Hi Sapna, How relevant is your posting with regard to the topic ? Just in case you want to say something not related, you can always start a fresh discussion. Best wishes
From India
Dear ALL,

I wudlike to say whether management has permitted or not OR known all these "free" culture, a disciplined HR person is answerable at the end for any lapse say late attendance or early leaving of staff. Absenting duty without prior intimation or not keeping informed to HR.

When every thing goes well, no one questions and every body will be happy.

When the Company suffers losses and not getting sufficient business, then HR will be asked to screw-up for all these indisciplined activities, then in that case it will be very difficult to handle by the HR to bring discipline all of a sudden.

Hence, as per me discipline must be maintained in any IT or non IT companies. When work is these, they will have to stay back and complete the work. When work is not there as per Policy, they should obtain approval / permission for early leaving or late attending to their duties.

Any how as said by some of the HR professionals, HR must discuss the prevailing situation with top management or local HOD and upon getting their permission, the systems and procedures have to be introduced slowly.

Regards

S Rao/ Hyderabad

From India, Hyderabad
Dear Rajiniti,

Interesting post and interesting answers.

As one of the members mentioned, discipline is a very arbitrary / vague / ambiguous term. It like one country's solider is other countries terrorist.

Every good at some point of time becomes bad. There as to be a discretion on how to use it.

Understand the current scenario in your organisation.

A start-up is always look out for quality people and since its has to manage quality manpower in limited resource they tend to be lenient on in tangible things eg: flexi timings.

However as the organisation grows it has to evolve itself as per its peers in segment, or else it would be difficult to attract talent from competitors.

Next when its really big it can have its own set of rules,the best example is Google.

During this transitions there will be clashes, you need to draw a proper road map to implement your desired change, There should be proper communication as well.

I will give an example:

My organisation faced similar issues, we had flexi timings initially, however as we grew work increased and it was difficult to have flexi timings. There was lot of resentments on this. Especially the old employees, who were performers.

We took a small meeting of all employees (its possible in small org) and put the issue on debate. Over the discussion all the pros and cons were discussed and finally we got consensus. However easier said than done. While actually implementing this we faced issues again majorly from old , loyal and performing employees.

To overcome this, we started a new award for people coming on time, also punctuality was incentivised. Slowly there was a sort of competition among people to come on time [:)]. Those who were not able to cope had to change or perish gradually. you also need to understand that during churning you get bad experience also.

I recon you talk your management, understand the current situation / phase of the organisation. Give independence for the employees to create their own unique culture, let them be part of growth story of the organisation.

Hope this was of some use to you.

Thanks

Best Regards

Sagar

From India, Mumbai
Hi Sagar,
Good observations on what really happens as the organizations grow. I have seen similar situations during merger and acquisitions. All these situations require mature frontline leadership to deal with changing group dynamics.
Thanks
-Shri

From India, Bangalore
Dear Raginiti, (Cite Contribution)'s response is precise and complete. Look no further, just chill, no one asked you that there is a "problem". So dont see it as such.
From India, Chandigarh

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