How To Implement HR Rules - CiteHR
Dinesh Divekar
Business Mentor, Consultant And Trainer
Nathrao
Insolvency N Gst Professional
Raman Attli
Operation Manager
+2 Others

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Dear All,
I have recent joined company, which are providing Home Solutions. Ex: Ready made Kitchens, Tiles, Sanitary products etc. It has almost around 70 employees. Till now they haven't any HR Rule there. I have started creating Rule but team is not ready to accept because team is in their comfort zone. Kindly advice me, how to deal such situations. Otherwise it's a question mark on my performance.
Thanks & Regards,
Ramandeep

Hi Ramandeep,

Create an employee manual based on the policies your company wants to implement in your organisation. Take help of your senior management in framing these policies. Once your senior management is in approval, it will be easier for you to implement it.

One thing you need to understand is that, this is change management and needs to be implemented systematically and with proper care for making it effective. Simply enforcing policies on the employees can have negative impact. You being HR, have to look after behavioural aspect of employees and at the same time implement it. So have you ever spoken to the team personally? have you started maintaining amicable employee relations? Do they feel comfortable talking to you? do they all know you? do you know them by their names? See this all is necessary otherwise the employees will perceive you as some policeman out there who is enforcing policies making their work life miserable.

To bring them out of their comfort zone, first make professional relations with all of them by personal interaction. It could be anything random related to work or general chatting (just to ensure, they feel comfortable with you) next let your senior management explain them about the policies that will be implemented for betterment of the company and that they have appointed you to be incharge of taking care on implementation of it. Share the employee manual with them.

Whenever you find someone not abiding with the policies, correct it then and there referring it to employee manual. Gradually you can pick up on better administration of these policies. And eventually, employees will not just accept the policies but also look at you of being in charge of it.

Like I said before change management needs to be brought to effect systematically and with proper care.

Dear Ramandeep,

You are facing resistance to change. This resistance is because of inertia. Your employees prefer status quo and now they dislike the change that you wish to bring in. Possibly this is because of curtailment of freedom that they enjoyed.

Nevertheless, you need to explain to us, what exactly you wish to do by bringing "HR Rule". What is that you would like to do that was not done earlier? Before your appointment or at least after your appointment, did leadership take into confidence the employees and explained them what HR practices that they would like to bring in? Probably this was not done. Change should have been originated at top level and you should be executing it. Possibly your problem is that your employees see you as the initiator of change. Hence the resistance.

While enforcing change, it is advisable to go gradually. Therefore, have you made the change plan and obtained approval from the management?

For further reading, click the following link on Organisational Inertia. I have given my reply on the subject about six years ago:

https://www.citehr.com/240174-what-o...l-inertia.html

For further clarification feel free to contact me.

Thanks,

Dinesh Divekar


First study what is the existing system??
With 70+ employees some sort of HR system,however flawed must be in existence.
Carefully think what amendments,additions,new introductions to HR have to be done in order of priority.
In the meantime establish a kind of rapport with all stake holders by interaction and showing the advantage of having laid down rules instead of a laid back attitude towards rules.
However suddenly thrusting rules will create resistance.Rules have to be laid down,implemented fairly and uniformly no doubt but the psychological angle needs to be kept in mind.
Keep your HODs and senior staff in the loop.
Then depending on type of industry start of establishing all legal compliances,leave policies,standing orders etc.
Be approachable,friendly and bring in system approach in planned manner.

Dear Mr. Dinesh,
Thank you for your kind reply!
This company has 4 different branches. I'm directly reporting to Director. My Director wants that all team members (4 Showroom Managers) should report to me. Basically he want to reduce his work load. Though officially he has already communicated the same to team but team is bit diplomat. Means Just to be in with the team; Looking upon their demands I have provided such training to groom them. They all appreciated in the feed back forms.
Now the present scenario is team is comfortable with me; But once any policy roll out, they all revert with union. Then Director involved -> Cross Questions -> Discussions -> finally they agreed upon. But this is very tedious. As I tried for 3 times. and all the times the same happened.
I would like to know, is their any other guidance to implement in a better way; So I can reduce the load of my director.
Looking for your further guidance.
Warm Regards,
Ramandeep

Dear Ramandeep,

As explained in the previous post, your problem is resistance to change. Hitherto all the four Branch Heads were reporting directly to the Director. Since that was the last stop of decision making process, they had to accept the decision per force. Now a layer of authority has been inserted. Their acceptance will take time. In the meanwhile, concentrate on the following:
  • a) Tell the Director, not to deal with the branch heads directly, come what may. All the decision or instructions should be routed through you. If somebody approaches him, he should politely tell to approach you. This is very important.

    b) Tell all the branch heads not to deal with Director directly. All the communication should be routed through you.

    c) When you roll out any policy or procedure, let it be signed by the Director. As of now, do not issue any instructions under your signature.

    d) Study the systems and process of each branch and then design the measures of performance. Measurement should be accurate. Let each branch head know where he stands.

    e) To establish authority, you need to have iron fist in a velvet glove. It is important to take disciplinary action against errant branch head. Again while doing so, take action through the Director. Please remember, authority is established more through negative discipline than positive discipline.

    f) Last but not the least, to accept your leadership, you need to guide them, coach them etc. They must feel that you are head and shoulder above than them. For this demonstrate your technical competence wherever required.

    g) Be friendly with the branch heads but within the framework of formality. Never breach this framework by loose talk, demeaning yourself or your past company. No negative references against anybody.

While other senior members may give further advice, please come back after 3-4 months and confirm about the change in the situation.

All the best!

Dinesh Divekar

Dear Mr. Dinesh,

Greetings!

Thanks for your valuable guidelines !!

I have discussed the same with my director; He started following your opinion and it works. As suggested by you that it will take another 3-4 months for the complete acceptance.

Looking forward for further support from you on below points:

1. Can we issue back dated appointment letters to the team? What will be the pros and cons for the same?

2. Those who are 16-17 years old in the system, but they are on the same designation from that long period, though we have increased their salary more then their expectations & Provided few training to groom them. Presently scenario is they are that responsible / punctual as new employees. But they are the role model for new employees. Could you advise me, how to control them? How to put more responsibility to them? So that we can find more productivity from team.

3. Is this important to pay gratuity to the employees? Advantages & Disadvantages.

Kindly share your views on above points.

Please spare some time to revert. This will really help me.

Thanks & Regards,

Ramandeep

Dear Ramandeep,

Thanks for implementing my suggestions. Replies to your queries are as below:

1. Can we issue back dated appointment letters to the team? What will be the pros and cons for the same?

Comments: - Rather than issuing backdated appointment letters, create letter with the subject heading "Terms and Conditions of Employment at _______ (name of your company)". Insert all the clauses that are generally included in the appointment letter.

2. Those who are 16-17 years old in the system, but they are on the same designation from that long period, though we have increased their salary more then their expectations & Provided few training to groom them. Presently scenario is they are that responsible / punctual as new employees. But they are the role model for new employees. Could you advise me, how to control them? How to put more responsibility to them? So that we can find more productivity from team.

Comments: - You need to make fresh organisation chart. Give fresh designations to the senior employees. To make them accountable, you need to design KRAs for each department/designation. For this, you need to design comprehensive Performance Management System (PMS). Talk to your MD on this subject. I provide consulting services on PMS.

3. Is this important to pay gratuity to the employees? Advantages & Disadvantages.

Comments: - Employees, who has rendered more than five years of service, is eligible for the gratuity. Payment of gratuity is mandatory under the provisions of Payment of Gratuity Act, 1972. Therefore, advantages or disadvantages of this social benefit is out of question.

Thanks,

Dinesh Divekar


The seniors have given very helpful guidance on initiating a change in the system. It is natural that no new initiative is welcome with open arms by employees more so when it disturbs their comfort. Any change will go through the process of resistance first,debate and discussions latter and acceptance ultimately before it falls into the place,Therefore patience and perseverance is the key in managing change.
B.Saikumar

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