Need To Resolve A Delicate Issue On 15th Oct - CiteHR
Octavious
Hr Manager
Ramanarg
Clinical Hypnotherapist, Psychological Counselor,
Svsrana
Hr Head With Pmi

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Hi Friends,

I have joined a US mnc IT firm newly & it is a growing company with 170 employees with a wonderful work environment & flexible work culture.Our country manager is very good & the entire management wants to give freedom to all.

I am in HR Dept, as if now the only HR with 4 yrs exp, but no exposure in generalist HR.I have dealt with only 1 employee related issues & messed up everything in my ex company.

My boss is very encouraging & is encouraging me to take lead role in all activity, even if I am just a Senior Executive.He wants me to deal with a case.I am sure, this is a test for me & if I solve this, it would be great.I would get lot of challenging assignments.Our senior manager HR is going to join on nov, but we are not sure, if she would join us.

I require your help to solve this case.

We have different teams dealing with diff projects.In one such team, we have the Team Head(Senior) & then Team Manager.4 people left from the team & in the exit interview, all of them have spoken against the Team Manager.

All these 4 guys left the company because as per them,

they got offers from branded company,

high salary,

opportunity to learn new technology

Although these are the reasons, in the exit interview they also mentioned about the Team Manager.They said:

1) he is autocratic

2) insults infront of others

3) very demanding

4) gets irritated when members take coffee breaks, small breaks

But none of them mentioned that it is the only reason.

Now, as 4 guys have left from the team & given same statement............my boss(country manager) has taken it seriously.

He had asked the HR(i have joined as her replacement) to consolidate the points & send it to me.

The Team Head already had a discussion regarding the same with my country manager.

Team Head spoke to me yesterday & wanted a suggestion from HR point of view.

Please advice.......

1) how to handle the Team manager

2) how to find out that the allegations against him are true or not

3) incase true, how to explain him to change his way of dealing with people

The Team Head is afraid because:

he thinks, if he discusses the matter with him, he would resign

he does'nt want to leave him because he is a good performer

he has not heard any complains from onsite people about him

According to him, he is a gem

He wants suggestions from my side.

He wanted to know, if he can ask(indirectly) the other members in the team about the manager's behaviour.If he can discuss the same with other Team heads of other projects.

He doesn't want to leave him, since looking at the deliverables in coming 6 months, if he resigns, it would affect the work.

Please advise, what should I do.how to handle the case.

I need to answer him on monday.oct 15th

Regards,

Sonia

a) conduct the exit interview 2-3 months after the employee has left the company and well settled in the new place...
this will hv several benefits.... he will not crib for long hours while being asked for feedback
second ask for feedback on systems/ procedures/ competitor offerings etc so that the company can improve... the target is not to victimise somebody or give a counter offer .. it is purely leraning and imporvement from the organsiation's perspective..
b) as far as the current manager goes analyse data like...
analyse leaves on basis of "work area", supervisor, days of the month etc...
do his juniors take more leaves Vs other managers...
how many of them were unscheduled leaves ?
simliarly organise a skip level meet for the concerned manager's staff or better still why dont you use "Johari window" or 360 deg feedback to correct behaviours and performance midway...
SVS Rana
Auditor- ISO9001/ EMS 14001/ SA8000/ OHSAS 18001/ ISO27001/ IEC 17025....

Hi Sonia,

I understand that the onus is now on you.

You did not reveal as to how many team members are there in the team apart from those who left.

If there are few others in the team, learn from them two things (1) Whether the allegations framed in the exit interview by their erstwhile team members are true and (2) what are their opinions about the Team Manager.

You must also ascertain the past (general) attitude and behaviour of the team manager and if any one had left on these grounds.

Since all the four members who left the organization did mention the same reason against the team manager, we cannot set aside them as untrue.

Other reasons are not important for them as when one's self esteem and peace of mind is disturbed people prefer to leave the organization when suitable chances arise.

Normally those who perform well do possess this sort of a quality to suppress the subordinates and/or expect them to perform equally well. Instead of encourage the team members, they demand them. That is the problem. In the present day competitive business environment, the dynamics of mind are numerous and inscrutible. so we must be proactive and encouraging in our efforts to extract work. Lest, this sort of occurances will happen.

Of course, when your Team Manager knows about your probing into his behaviour, he will get affended and would try to leave the organization or his team spirit and sense of belonging would deteriorate.

Yes, you must be tricky and a tight rope walk indeed. All the best. You can do justice Sonia.

With regards,

Ganesh Ramachandran

HI,
PLEASE, DO NOT GO AND TERMINATE, A PERSON, PURELY LISTENING TO JUST ONE PERSON, LISTEN TO THE OTHER SIDE ALSO, AND IF YOU FEEL THAT THE MANAGER IS AT FAULT THAN, DO NOT SACK HIM,INSTEAD TRY AND NEGOTIATE WITH HIM ON HIS BEHAVIOUR, MAY BE YOU CAN SEND HIM TO A BEHAVIOURAL TRAINING AND, IF THATS NOT POSSIBLE AND THE MANGEMENT IS HELL BENT OF GETTING RID OF THE MANAGER, THEN, PROVIDE THE PERSON WITH ALTERNATIVE OPENING IN SOME OTHER ORGANIZATION AND THEN SEEK HIM OR HER TO MOVE OUR, PLEASE DO NOT BURN DOWN BRIDGES WHEN YOU PART
THANK YOU
OCTAVIOUS

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