Dear all,
I am facing a typical HR problem in my organization and seek your inputs on the same.
Last year, we hired a person to head the program, and we have come across the scenario that the senior-most person, A, of our organization, who at one time aspired to hold that position, is at loggerheads.
In my meetings, they both clarified that they cannot work with each other. They have distrust and have lost faith in each other.
The new head is crucial for the company in view of upcoming projects, and he has tried his best to accommodate person A, which has been misinterpreted.
Also, this situation is compounded by the subtle support to A by the previous head who was sacked by the organization.
My problem is how to resolve the situation.
At this point in time, we are backing the head while also not wanting to lose person A. Worse to worse, person A may quit, who is a useful resource for the organization.
My ideas were:
- Make them talk to each other in a closed room to resolve their issues.
- Send them on an outbound trip together to get to know each other better.
Any suggestions or ideas would be welcomed!
Cheerio,
Rajat Joshi
From India, Pune
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108I am facing a typical HR problem in my organization and seek your inputs on the same.
Last year, we hired a person to head the program, and we have come across the scenario that the senior-most person, A, of our organization, who at one time aspired to hold that position, is at loggerheads.
In my meetings, they both clarified that they cannot work with each other. They have distrust and have lost faith in each other.
The new head is crucial for the company in view of upcoming projects, and he has tried his best to accommodate person A, which has been misinterpreted.
Also, this situation is compounded by the subtle support to A by the previous head who was sacked by the organization.
My problem is how to resolve the situation.
At this point in time, we are backing the head while also not wanting to lose person A. Worse to worse, person A may quit, who is a useful resource for the organization.
My ideas were:
- Make them talk to each other in a closed room to resolve their issues.
- Send them on an outbound trip together to get to know each other better.
Any suggestions or ideas would be welcomed!
Cheerio,
Rajat Joshi
From India, Pune
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Rajat, sorry to be blunt, but Person A needs to be told to lift his game unless he can identify legitimate and significant concerns with the new head. If there are real concerns, then of course, they need to be dealt with. However, it sounds as if Person A is engaging in sabotage. This should not be rewarded. I'm not suggesting giving him a "dressing down", but a simple statement that "you are required to work cooperatively with the new head and should consider other options if you don't feel able to do this."
My belief is that NO-ONE is indispensable, no matter how skilled. Their unique skills are completely undermined and worth little if they are not prepared to engage in a team approach. The harm far outweighs the good. Offer to help him pack his bags!
From Australia, Ballarat
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My belief is that NO-ONE is indispensable, no matter how skilled. Their unique skills are completely undermined and worth little if they are not prepared to engage in a team approach. The harm far outweighs the good. Offer to help him pack his bags!
From Australia, Ballarat
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Thanks...
Guess that's the only option left as of now, as you rightly said that no one is indispensable! He has to focus his work in synergy with the Head.
My point is, how do we change this attitude? This year it's person A, next year it could be somebody else?
Cheerio,
Rajat
From India, Pune
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Guess that's the only option left as of now, as you rightly said that no one is indispensable! He has to focus his work in synergy with the Head.
My point is, how do we change this attitude? This year it's person A, next year it could be somebody else?
Cheerio,
Rajat
From India, Pune
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I agree with "NO-ONE is indispensable." Person A has without a doubt been led to believe (by the previous Head) that he/she was next in line for the Head position when it became available. If that's the case, the situation should be explained to A by the person(s) who selected the new Head.
In addition, Person A should be made aware that he/she is a valued part of the organization, albeit not indispensable, and that he/she has an obligation to the new Head, as well as to the organization, to do his/her job and to aid, assist, and offer advice to the Head when it is appropriate.
Person A should also be counseled as to the ramifications of sabotage, both professionally and personally.
"How to change this attitude..." I believe that it is human nature to feel betrayed after being shunted aside by management in favor of a new face, especially after giving good and faithful service over a period of time. It destroys dignity, ego, and commitment while building resentment and bitterness.
Was he/she even considered/interviewed for the position? Did management think Person A was too closely aligned with the former Head to continue in the same vein without new ideas or concepts?
Employees should not be led to believe or assume that they are "next in line" for future openings. If there is no one in place, a Policy Statement from the head of the organization clearly stating that the company seeks to recruit, select, and promote based on organizational needs, experience, and skill sets should be disseminated to all employees to allay any expectations.
The lack of recognition and appreciation on the company's part, if that was the case, should be rectified as part of the buy-in to be a loyal and conscientious subordinate. A simple "chin up, carry on" from someone Person A respects will go a long way.
In addition, the development and implementation of a succession plan for Upper/Mid-Level positions may be necessary to groom candidates who are deemed to be exceptional (indispensable?) to the organization and to provide "face-saving" (alternative career path) options to others.
From United States,
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In addition, Person A should be made aware that he/she is a valued part of the organization, albeit not indispensable, and that he/she has an obligation to the new Head, as well as to the organization, to do his/her job and to aid, assist, and offer advice to the Head when it is appropriate.
Person A should also be counseled as to the ramifications of sabotage, both professionally and personally.
"How to change this attitude..." I believe that it is human nature to feel betrayed after being shunted aside by management in favor of a new face, especially after giving good and faithful service over a period of time. It destroys dignity, ego, and commitment while building resentment and bitterness.
Was he/she even considered/interviewed for the position? Did management think Person A was too closely aligned with the former Head to continue in the same vein without new ideas or concepts?
Employees should not be led to believe or assume that they are "next in line" for future openings. If there is no one in place, a Policy Statement from the head of the organization clearly stating that the company seeks to recruit, select, and promote based on organizational needs, experience, and skill sets should be disseminated to all employees to allay any expectations.
The lack of recognition and appreciation on the company's part, if that was the case, should be rectified as part of the buy-in to be a loyal and conscientious subordinate. A simple "chin up, carry on" from someone Person A respects will go a long way.
In addition, the development and implementation of a succession plan for Upper/Mid-Level positions may be necessary to groom candidates who are deemed to be exceptional (indispensable?) to the organization and to provide "face-saving" (alternative career path) options to others.
From United States,
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Rajat,
I am assuming that person A is reporting to the new head.
If you have not done a personality profile of these two persons, please do a personality profile. Then bring them together and show them:
- Features
- Characteristics
- Flexibility
- Adaptability
- Manageability of interpersonal relations.
Then, give them a week. If that fails, then the new head will have to decide to retain person A or not. For the progress of the organization, we cannot allow these to continue.
Regards,
Leo Lingham
From India, Mumbai
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I am assuming that person A is reporting to the new head.
If you have not done a personality profile of these two persons, please do a personality profile. Then bring them together and show them:
- Features
- Characteristics
- Flexibility
- Adaptability
- Manageability of interpersonal relations.
Then, give them a week. If that fails, then the new head will have to decide to retain person A or not. For the progress of the organization, we cannot allow these to continue.
Regards,
Leo Lingham
From India, Mumbai
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Hello Rajat,
Firstly, I would like to say thanks for all your valuable entries. I just graduated with my BBA with a specialization in HR and have a keen interest in this field, so I would love to learn a lot from all of you.
Regarding your problem, it seems that A may have an ego problem. As you mentioned, he is a good performer who has been with the company for a long time. He may aspire to be the head and is unable to accept someone else leading him, which is why he is creating problems with every new head that comes in.
I believe he needs counseling in that regard. It would be better if you personally motivate him and share a few inspiring words to boost his morale. Making him feel important might help resolve the situation.
Please let me know your thoughts on my idea. I would appreciate your feedback to aid in my learning.
My email id is rani_m4u@yahoo.co.in.
Sudeshna (Kolkata)
From India, Calcutta
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Firstly, I would like to say thanks for all your valuable entries. I just graduated with my BBA with a specialization in HR and have a keen interest in this field, so I would love to learn a lot from all of you.
Regarding your problem, it seems that A may have an ego problem. As you mentioned, he is a good performer who has been with the company for a long time. He may aspire to be the head and is unable to accept someone else leading him, which is why he is creating problems with every new head that comes in.
I believe he needs counseling in that regard. It would be better if you personally motivate him and share a few inspiring words to boost his morale. Making him feel important might help resolve the situation.
Please let me know your thoughts on my idea. I would appreciate your feedback to aid in my learning.
My email id is rani_m4u@yahoo.co.in.
Sudeshna (Kolkata)
From India, Calcutta
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Hi, I read everybody's replies and suggestions. Interesting.
My question: if A is not convinced that he was treated fairly and that the new head is a better choice, does anyone think that he is going to stay? If I were in his place (as it happened to me in the last job), I'd have already started working on my plan B.
How can you convince an employee who is a high performer in his present job that he is not fit for the next position? Was there any attempt to identify his disqualifying factors and give him a fair chance to show his mettle?
I am sure that if A, with his present experience, can aim for the position he has been denied, he can do so with another employer.
By not recognizing good performance and rewarding it, the company should be prepared for losing this guy. The hidden message to A is very clear.
I do not know A's circumstances; unless he has other reasons to swallow this insult, he should be planning to move by now before you try to show him his place.
These are my inputs based on experience. I simply moved (in 6 months' time) and got a better position.
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My question: if A is not convinced that he was treated fairly and that the new head is a better choice, does anyone think that he is going to stay? If I were in his place (as it happened to me in the last job), I'd have already started working on my plan B.
How can you convince an employee who is a high performer in his present job that he is not fit for the next position? Was there any attempt to identify his disqualifying factors and give him a fair chance to show his mettle?
I am sure that if A, with his present experience, can aim for the position he has been denied, he can do so with another employer.
By not recognizing good performance and rewarding it, the company should be prepared for losing this guy. The hidden message to A is very clear.
I do not know A's circumstances; unless he has other reasons to swallow this insult, he should be planning to move by now before you try to show him his place.
These are my inputs based on experience. I simply moved (in 6 months' time) and got a better position.
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Dear all,
I thank all of you for your valuable inputs and comments are in Bold..
Hi Bill,
We tried that and quite a few times he was warned for keeping in touch with the previous Head: on some occasions he has insulted the new Head ..from HR perspectives it is a clear case of misreading ach other's intentions.
Also the with the exit of A , there would be no strong leader in event of Head quitting the organization…
We did that ..but there is a strong undercurrents – infact he has a job offer which is less than his current package by 50% - yet he is ready to go.
I agree..a lesson well learnt..in a hard way..
In addition, the development and implementation of a succession plan for Upper/Mid Level positions may be necessary to groom candidates who are deemed to be exceptional (indispensable?) to the organization and to provide "face saving" (alternative career path) options to others.
_________________
Bill Kuzmin
PALADIN HUMAN RESOURCE CONSULTING
paladinhrc yahoo.com
Hi Leo,
Thanks for your valuable advice ..
Personality profile:-would you please explain as how this is to be used. In a way this would highlight to them as how they can arrive at working together in synergy..
Hi Sudeshna,
Thanks, I did that – infact I conducted four training programs interwining the major prevalent issues viz
ATTITUDE
TEAM BUILDING
COMMUNICATION SKILLS &
SIX THINKING HATS – LATERAL THINKING ABILITY
Personally counseling – is limited by the fact is that it is sugar coated pill..rarely employees go by it..
Hi HRMJ,
Yes, we did that …we failed in implementing in earnest manner…
Very true ..i agree with you…we HR professionals have a lot to learn..
Cheerio
Rajat
From India, Pune
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I thank all of you for your valuable inputs and comments are in Bold..
Hi Bill,
We tried that and quite a few times he was warned for keeping in touch with the previous Head: on some occasions he has insulted the new Head ..from HR perspectives it is a clear case of misreading ach other's intentions.
Also the with the exit of A , there would be no strong leader in event of Head quitting the organization…
We did that ..but there is a strong undercurrents – infact he has a job offer which is less than his current package by 50% - yet he is ready to go.
I agree..a lesson well learnt..in a hard way..
In addition, the development and implementation of a succession plan for Upper/Mid Level positions may be necessary to groom candidates who are deemed to be exceptional (indispensable?) to the organization and to provide "face saving" (alternative career path) options to others.
_________________
Bill Kuzmin
PALADIN HUMAN RESOURCE CONSULTING
paladinhrc yahoo.com
Hi Leo,
Thanks for your valuable advice ..
Personality profile:-would you please explain as how this is to be used. In a way this would highlight to them as how they can arrive at working together in synergy..
Hi Sudeshna,
Thanks, I did that – infact I conducted four training programs interwining the major prevalent issues viz
ATTITUDE
TEAM BUILDING
COMMUNICATION SKILLS &
SIX THINKING HATS – LATERAL THINKING ABILITY
Personally counseling – is limited by the fact is that it is sugar coated pill..rarely employees go by it..
Hi HRMJ,
Yes, we did that …we failed in implementing in earnest manner…
Very true ..i agree with you…we HR professionals have a lot to learn..
Cheerio
Rajat
From India, Pune
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"quite a few times he was warned for keeping in touch with the previous Head.." "...on some occasions he has insulted the new Head.."
Any Discipline beyond "warnings"? Insubordinate conduct is serious breach of workplace decorum. "A" should have been at the least given a small suspension. Combined with "other warning", could be the basis for termination.
" with the exit of A..no strong leader in event of Head quitting the organization…"
Legitimate Company concern, but what would it do if for some unforeseen circumstances, A was seriously injured, and not able to function for a period of time (say one year) at a time when Head was lured away by a competitor.
"...in fact he has a job offer which is less than his current package by 50% - yet he is ready to go..."
How can you be so sure? Why hasn't he left already? Could it be a Bluff? Consider if he did leave.. At his new employer he would have Less responsibility..lower pay scale..Loss of prestige...starting over in a new organization...unless he has a mentor to oversee his career path he (an "unknown element") would have to compete with "known quantities"...loyalty would be suspect....labeled as a "prima donna" who will pout and bluster if not given own way....potential disruptive influence.
Seems to me that employee A is manipulating the Company inasmuch as he is seen as "indispensible". He is pushing the envelope by ignoring warning from superiors, insubordinate conduct toward direct supervisor (Head), taking advantage of Company concern that he is a "strong leader" necessary in the event that Head left the organization and is holding the prospect of a "job offer" over the head of management.
If "A's" conduct were allowed to continue, it would irreparably harm the organization. Head, feeling frustrated and strained in relations with A, would start looking for another position. "A" gets promoted by default. "A" wins. At which point he is untouchable. The previous incidents of insubordination and failure to comply would be expunged. He would be able to do as he pleased without fear of retaliation from the company. Such a posture quickly spreads throughout the organization, like poison, and has the same effect - the demise of authority and with it chaos will reign .
My recommendation, for what it is worth, - call "A's" bluff. Accept his resignation (which has already been prepared, except for his signature).
Let him go to his new job and wish him well.
[/quote]
From United States,
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Any Discipline beyond "warnings"? Insubordinate conduct is serious breach of workplace decorum. "A" should have been at the least given a small suspension. Combined with "other warning", could be the basis for termination.
" with the exit of A..no strong leader in event of Head quitting the organization…"
Legitimate Company concern, but what would it do if for some unforeseen circumstances, A was seriously injured, and not able to function for a period of time (say one year) at a time when Head was lured away by a competitor.
"...in fact he has a job offer which is less than his current package by 50% - yet he is ready to go..."
How can you be so sure? Why hasn't he left already? Could it be a Bluff? Consider if he did leave.. At his new employer he would have Less responsibility..lower pay scale..Loss of prestige...starting over in a new organization...unless he has a mentor to oversee his career path he (an "unknown element") would have to compete with "known quantities"...loyalty would be suspect....labeled as a "prima donna" who will pout and bluster if not given own way....potential disruptive influence.
Seems to me that employee A is manipulating the Company inasmuch as he is seen as "indispensible". He is pushing the envelope by ignoring warning from superiors, insubordinate conduct toward direct supervisor (Head), taking advantage of Company concern that he is a "strong leader" necessary in the event that Head left the organization and is holding the prospect of a "job offer" over the head of management.
If "A's" conduct were allowed to continue, it would irreparably harm the organization. Head, feeling frustrated and strained in relations with A, would start looking for another position. "A" gets promoted by default. "A" wins. At which point he is untouchable. The previous incidents of insubordination and failure to comply would be expunged. He would be able to do as he pleased without fear of retaliation from the company. Such a posture quickly spreads throughout the organization, like poison, and has the same effect - the demise of authority and with it chaos will reign .
My recommendation, for what it is worth, - call "A's" bluff. Accept his resignation (which has already been prepared, except for his signature).
Let him go to his new job and wish him well.
[/quote]
From United States,
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Hey, this seems to be a very interesting case, and the insights provided by the group members have been real food for thought, at least for me. After reading all the solutions provided, I was just wondering, when we say no employee is indispensable, why are we spending so much time and energy on one employee who seems to be trying to hold the organization at ransom? In the immediate short run, it could create an environment of animosity (for lack of a milder term) in the department, and it could have an adverse ripple effect on the entire organization.
With due respect to all the previous probable solutions, can we apply a simplistic approach? Can we do a SWOT analysis of the situation or probably a tabulation of the pros and cons of retaining him or letting him go? Whichever side weighs heavily, one could probably go for that. Please give your views.
Warm regards,
- Anjali
From India, Agartala
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With due respect to all the previous probable solutions, can we apply a simplistic approach? Can we do a SWOT analysis of the situation or probably a tabulation of the pros and cons of retaining him or letting him go? Whichever side weighs heavily, one could probably go for that. Please give your views.
Warm regards,
- Anjali
From India, Agartala
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Hello Rajat,
I am not sure that by putting them together, the problem will be solved. On the other hand, you should tell them to come up with their own point of view regarding the project and select a third person most apt in judging, to judge the best suitable options among them, and then make them understand the position their ideas hold. Both people have their own experiences which will have an effect on the final result. I am sure that there will be many views which when joined, would result in a way showing their concern for the project positively.
This is what I feel. I think you should have heard of the Delphi method of survey; this is quite similar, but yet very different. I hope this helps you.
With regards,
Vivarna
From India, Hyderabad
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I am not sure that by putting them together, the problem will be solved. On the other hand, you should tell them to come up with their own point of view regarding the project and select a third person most apt in judging, to judge the best suitable options among them, and then make them understand the position their ideas hold. Both people have their own experiences which will have an effect on the final result. I am sure that there will be many views which when joined, would result in a way showing their concern for the project positively.
This is what I feel. I think you should have heard of the Delphi method of survey; this is quite similar, but yet very different. I hope this helps you.
With regards,
Vivarna
From India, Hyderabad
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