Struggling for Respect in HR: Why Do Colleagues Bypass Me for My Boss?

Hi, I am working in a small-sized software company. I am responsible for looking after the HR and administration of my company.

Now, the problem is people here don't really seem to give me or my post any importance. They still have the tendency to run to my boss (who is a director) for every small thing, e.g., permission for half a day's leave, etc.

I don't know why this is happening. My boss has informed them that all the administration tasks will now be handled by me. Is it because I am younger than them or because they are all freshers who have been working here for the last 2-3 years and are used to this environment? I really don't know.

Please help.

Hi Priyanka,

In this matter, you need to talk to your boss. Since you are in charge of all the HR and admin activities, your boss should not entertain employees regarding it. He must strictly tell them that they need to approach you regarding these matters.

After a few days, everybody will realize your importance as well as your need. So please do talk to your boss and make things clear before they go out of your hand.

Prinkadeviji,

You must be a new entrant in the learner stage and have very little experience to handle such situations. For example, if you are empowered to sanction leaves, what will you do? If you start sanctioning leaves, that may result in employees being on leave when their services are needed most, and then you might be fired.

First, you have to understand your organization, your position, and your limitations. Not all your desires are justified just because you are an HR officer. You are there to improve efficiency and effectiveness; you cannot deny leaves to employees. You will be in a difficult situation once you are empowered with leave sanction authority.

Let's begin with small administrative issues first, and gradually, once you have a command of all the business processes in various business lines, you will automatically find yourself dealing with the same issues because you have to grow and improve gradually.

Badlu

Dear Priyanka,

This usually happens because people are in their comfort zone, and I believe that either you or the department is new to the organization. The transformation of roles and procedures needs to take place, and I am sure that this will take its own time. In the meantime, you might educate the employees regarding the reporting structure, or you could formulate a structured policy on the reporting structure and circulate it to the employees with the prior approval of your superiors.

There might also be some misunderstanding among the employees that they might be questioned if their leave is not informed to the boss. Even in those cases, you shall need to build trust among the employees that you are the one responsible for granting leaves. You should also ask the boss to keep the employees informed about the procedure for applying for leave. Remember, "Rome was not built in a day." You need to wait until the complete transformation takes place.

Hi Priyanka,

I would suggest that you call all your employees one day and ask them what problems they are facing in informing you regarding their leave. Secondly, I would like to know if there is any policy document in the company, and in case it's not there, you need to create one. I hope that by talking to them, you would be able to solve the problem.

Thanks

Dear Priyanka,

When a company has low trust between you and employees, unclear policies and objectives, and poor systems for making decisions, office politics becomes the way that it gets things done. This is often harmful for the company.

HR problems come up that don't have quick and easy answers. The standard solutions you have been taught or read about don't seem to work. You feel stuck, like someone whose car has stalled in a strange part of town during midnight.

There is the mistaken idea that just being around "the people who count" is enough. If you are not competent, it just gives others a chance to see that you are not. "Competence," by the way, means both being competent at the work you do and being competent at dealing with others.

No matter how much people see you and your competence, it won't work unless you are someone they can depend on. This means both that they can trust the truth of what you say and that they can trust that you'll do what you say.

Go and talk to your boss, please don't sign but instruct them to go over you, whenever the employee comes to him again. Don't complain about others why always go to the boss - work on your own and rectify the internal policy. Develop a reputation as a good HR Administrator with good interpersonal skills, and you'll develop influence with others and handle it well.

Best regards,
John.

Thank you very much, everyone.

I will definitely ask my boss to circulate the reporting structure. The problem is that there are some very senior employees who are kind of "tera" - they only care about my boss and think everyone else can go to hell. Since they are the backbone, my boss also does not want to offend them to the extent of them leaving the job.

Can you suggest something else I can do in the meantime? Honestly, this department is new in the organization. I am afraid that after some days, my boss might also start thinking along their lines.

Dear Priyanka,

Create some HR formats, get approval from the concerned person, standardize it, and communicate it to all your employees. Even in leave or permission slip, print "authorized by" and "approved by." By doing this, all employees will turn to you, and you will not need to surpass your boss as he can approve whatever you have authorized. Instead of wondering why it is not being done, think about how you can get it done. Don't just consider HR as a position for seeking permission alone; build rapport with employees. Spend time with them. Many times, employees lack proper guidelines or clear communication, so be precise in whatever you are doing.

Dear friend,

I have read your problem. This is a situation of failure on the part of the boss who has delegated the authority to you but is not able to convey it properly to the rest of the staff as well as the seniors. You have to handle the situation patiently. As you said, everyone listens to your boss. It is your boss only who can improve the situation for you. In the meantime, you should try to develop good relationships with the employees. In other words, try to be friends with them and with a smile, politely tell them not to go to the boss for your work as he is a busy person and should not be disturbed for issues like leave applications. I wish this kind of approach would improve your position in your organization.

All the best,
Shefali
HR Professional

Hi Priyanka,

This is a common occurrence in small organizations where the HR department is new. The first thing you should do is talk to your boss about it. Secondly, you need to create a leave application format that includes HR/Admin verification. Your signature is required, and the filed leaves should be tracked.

Initially, you need to verify by signing and mention the employee's remaining leave balance. After that, you can approach your boss for leave approval, which will then fall on you automatically. This approach serves as a middle ground to establish a habit, ensuring that not all leave requests are approved. Just give it a try.

Hi Priyanka,

I know everyone has their own opinion, but I think you should be a little assertive while talking to the elder employees. For example, instead of saying to them, "Don't go to the boss for such a small thing," you can phrase it as, "I am here to help with such small things." They should feel that you are in the organization to assist them, not to show them the way.

I don't know how many people will agree with this, but I believe it is the best way to start.

Regards,
Gaonkar

Dear Priyanka,

As per my concern, leave or outgoing permission will be given by the respective HOD only. As an HR officer, it is our duty to update their leave in the leave record. If a particular person has taken abnormal leave, then you will have to identify the issue and provide them with support and counseling for their problems.

No one among us has the authority to sign their leave or permission slip unless they are reporting to us.

ARD

Dear Priyanka,

I am also facing the same problem as you. I think we need to do something in the leave application because everyone cannot proceed without considering us.

Dear Friends,

The sanctioning of leave is the prerogative of the HOD, not the HR. HR/Admin takes care of leave accounting. Even if you are given an opportunity to sanction, if you do so without the permission of the concerned HOD, the work will be hampered, and you may face trouble. Instead of building rapport with the employees, why do you want to enter into others' arena and risk getting into trouble?

First of all, understand the organization and individual culture, be proactive, talk to the people, make them comfortable, greet them on their birthdays, help them with their critical issues, visit their residences, attend the functions of your employees for at least six months. The so-called employees who go directly to your director without talking to you will call you and inquire about the reasons for your absence when you are on leave. This is a guarantee from you; practice it and send a confirmation after six months. The only thing you have to do is shift them from power-centric to humane-centric, that is Human Relations.

-Kameswarao

Hi, Priyanka,

In my view, you should ask your boss that the process should go through with your knowledge. If he handles everything for you, then what is the use of your presence there? So, ask your boss and sort out the issue in a smoother way.

Janarthanan

Hi Priyanka :icon1:

Your problem is not that simple; however, I can suggest a few tips that might be helpful:

1. The reporting structure, process, and procedure have to be clearly outlined by the HOD and cascaded accordingly. (You should not outline or cascade for obvious reasons.)
2. You need to win them over. Here comes in your interpersonal skills.
3. You should be genuinely interested and aware of their issues/problems and help them with that.
4. You should always be there when they need you. Do not refer them to your boss; take the decision yourself if you are authorized to, and then discuss it with your boss but support your team member.
5. Don't try to impose your authority, though they may be your subordinates, they are also employees.
6. Respect their age, opinions, and dignity. Praise them for the job well done.
7. Above all, create a comfort zone for them, and I am sure they will eat by your hands.

All the best. :icon1:

Regards,
Gyanu

Hi Priyanka,

First, go and meet the so-called backbone of your boss and establish a good rapport with them for a week. Put your efforts into building a good organizational relationship with the HOD. Then, ask them to instruct their team members to meet with you for all activities instead of going to the boss. This will help the seniors understand your role in the organization, and the system will naturally turn to you over time.

For leave and permission, introduce a format that includes the HOD's signature and HR's signature. This way, the letter/email will be signed by the HOD and will also be sent to you for approval.

Hi,

I am working in a small-sized software company. I am responsible for looking after the HR and administration of my company. Now the problem is people here don't really seem to give me or my post any importance; they still have the tendency to run to my boss (who is a director) for every small thing, e.g., permission for half a day's leave, etc.

I don't know why this is happening. My boss has told them that all the administration jobs will be looked after by me. Is it because I'm younger than them, or because they are all freshers who have been working here for the last 2-3 years and are used to this environment? I really don't know.

Please help.

I think it's not the age but the assertiveness, firmness, and passion with which you deal with them.

Dear Priyanka,

Don't worry, it's a very normal problem. Let your boss handle the same. Let everyone go to your boss when he approves any requests of employees. Kindly do not act on such approvals. When employees turn to you for getting the same either to be recorded or implemented, when asked the reason for such absurd behavior, state that employees had overthrown the reporting protocol. After two or three such incidents, your boss will see to it that things go as you suggest, and you will get what you wished for. Always remember that a solution is respected and accepted when there is a problem. If you want to rest in the said situation, then create a problem and deliver a solution.

It's a very nasty idea, but very practical.

Regards,
Octavious

Hi Priyanka,

Just talk less with your employees and start giving written instructions to them after discussing with your boss.

Dear Priyanka,

Don't worry, it's a very normal problem. Let your boss handle the same; let everyone go to your boss. When he approves any requests of employees, kindly do not act on such approvals. When employees turn to you for getting the same either to be recorded or implemented, state that employees had overthrown the reporting protocol. After two or three such incidents, your boss will see to it that things go as you suggest, and you will get what you wished for. Always remember, a solution is respected and accepted when there is a problem. If you want to earn rest in the said situation, then create a problem and deliver a solution.

It's a very nasty idea, but very practical.

Regards,
Octavious

Dear all,

Mr. Kameswarao's reply is self-explanatory and sufficient to understand the nature of this issue with Ms. Priyanka's experience and her position in the office administrative set-up. She cannot undertake any functions until she prepares some policies and empowers HR within that framework to approve HR issues. She specifically inquired about half-day leave. Employees are approaching the director for approval. However, if the director is their head of department, it is obvious that they will seek approval from the director and not HR, as HR is not responsible for sanctioning leaves of employees who do not report to HR or work in the HR department. Please remember that half knowledge is dangerous. :-D

Badlu

Hi Priyanka,

This is not a big problem, don't worry about that. I suggest you have one-on-one sessions or group meetings once or twice a month to understand your associates' needs and requirements better. This way, you can grasp what they require and how they are responding. It is a common issue in all organizations.

Ask one associate at a time to have a session with you. You can inquire about their ideas on how to develop the organization, and you can also inform them about your position and what you can do to help.

Furthermore, inform your boss to strictly instruct your associates not to approach him for matters like this.

Hi Priyanka,

The problem reported by you is a very common and irritating one in organizations since ages. Someone has rightly addressed the same issue. Merely delegating power does not absolve the boss of his responsibilities. He needs to give instructions to the employees approaching him to contact you for the responsibilities he has delegated to you.

On your part, you need to simply speak to your boss without any fear that the behavior of employees and his support will further create chaos, as employees will take actions to their benefit, and there will be no unity of command. For example, when an employee feels that he has approached your boss a number of times for a particular task and he may refuse now, he will definitely approach you next.

Secondly, clearly indicate to your boss that any such chaos will not be your responsibility. Ask him to take back all such powers if he is not in a position to part with it. It has to be complete delegation or no delegation.

Thirdly, also make it clear that in case of any problem or to know more, you shall keep him involved most of the time so that he does not feel he has lost his power/control.

I hope the solution to your problem is having a one-to-one discussion with your boss in this regard. Kindly let me know if it solves your problem.

Dear Priyanka,

I used to educate managers (including my boss) on the basics of management accountability. "Authority without responsibility is harlotry, responsibility without authority is masochism."

First, go see your boss and explain to him how his actions impact the process you are trying to put in order. Convince him that you can handle it yourself.

Second, as the others have suggested, make sure you communicate to all employees the policy and procedure for applying for leave. If needed, map out a process flow and pin it on the notice board.

All the best,
Yuvarajah
Malaysia

Thank you all for all those sweet, bitter, naughty, and nasty ideas. I have thought about defining the reporting structure and implementing measures such as monthly appraisals instead of yearly ones. Although they are accustomed to a laid-back attitude, I prefer taking a firm step first. Being professional is something I love more than simply being human. Currently, the boss is cooperating and has promised to adhere to the organizational structure. Let's see how it goes. Anyways, thank you all very much.

All the best... you know something... These bosses are all stupid. They never like people like us growing. They want things to be done by them alone.

I understand many people will have lots to say in response to what I have stated, but this is the truth.

Dear Priyanka,

Quite interesting responses to your problem. Well, one thing is certain. If you don't act on what is approved by your boss, it will be disastrous. Essentials in this aspect are: Your boss has to stop approving directly, and even if the paper is sent to him, he needs to just forward it to you. Then, as many of the friends suggested, get your processes in place and, based on the norms fixed, you should be sending proposals to your boss. We are not talking about only leave; we are talking about many other issues involved.

Don't try to convince people by words. You have to bring them to your side by first going to their side. Be subtle, have patience, and slowly move forward. Creating a rapport in a new company is indeed one of the most tedious tasks. You may perceive yourself as having become acceptable by using authority, but then it will be masked support that would go at the first opportunity an employee gets.

Don't be in a hurry. Just flow for some time. Keep talking to your boss; slowly, he would part with some of the responsibilities. Even you won't give anything to anyone if there is no rapport built. So if you wish to receive, give time to yourself and respect to all others. A bit lengthy reply, but my long experience persuaded me to be detailed so that you don't lose out.

Regards, good luck to you!

Ramesh Sood