HR Leaders: How Do You Support and Empower Your Team Members?

Hi Friends,

I am sure that in the citehr forum, there are many who are heading the HR departments in their organizations. We always talk about the organization, its human resources, commitment, etc. Do we have any responsibilities towards our own subordinates in our department? I am sure you all have! Can you all share your views, ideas, and actions about your subordinates?

I request all the HR heads who are in the forum to put forward their views. I feel that by doing this, we can educate and enlighten the junior executives about what they can look forward to from their bosses!

Hope you will all share your views!! -Srinaren

Hi Srinaren,

This is a great one.

My style of developing my subordinates is as follows:

1. Give/share my work challenges, ask them to recommend ideas or practices, and give them due credit in my reports to Top Management.

2. Ask them to handle the responsibilities which are normally handled by me, like compensation negotiation with candidates in my presence where I would be a silent spectator. After the meetings, tell them how they could have handled the situation in a better way; mentoring.

3. Ask them how they would like to do the work assignment and back them in implementation. Just recently, I asked my no. 2 how she would like to organize the office party on the occasion of Christmas - she recommended that we have a party on the boat at Gateway of India - that's what we're doing. I helped her out in the nitty-gritty of the planning.

4. Share your learnings and challenge them to think differently.

It is said that when you share, you learn more!

Unfortunately, most HR professionals typically like to do all the work, thereby losing the power of effectiveness and generally have the tendency to clamp up the information in fear that they would "occupy" their position. I believe this fallacy prevents them from moving up the value chain of profiles.

Regards,

Rajat Joshi

Hi Rajat,

It was a great feeling when I realized that you have posted your views on the subject. I felt as if we have our thoughts and views on the same frequency when I went through your view.

Whatever people say, they will have the fear that somebody lower than them will occupy their seat! And as you rightly said, this fallacy prevents them from moving up the value chain of profiles.

I posted this topic with a particular and specific purpose. I wanted all the senior managers to speak out so that the juniors will know exactly what they look for from their seniors/superiors. This way, they can also take some initiative to learn or ask for a reasonable share of what their bosses are doing.

My only concern is how many seniors will respond and post their views on this subject! I sincerely hope many will respond so that there will be some useful and healthy discussion on this subject.

To make our lives easier, we have to develop our second line of people. In fact, I insist that even my second line people pass on the same to their subordinates so that they will also get uplifted in their work.

Thanks for your views.

-Srinaren

Hi Srinaren,

First of all, thank you a lot for starting such a great topic. It would definitely be a learning experience if all seniors put forth their ideas or styles of working.

Secondly, thanks to Mr. Rajat for sharing his idea. It is indeed a good way of working.

Regards,
Sujata

Rajat,

This is excellent. This style matches the way I work, but I got more confidence after I read this, that what I am doing is right. Simply great.

Satay

Hi Friends,

165 views and only 4 responses! Don't you feel this is total injustice? Are we scared to face this question and give an answer? Please, I once again request the senior members of this forum to express your views and comments!

- Srinaren

Hi Srinaren, This is a very interesting topic. Thanks for starting this. I would like to say that what Rajat has shared can really work as an example for those who are insecure. We do not have a big HR department in India; it is just a team of three people. I make sure that I give them enough authority, which goes hand in hand with their responsibility. Even our Sales guys have the authority to make decisions related to amounts in the lakhs of rupees. I consider the authority to make decisions at all levels very important. Open and clear communication is crucial. While many people talk about transparency but are unable to follow through, I ensure that we do. Giving them a chance to make mistakes and then allowing them to learn from them can be seen as mentoring. There are many more things I will share in the next email. Regards, Archna

Hi Archana,

Thank you for your response. In fact, I was wondering what had happened to you, Shyamali, Prof. Lakshman, etc., who are the pillars of the citehr forum! I started this so that the seniors have a soul search and mend their way of working if they are feeling insecure and let the juniors who really have ambition and drive come up in their careers. I recollect what Mr. Rajat has said in his view - "THE MORE YOU SHARE, THE MORE YOU LEARN".

My only request to the seniors is to be bold and come out with their views and comments on this topic so that all the myths are dispelled, and some positive transformation happens in the HR world.

-Srinaren

Hi! I am a little late with this. I would only do two things for my subordinates, and not more. (I am a little lazy I guess :twisted::twisted::twisted::twisted::twisted: :twisted::twisted::twisted::twisted::twisted: :twisted::twisted::twisted::twisted::twisted: :twisted::twisted::twisted::twisted::twisted: :twisted:)

1. Empower them to make decisions. (Mentor them, coach them, and do whatever it takes to ensure they have the knowledge, understanding, and skills to make things happen; let them be creative; take away bureaucracies and red tape;)

2. Take care of their well-being. (Give them a happy place to work in; Happy people are productive people; they emit positive energy in the environment; they can synergize beautifully.)

Regards, Shyamali :twisted:

Well... I have a team of seven people, and for me, the first thing is to make them so comfortable that they can have confidence in me and trust me. Then comes day-to-day motivation, which I do by removing their fears, doubts, and any insecurities. Giving them challenges and opportunities to grow is something I achieve by assigning challenging tasks, sending them for training, and seminars.

Another thing I do is that during the days when I am under pressure, upset, or tense, I don't pass that onto those people. I try to coach and mentor them in their work and life without explicitly stating that I am their guru. My only lesson to them is to "Think logically," "Be perfect in your basics" (whether at work or in life), and "Learn from your experiences."

I can't think of anything else at the moment. I will edit this comment if I recall anything more.

Regards,
Sanjeev Sharma

Hi Friends,

I wish to add the vision of our President, Dr. APJ Abdul Kalam, on leadership. He says, "Taking responsibility for your subordinates' failures and giving them credit for success is a great way to show that you truly believe in them."

- Appreciate your team as frequently as possible.
- Provide constructive criticism when they need to improve.

Regards,
Rekha

Dear Seniors,

Please put forth your value-added points/experiences on this topic that are worth sharing. Kindly handle the cake-cutting as it has been arranged by Archana – authority, responsibility, and delegation of work.

My sincere thanks to Archana, Rajat Ji, Sanjeev, Himachali, and Shyamali.

Regards,
Vennpuru.

Hi Naren,

I have 4 people reporting to me, and the team has excellent unity and shares almost everything with each other. The practical steps I take towards this are:

1. Share a good interpersonal relationship with each of them.
2. Not discussing one's comments with others unless this is openly made by the concerned in a forum.
3. When they seek personal/individual assistance pertaining to official or personal issues, I counsel them but make it a point not to discuss the same with anyone else so that they confide in me fully.
4. Arrange team lunches and dinners to make interactions easy and interesting.
5. Arrange house visits or get-togethers for family members of all concerned.
6. Support my team to my Management and give due credit to each one of them wherever they have gone out of the way to achieve something, big or small.

All the very best,

Ram Ram
HR Manager in an IT Company
HR Trainer/Consultant

Hi Rekha & Ram Ram,

Thanks a lot for your views. I agree with you, Ram Ram, as the ideas you are following will definitely help your colleagues gain a greater degree of competency, confidence, and ability. This is exactly what I am looking forward to from all the HR Managers - to come forward and tell the TRUTH so that they can also mend their ways and help their colleagues in climbing up the ladder.

Also, I would like to thank Vennpuru for taking the initiative to invite the other forum members to respond. Please, friends, do come forward and share your views in the forum.

-Srinaren

Hi,

I would like to share my experience with you all.

I recently got two subordinates in my department, and the way I deal with them is:

1) I try to give an employee a very informal atmosphere in the first week so the person settles down in the organization and feels good about the environment.

2) I start giving the work and responsibility one by one and not all together. This gives breathing space to an employee, and they will make fewer mistakes since the responsibilities are given one by one and according to the person's capability. So, the junior feels good and motivated. The more capable and experienced a person becomes, I encourage them to take higher responsibility and challenges.

3) I try to find out his/her interests and preferences within the job profile and delegate the suitable work to them so they do it with the highest interest and perfection, as it is done with personal interest.

4) I try not to scold subordinates for the mistakes made but prefer to share ideas on those things which indirectly lead them to better results. The more knowledge shared, the fewer mistakes.

I feel it's too much to write. Do let me know if my views are okay or not :)

Dear everyone,

First of all, thank you for all your views. It's enlightening to say the least. I would like to know from all the senior managers posting their views, how would you handle a subordinate who (according to you) is not justifying his/her position and salary in the company? Also, what would be the parameters to judge such an underperformer?

Thank you in advance.

Regards, Leks

Dear All,

It's just wonderful to see the comments from all of you. But I have a few questions:
1. Does this kind of treatment is given to all the subordinates in the workplace?
2. What are the essential training requirements for HR professionals (subordinates)?

Regards,
Umme Salma

Dear Umme,

How would you handle a subordinate who (according to you) is not justifying his/her position and salary in the company?

This is typically the Manager's problem and not the associate's problem. Even before hiring for any position, the Manager is the person who is supposed to be sure of the job role and the salary to be offered.

After hiring, if this problem is found out, the Manager has to sit with the concerned associate in a casual meeting or something of that sort and draw out the associate on his or her opinion about his or her role in the company and what, in his or her understanding, is the factor which hinders his or her performance now or in the long run. Then the Manager can casually give his or her opinion and tell the Associate in a supporting mode that he or she is capable of handling more responsibility and that he will ensure that she is lifted immediately. This will increase the faith of the associate in the Manager as well as justify the Manager's role, who is directly responsible for the associates' success.

On the other hand, if it is an incompetency problem, then the Manager should handle the same with tact and eject the associate out of the organization.

Also, what would be the parameters to judge such an underperformer?

If a Manager is able to set clear-cut, qualitative, quantifiable goals for each associate reporting to him/her, then this is not at all an issue. These objectives are the parameters and will make the associate realize on the first hand that his/her performance is not up to the mark - making the Manager's life easy to make appropriate decisions.

Hi Everyone,

First, let me tell you that this is a very good topic touched on by Srinaren and well responded to by many of us.

When I think of my subordinates and their development, I go back to the past and recollect what kind of bosses and development/lack of development opportunities I had because of them. This gives me the constant realization of my moral and professional responsibility to develop my subordinates.

Though many areas are already covered, I practice the following with respect to subordinate development:

1. I consider them as team members and not subordinates.

2. I try to be open and transparent in most HR issues, systems, practices so that they feel part of the process, they also own the process, and they remain updated and can apply thoughts wherever possible.

3. I believe that they know their work; I let them work independently, and my role is to provide guidance wherever necessary and to improve their skills and the work system.

4. I take all the opportunities to appreciate their good deeds in front of them as well as bring to the notice of my seniors too.

5. Share my learning/readings on a day-to-day basis; in turn, they also share with me.

6. Keep on involving them in the idea generation process in day-to-day working so that they feel they are important to the organization.

Regards,

Jayesh Naik

Ahmedabad

Hi Jayesh Naik,

After reading your views, I completely agree with you. I thought it would be appropriate to share my experience when I started my career. I believe it offers insight for younger individuals.

I completed my Engineering degree in 1977 and worked as a Lecturer for 3 years. Later, I was selected at Hindustan Aeronautics Ltd. for the newly initiated Jaguar Project. After 9 months, I was assigned to the CNC Maintenance department, which was highly esteemed at that time. My colleagues congratulated me on the posting. With great enthusiasm, I met the Head of the Department and introduced myself. Surprisingly, he did not even offer me a chair to sit. I remained standing as he uttered words that seemed unimaginable. He said, "You are an unwanted guest here." I was taken aback but felt powerless. He made it clear that I would not be posted in CNC maintenance but in a less significant department.

After a period, when new machines each costing around 1.5 Crores arrived at the factory, he instructed me to collaborate with Japanese and French Engineers for the installation and trial run of the machines. Upon successful installation and trials, the machines were handed over for production. He then informed me that in case of any breakdown, I should not attempt repairs on my own but report to him, propose a solution, and only after his approval touch the machine. This routine continued for some time. Eventually, he notified me that I could handle breakdowns independently without prior consultation.

Upon resigning from HAL, he organized a grand farewell party for me and my family, a first in the department's history. Looking back, I realize that though it seemed disheartening initially, his method of testing me at every step was crucial. Once he gained confidence in me, I became his most sought-after Engineer.

I urge you, friends, that even if your boss sidelines you, demonstrate extra interest in learning and proving yourself. This dedication will benefit you, and your boss will likely support your growth.

(Please do not be confused as to why an HR General Manager is sharing an Engineering experience! I am an engineer by qualification and worked as an engineer for 12 years before transitioning to Textiles and Apparels. In that field, I held positions in Production, PPC, Quality, and Maintenance as General Manager. HR was part of my role there, but now I have embraced HR as my primary focus, which I am thoroughly enjoying and perhaps it is my calling.)

-Srinaren

Worldwide, HR Directors have much lesser board representation as a proportion. However, the human element in business is being recognized as the industry has evolved from welfare to industrial to capitalistic to welfare.

This recognition should enable HR Directors to do more for employees, specifically their HR teams. Whether it involves engaging with the top team, organizing weekend activities for staff, or actively participating in events, HR leaders play a crucial role. While it is not solely the responsibility of HR Directors to develop all individuals within the HR team, it is the duty of all HR People Managers to nurture those reporting to them.

Effective methods include assigning challenging tasks, providing a variety of roles, activities, and projects, ensuring continuous learning, engaging and empowering employees, and optimizing administrative processes through technology to focus on strategic goals.

One key aspect is to empower and delegate, allowing individuals to make decisions while offering strategic guidance and course correction.

Sankalp

Hi Tulasi and Sankalp,

Thank you for your compliments and views regarding HR. Undoubtedly, HR, which was considered a Labor Office status a few years back, is now taking an active role in management. It is up to all of us to demonstrate that HR is a key department in any organization.

I welcome other seniors to participate in the discussion by sharing your views.

-Srinaren