Rajesh is a newly promoted (2 months) Team Leader, and he is very passionate and excited about his roles and responsibilities. Ravi was the senior Team Leader in the existing process who was mentoring Rajesh for 2 months, and after that, he was supposed to move to a new process. It is the appraisal time for their team, and Rajesh started conducting appraisals for his 15 team members one by one. After completing all the scheduled appraisals for team members, Rajesh started compiling the final rating report.
While putting the formula in the rating report, due to a copy-paste error, the calculation got messed up, and final ratings for two of the average performers got interchanged. Rajesh sent the report to Ravi for review; however, Ravi was very busy with his own work, so he just had an overall view of the report and confirmed that the report is good to go. Finally, Rajesh shared the report with the Manager and HR for the next course of action. After a couple of months, when the appraisal letters started getting distributed, one of those associates (who got a lower rating compared to the prior communication from the Team Leader) raised a query with Rajesh that his rating was not the same as they had discussed and finalized during the appraisal meeting. Rajesh got worried as he was really not sure about the reason, so he advised the associate that he would investigate and get back to him. After a detailed check, he was able to identify that the problem was in his calculation. However, he recollected that he had shared the final report with Ravi to review and therefore decided to put the blame on Ravi.
Questions:
1. Do you think that Rajesh’s approach is appropriate?
2. What actions would you take to resolve this situation, assuming you were the newly promoted team lead of the process?
From India, Madras
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While putting the formula in the rating report, due to a copy-paste error, the calculation got messed up, and final ratings for two of the average performers got interchanged. Rajesh sent the report to Ravi for review; however, Ravi was very busy with his own work, so he just had an overall view of the report and confirmed that the report is good to go. Finally, Rajesh shared the report with the Manager and HR for the next course of action. After a couple of months, when the appraisal letters started getting distributed, one of those associates (who got a lower rating compared to the prior communication from the Team Leader) raised a query with Rajesh that his rating was not the same as they had discussed and finalized during the appraisal meeting. Rajesh got worried as he was really not sure about the reason, so he advised the associate that he would investigate and get back to him. After a detailed check, he was able to identify that the problem was in his calculation. However, he recollected that he had shared the final report with Ravi to review and therefore decided to put the blame on Ravi.
Questions:
1. Do you think that Rajesh’s approach is appropriate?
2. What actions would you take to resolve this situation, assuming you were the newly promoted team lead of the process?
From India, Madras
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The prime responsibility lies with the appraiser, in this case, Rajesh. Ravi was the reviewing authority, and he concurs with the appraisals of Rajesh. So, Rajesh should have exercised a little care while forwarding the appraisals to the reviewer.
From India, Lucknow
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616From India, Lucknow
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Anything is possible in private organizations. Send a review application with a proper rating to HR, duly approved by the department HOD, and explain the inadvertent errors to HR for review and correction. I have seen many cases in reputed companies where anomalies are corrected.
- Pon
From India, Lucknow
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- Pon
From India, Lucknow
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I deeply apologize for presenting the scenario directly in the forum and asking for opinions. I admit my mistake, and here are my thoughts on this. Kindly help me with your suggestions, which will definitely help me improve my solutions provided below.
1. Do you think that Rajesh's approach is appropriate?
a. Rajesh's approach is inappropriate since he is trying to "pass the buck" to Ravi for his own mistake. The prime responsibility lies with Rajesh as he conducted the appraisals for the team, and Ravi was the reviewing authority who concurred with Rajesh's appraisals. As a career counselor, he should have clear clarity on his objectives as he holds the career development of his associates. He should have double-checked the final data before forwarding the appraisal details to the corresponding counterparts. Hence, he must acknowledge his mistake and discuss it with Ravi/Manager/HR team to arrive at a solution for this issue.
2. What actions would you take to resolve this situation, assuming you were the newly promoted team lead of the process?
a. Rajesh should arrange a discussion with the required HR personnel along with Ravi/manager to check the possibility of sending a review application with proper ratings to the HR team and explain the inadvertent errors for review and correction.
b. Rajesh should have a meeting with the concerned associates to make them understand the error that occurred and the outcome of the discussion with the HR team. He must also try to convey the expected date of closure after getting the same from the HR team. This may create a good impression of Rajesh among these associates as he is trying to put effort into correcting his mistakes.
Best Regards,
Jo
From India, Madras
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1. Do you think that Rajesh's approach is appropriate?
a. Rajesh's approach is inappropriate since he is trying to "pass the buck" to Ravi for his own mistake. The prime responsibility lies with Rajesh as he conducted the appraisals for the team, and Ravi was the reviewing authority who concurred with Rajesh's appraisals. As a career counselor, he should have clear clarity on his objectives as he holds the career development of his associates. He should have double-checked the final data before forwarding the appraisal details to the corresponding counterparts. Hence, he must acknowledge his mistake and discuss it with Ravi/Manager/HR team to arrive at a solution for this issue.
2. What actions would you take to resolve this situation, assuming you were the newly promoted team lead of the process?
a. Rajesh should arrange a discussion with the required HR personnel along with Ravi/manager to check the possibility of sending a review application with proper ratings to the HR team and explain the inadvertent errors for review and correction.
b. Rajesh should have a meeting with the concerned associates to make them understand the error that occurred and the outcome of the discussion with the HR team. He must also try to convey the expected date of closure after getting the same from the HR team. This may create a good impression of Rajesh among these associates as he is trying to put effort into correcting his mistakes.
Best Regards,
Jo
From India, Madras
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I have one more case study. Request you to review my comments and please advise if anything can be added.
Case Study: Transition of Team Leadership
Sanjay just cleared the IJP for a Team Lead (Level E) position and got a new process (Finance and Accounting) that has 20 FTEs. Mahesh is the existing Team Lead for the process for the last 2 years; however, he has decided to move on and is currently serving the last two weeks of his notice period. Their Line Manager, Santosh, has told Sanjay to ensure that he gets a complete download and handover from Mahesh before he leaves to ensure that the process and client relationship are not impacted.
In order to take a complete handover, Sanjay approaches Mahesh multiple times. However, Mahesh does not show much interest and appears very casual about it. Due to this, Sanjay is really getting tense and frustrated day by day.
Steps to Resolve the Situation
1. If I am in the position of Sanjay, I would request to initiate a meeting with Mahesh and Santosh to set expectations and deadlines for training.
2. A complete training plan should cover Mahesh's activities and details of the team, including last ratings and access-related information to carry on with the work.
3. The training plan should be validated, agreed upon, and approved by Mahesh and Santosh, involving Sanjay as well in the communication.
4. For monitoring and ensuring the training is as per schedule, Sanjay can take the additional step of sending daily knowledge transfer updates to Mahesh, copying Santosh.
5. Access requests should be raised for client as well as Accenture-related applications to ensure practice and working for any queries (Internal/Client related).
6. Sanjay should request Santosh to introduce him to the team and client at the right time to have a smooth handover and maintain client/team relationships.
7. I will request a weekly feedback session for the KT covered for that week with Mahesh and a fortnightly catch-up with the Line Manager to share understanding and expectations.
8. Go through all the process documentation and OE documents to understand the critical areas of the process and to have complete knowledge of the process.
Regards,
Jo
From India, Madras
Acknowledge(0)Amend(0)
Case Study: Transition of Team Leadership
Sanjay just cleared the IJP for a Team Lead (Level E) position and got a new process (Finance and Accounting) that has 20 FTEs. Mahesh is the existing Team Lead for the process for the last 2 years; however, he has decided to move on and is currently serving the last two weeks of his notice period. Their Line Manager, Santosh, has told Sanjay to ensure that he gets a complete download and handover from Mahesh before he leaves to ensure that the process and client relationship are not impacted.
In order to take a complete handover, Sanjay approaches Mahesh multiple times. However, Mahesh does not show much interest and appears very casual about it. Due to this, Sanjay is really getting tense and frustrated day by day.
Steps to Resolve the Situation
1. If I am in the position of Sanjay, I would request to initiate a meeting with Mahesh and Santosh to set expectations and deadlines for training.
2. A complete training plan should cover Mahesh's activities and details of the team, including last ratings and access-related information to carry on with the work.
3. The training plan should be validated, agreed upon, and approved by Mahesh and Santosh, involving Sanjay as well in the communication.
4. For monitoring and ensuring the training is as per schedule, Sanjay can take the additional step of sending daily knowledge transfer updates to Mahesh, copying Santosh.
5. Access requests should be raised for client as well as Accenture-related applications to ensure practice and working for any queries (Internal/Client related).
6. Sanjay should request Santosh to introduce him to the team and client at the right time to have a smooth handover and maintain client/team relationships.
7. I will request a weekly feedback session for the KT covered for that week with Mahesh and a fortnightly catch-up with the Line Manager to share understanding and expectations.
8. Go through all the process documentation and OE documents to understand the critical areas of the process and to have complete knowledge of the process.
Regards,
Jo
From India, Madras
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