bangalore
Hi Srinaren
First of all thanks a lot for starting such a great topic. It definitely would be learning experience if all seniors put their ideas or style of working.
Secondly, thanks to Mr. Rajat for sharing his idea. It is indeed a good way of working.
21st December 2006 From India, Faridabad
Rajat, This is excellent. This style matches the way I work but I got more confidence after I read this, that what I am doing is right. Simply great. Satay
21st December 2006 From India, Hyderabad
Hi Friends,
165 views and only 4 responses! Don't you feel this is total injustice? Are we scared to face this question and give answer? Please, I once again request the senior members of this forum to express your views, comments!
22nd December 2006 From India, Bangalore
Hi Srinaren,
This is a very interesting topic, thanks for starting this.
I would like to say what Rajat has shared can really work as an example for those who are insecure.
We donot have a big HR department in India, it is just the team of three people.
I make sure that I give them enough authority which goes hand in hand their responsibility. Even our Sales guys have the authority to take decision related to few lakhs ruppes. I consider authority of taking decision at all the levels is very important.
Open and clear communication is very very important. Where many people talk of transparency but are not able to walk the talk, I make sure of doing that.
Give them chance to commit mistakes and then let them learn from this, it can be called mentoring.
There are many more things, I'll share in next mail.
23rd December 2006 From India, Delhi
Hi Archna,
Thanks for your response. In fact I was wondering what had happened to you, Shyamali, Prof. Lakshman, ...... etc., who are the pillars of citehr forum! I started this so that the seniors have a soul search and mend their way of working if they are feeling insecure and let the juniors who really have ambition and drive, come up in the careers. I recollect what Mr.Rajat has said in his view - THE MORE YOU SHARE , THE MORE YOU LEARN.
My only request to the seniors to be bold and come out with their views, comments on this topic so that all the myths are done with and some positive transformation happen in the HR world.
23rd December 2006 From India, Bangalore
I am a little late with this.
I would only do two things for my subordinates, and not more. (I am a little lazy I guess
1 Empower them to take decisions.(Mentor them, coach them and do whatever it takes to ensure that they have the knowledge; understanding and the skills to ensure that the things happen; let them be creative; take away bureaucracies and red tape;)
2 Take care of their well being.(Give them a happy place to work in;Happy people are productive people; they discharge positive energy in the environment; they can synergise beautifully)
Shyamali :twisted:
23rd December 2006 From India, Nasik
Well...I have a team of seven people and for me the first thing is to make them so comfortable that they can have confidence in me...they can trust me.
Then motivation. That I do by removing their fears, doubts and insecurity of any kind.
Giving them them opportunity to grow...that I do by giving them challanging assignments; sending them for trainings and seminars.
Another thing...I do is that...during the days, when I am under pressure...or I am upset....or I am tensed...I don't pass that to those people.
I try to coach mentor their work and life...but don't tell them this like...."I am your Guru" etc etc. My only lesson to them is..."Think Logical"..."Be Perfect in your Basics" (whether at work or in life) and "Learn from your Experiences"
I am not able to think anything else. I will edit this comment...if I recollect anything more.
Sanjeev Sharma
26th December 2006 From India, Mumbai
Hi Friends,
I wish to add the vision of our President Dr. APJ Abdul Kalam on Leadership.
He says" Taking responsibility for your subordinated failures and giving them credit on sucess" a great way to show that you truly believe in them.
-Appreciate your team as frequently as possible
- Provide Constructive critisism when they have to improve.
26th December 2006 From India, Bangalore
Dear Seniors,
Pls putforthy your value add points/experiences in this topic which is worth sharing.
Kindly cut the cake , as has been handled by archana,
Authority &responsibility, delagation of work .
My sincere thanks to archana,rajat ji, Sanjeev.Himachali,shyamali.
26th December 2006 From India, Madras
Hi Naren
I have 4 people reporting to me and the team has excellent unity and shares almost everything with each other. The practical steps I take towards this are:
1. Share good inter personal relationship with each of them
2. Not discussing one's comments with others unless this is openly made by the concerned in a forum
3. When they seek personal / individual assistance pertaining to official or personal issues, I counsel them but make it a point not to dicsuss the same with anyone else so that they confide in me fully
4. Arrange for team lunches and dinners and make interaction a easy and interesting one
5. Arrange for house visits or get togethers of family members of all concerned
6. Support my team to my Management and give due credits to each one of them where ever they have gone out of the way to achieve some thing / big or small
All the very best
Ram Ram
HR Manager in a IT Company
HR Trainer / Consultant
26th December 2006 From India, Madras
Hi Rekhaa & Ram Ram,
Thanks a lot for your views. I agree with you Ram Ram as the ideas you are following will definitely help your subordinates gain greater degree of competency, confidence and ability.
This is exactly what I am looking forward from all the HR Managers to come forward and tell the TRUTH so that they also can mend their ways, help their subordinates ( I normally call them as my collegues and never call them as subordinates) in climbing up the ladder.
Also I would like to thank Vennpuru for taking the initiative to invite the other forum members to respond.
Please friends, please do come forward and put your views in the forum.
26th December 2006 From India, Bangalore

I would like to share my experience with you all.

I recently got two subordinates in my department and the way i deal with them is:

1) I try to give an employee very informal atmosphere in the first week so the person settles down in the organisation and feels good about the envirment

2) I start giving the work and responsibilty one by one and not al together

this gives breething space to an employee and he will make less mistakes since the responsibilities are given one by one and as per the persons capability

so the junior feels good and motivated.... more the person becomes capable and experience i encourage them to take higher responsibilty and challanges

3) I try to find out his/her interest and preferences within job profile and delegate the suitable work to them so they do it with highest interest and perfection....since it is done with personal interest

4) I try not to scold subordinate for the mistakes done but prefer to share ideas on those things which indirectly leads them to higher results. THe more the knowledge sharing the less the mistakes

I feel its too much to write

Do let me know if my views are ok or not :)
26th December 2006 From India, Mumbai
Dear everyone,
First of all thank you for all your views... its enlightening to say the least.
I would like to know from all the senior managers posting their views...
How would you handle a subordinate who(according to you) is not justifying his/her position and salary inthe company?
Also, what would be the parameters to judge such an underperformer?
Thank you in advance
26th December 2006 From India, New Delhi
Dear All,
Its just wonderful to see the comments from all of you . But I have few question s:
1.Does this kind of treatment is given to all the subordinates at work place ?
2.What are the essential training requires for Hr professionals(subordinate)?
Umme Salma
26th December 2006 From India, Bangalore
Dear Umme

How would you handle a subordinate who(according to you) is not justifying his/her position and salary in the company?

This is typically the Manager's problem and not the associate's problem. Even before hiring for any position the Manager is the person who is supposed to be sure of the Job role and so the salary to be offered.

After hiring if this problem is found out, the Manager has to sit with the concerned associate in a casual meet or something of that sort and draw out the associate on his or her opinion about her role in the company and what in her understanding is the factor which hinders his or her performance now or on the long run. Then the Manager can casually give his or her opinion and tell the Associate in a supporting mode that he or she is capable of handling more responsibility and that he will ensure that she is lifted immediately. This will increase the faith of the associate on the Manager as well as justify the Manager's role, who is directly responsible for the associates' success.

On the other hand if it is an incompetency problem, then the Manager should handle the same with tact and eject the associate out of the organization

Also, what would be the parameters to judge such an underperformer?

If a Manager is able to set clear cut qualitative quantifiable goals for each associate reporting to him / her, then this is not at all an issue. These objectives are the parameters and will make the associate realise on the first hand that her performance is not upto the mark - making the Manager's life easy to make appropriate decision
27th December 2006 From India, Madras
Hi Everyone,

First let me tell you that this is a very good topic touched by Srinaren and well responded by many of us.

When I think of my subordinates and their development, I go back in the past and recollect what kind of bosses and development / lack of development opportunities I had because of them. This gives me the constant realization of my moral and professional responsibility to develop my subordinates.

Though, many areas are already covered but I practice the following with respect to subordinate development.

1. I consider them as team members and not subordinates.

2. I try to be open and transparent in most of the HR issues, systems, practices so that they feel part of the process, they also own the process, and they remain updated and can apply thoughts wherever possible.

3. I believe that they know their work, I let them work independently and my role is to provide guidance wherever necessary and to improve their skills and the work system.

4. I take all the opportunities to appreciate their good doings in front of them as well as bring to the notice of my seniors too.

5. Share my learning / readings on day to day basis, in turn they also share with me.

6. Keep on involving them in the idea generation process in day to day working, so that they feel they are important to the organization.


Jayesh Naik

27th December 2006 From India, Vadodara
Hi Jayesh Naik,

After reading your views, I completely agree with your views. I thought it would be appropriate to share with you all the experience I had when I started my career. I feel it gives some sort of insight to the youngsters.

I came out of my Engineering in 1977 and worked there as a Lecturer for 3 years and later I was selected at Hindustan Aeronautics Ltd., for the newly started Jaguar Project. After 9 months, I was posted to the the CNC Maintenance, which was regarded as one of the prestigeous departments at that time. I was congratulated by all my collegues for having got the posting there. With full enthusiasm I went and met the Head of the Department. I introduced my self to him. He didnot even offer me the chair to sit. I was standing. Then he said something which probably I feel nobody can even think off in their wildest dreams. He told me "You are an unwanted guest here." I was taken aback but was helpless. He told me clearly that he will not post me in CNC maintenance but posted me in an unimportant department.

After sometime, when new machines each costing around 1.5 Crores landed in the factory, he asked me to work with the Japanese and French Engineers for the installation and trial run of the machines. After the successful installation and trials, the machine was handed over for production. He called me and told, if there is any breakdown of the machine, I should not attempt to repair on my own, but instead I should report to him, tell him what I propose to do and if it is OK then he will allow me to touch the machine. This went on for some time. Later one day he called me and said, henceforth you neednot inform me about what you will do if there is any breakdown but you will attend to it independently.

Later when I resigned from the job at HAL, I was given a grand farewell party by him along with my family for the first time in the history of that department.

Today, I feel, though it looked discouraging at that point of time, I think he did a right thing in testing me at each and every step, then once he got the confidence, I became his most sought Engineer.

So, friends, please even if you are sidelined in your department by your boss, please show extra interest in learning and proving yourself so that you gain and your Boss will definitely help you in bringing you up!

(Please do not get confused as how an HR General Manager is talking about an Engineering expeirence! Friends, I am an engineer by qualification and worked as engineer for 12 years and later shifted my line to Textiles and Apparels. There also I worked in Production, PPC, Quality, Maintenance as General Manager. HR was my part of the job there but now I have taken up HR as my main job which I AM ENJOYING A LOT & PROBABLY IT IS MY SWADHARMA.)

27th December 2006 From India, Bangalore
Hi Friends,
I would like to thanks for all the senior people for their views.It is very helpful for junors.We have learnt many things form such kind of topic so i would like to thanks for starting such a good topic.
Associate Consultant
28th December 2006 From India, Hyderabad
World over as a proportion HR Directors have much lesser board representation. However, the human element in Business is being recognized as the industry has moved from Welfare to Industrial to Capitalistic to welfare.

This in itself should allow HR Directors to do more for employees and specifically their HR Folks. Be it a huddle with the top team, Weekend Fun on the floor, active participation in events. While it is not just the HR Directors Job for developing all people in the HR team, it is the role of all HR People Managers to develop people reporting to them.

Effective means - Throwing challenging work, a mix of Role + Activities + New Projects, Ensuring that the employee has a feeling that they are learning new things. Engaging and Empowering them. Freeing up admin time through effective use of technology, so that strategic objectives can be met.

I think the most improtant one is Empower and Delegate and let People learn to take decisions while you provide the strategic direct and course correction.

28th December 2006 From India, Bangalore
Hi Tulasi and Sankalp,
Thanks for your compliments and views regarding HR. No doubt, HR, from being Labour Office status few years back is taking active role in the Management. It is for all of us to prove that HR is a Key Department in any Organisation.
Welcome other seniors to participate in the topic by posting your views.
28th December 2006 From India, Bangalore
Dear seniors,

thank you very much for giving a wonderful discussion. my great difficult i faced in life insurance sector when i worked in an life insurance company as a team leader or called as associate partner or business associates, my managers promise that they will give a great support for recruiting team leaders under me and agents under me. when i call about 10 to 15 candidates per day, as per the company policy my manager have to speak to them and make them to agree for a career in life insurance. my manager never co-operate with us and say some excuse for rejecting the candidates. generally i call only graduate or post-graduate, preferably MBA candidates from age 25 years.even if the candidates selected, they never turn up or comes only for 1 day training and even if i call the candidates they dont respond properly. this is because the managers dont handle the candidates properly and give them a wrong promises of permanent job in same company or as a salaries tele-callers.

How to tackle this problem

my request is to know how to recruit effective agents and how to handle them.
seniors, please help me to give a valid suggestions
thanks and regards

25th August 2016 From India, Madras
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