Bridging the Gap: How Can HR Unite Teaching and Non-Teaching Staff for a Better Work Environment?

Dear All,

I work in the HR department of an educational institute. The staff here consists of non-teaching and teaching staff. The problem being faced here is a lack of coordination and cooperation between both sets of members.

The teaching staff carry their own ego, thus they do not value and involve others (non-teaching) as part of their own team. The non-teaching staff obviously see themselves as separate from the teaching staff. Due to this, two separate teams are formed in the organization - non-teaching staff and teaching staff.

Now, the challenge for us (HR dept) is to change the attitude of both teams towards each other. Also, to create an atmosphere where both teams see themselves as one and part of the organization, ultimately leading to a better work environment.

Seeking your suggestions here.....

Thanks & Regards,
Niharika

Well, it seems you will require training them by some professionals. Attitude is something that has to come from within themselves, but yes, training does help a lot.

Dear Niharika,

I beg to differ with Vilok. Training is not a solution for the present situation.

Many times I have written in various posts that training is not a panacea for organizational problems. As I see it, this is a failure of leadership. It is the laid-back leadership that has allowed things to come to such a pass. The real malaise lies there. Unless you fix it, you cannot settle this tug of war.

The first solution is that leadership should understand what problem the organization is facing. The leader can call everybody together and address them about the problems. What is the cost involved because of the tussle between teaching and non-teaching staff? Secondly, is the image of the educational institution getting eroded because of this tussle? The leader must involve with both teaching and non-teaching staff. His/her involvement with everyone will solve the problem.

A leader is a weaver. A leader weaves people. The quality of the design on the fabric vindicates the quality of leadership.

Ok...

Dinesh V Divekar
Management & Behavioral Training Consultant

Thanks for your response Vilok & Dinesh. :)

Training is one area where we are trying to make people realize about this by using some real-life examples. The leaders of the organization also got a feel for this problem, and they tried to address it in their sessions as well. However, I feel that having just one or two sessions every three to four months is not bringing about any major change. The group/mob behavior is too strong. I think day-to-day steps need to be taken to fix it.

What's your take?

Niharika

First, believe in yourself. Why is change required? How will their family benefit from this change? On the other hand, technology is at the cutting edge. We need to update our skills, knowledge, attitude, passions, and be willing to accept new trends. Try targeting small groups first and observe their reactions.

All the best,
S.K. Verma

Hi Niharika,

I have been a part of such an educational institute, so I can well understand your problem. The various ways you can overcome this problem is by trying one or more of these steps regularly:

1. Since the teaching staff are senior and more educated, this initiative has to be started by them first. They should treat the non-teaching staff with respect. They have to be told this.

2. The non-teaching staff have to be told repeatedly that their contribution to the success of the institute is equally important.

3. You can have a monthly tea party/forum where both teaching and non-teaching staff get together and celebrate birthdays, etc.

4. Find out who the 'Union' leaders are in both the groups and speak to them separately.

5. The institute management also has to consciously avoid making this differentiation, which they tend to do several times through various means, including lack of sufficient pay to non-teaching staff.

6. Since you represent the face of the institute to the non-teaching staff, you should treat them with respect, dignity, and keep motivating and appreciating their work.

7. Whenever some non-teaching staff does some extraordinary work/assignment, make sure that they are given some nice incentives publicly.

8. Make sure that the students too treat the non-teaching staff with proper respect and take action against anyone who violates this rule.

9. Call the entire non-teaching staff for a meeting every month and ask them for their problems, etc.

I think you can try these suggestions, and I am sure you will find a change.

Dear [Recipient],

Firstly, you will need to make them realize that we are all part of the organization by holding a meeting with both parties. Show them how their behavior is impacting our organization. What are the personal losses for us? For instance, if we do not work together, the organization will not progress. Without organizational growth, how can we expect an increase in our salaries?

Encourage them to reflect on these points.

Thank you.

Dear Niharika,

I agree with Divekar. First, it has to be top-down. Secondly, motivational training is a must. Finally, create a crisis. Create a mock crisis with the help of leadership and without the knowledge of the staff. Use the crisis to unite the team. A crisis situation in your case could be upcoming competition, a drop in student intake, or some complaints by students' parents, etc. You need to hit the ship hard to divert its course but don't hit so hard that it breaks! You can contact me at 09225901625 for any discussions.

KRA needs to be set for both the function in line with the institute goal and which is interlinked; this will ensure that their attitude will change. Additionally, create a platform like "critic sessions" where people can raise their concerns with each other and get them sorted out at the same time.

Here, an integrated approach will deliver the results. OBT, workshop, progressive leadership, etc., play a vital role in bringing about synergy among the stakeholders. But can you try one more approach? Identify key teaching and non-teaching staff. Give them a project like "How to enhance the brand value of the institution."

My experience is that involving people in various projects for short durations, such as 15-30 days, will certainly bring about greater proximity among the people. In the process, they develop mutual trust and a helping relationship. This is a very practical approach. This can be supplemented by other initiatives like training/OBT, etc.

Please contact in case further clarification is required.

Dr. Sureshkumar

Welcome to HR CAN WIN - By Dr. K. Suresh Kumar
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Hi Folks,

I shall not say much, since I have just joined this network today. However, I just thought of making a small point on the typical environment at the educational institute, as mentioned by Niharika, that neatly displays group mentality.

Attitudes that we form are embedded within us over the years. The three important factors that determine our attitude are 1) Environment 2) Experience & 3) Education. We need to change our attitude if we desire to succeed and grow. Building a Positive Mental Attitude does not happen overnight, as one has to work hard to acquire it.

We should also be aware that the herd mentality trait has been manifested in humans since ancient times and has primarily been used for survival and to feel more secure by existing in a group.

The best short-term solution to move in the direction of correcting this problem is to provide simultaneously to both the teaching and non-teaching staff an exposure to a workshop that can simulate crisis situations. In these kinds of situations, they understand how humans forget their differences and come together. This can be the first step, and later in the long term, you can create a bonding between groups by thinking of other innovative options to bring both these groups together for a common good.

Best Wishes,

Conrad

9920662261

Thank you, everyone, for making this discussion fruitful. It really gave me insight into how to proceed. I will try to implement the suggestions given here and keep you informed about the changes we are forecasting. Looking forward to more sharing.

Best Regards,
Niharika

Dear Niharika,

I feel that the issue is a lack of team feeling. I do believe that training can help. There are various ways in which the issues of lack of collaboration and its negative effects can be demonstrated in a training session in a non-threatening and open way so that everyone accepts the issue. Acceptance is the beginning of finding a solution. However, it is necessary that you share with the consultant the operational problems you are facing so that he can design his training to suit your needs. The effectiveness of the learning developed in training occurs when the people involved create their action plans. Up to this point, everything can be ensured by a good trainer. Whether people implement their action plans is then to be observed by the leadership.

Saleha Ahmad
AGM & Faculty (HR & OB)
State Bank Academy, Gurgaon
email- slh.ahmad@gmail.com

One way to reduce the ego or supremacy between employees is to introduce a creative HR initiative where all people come to know each other. Like a family outing for all staff, or conducting a family meeting at the school itself. Mostly, humans develop ego due to ignorance. If a platform is developed to share some lighter moments, things will take a positive turn. This was adopted by our company and is a big success.

Hello,

If you think the issue is related to their attitude, please consider reading the book "Who Moved My Cheese" by Spencer Johnson. Then, try to see if anyone is interested in reading that book. It may bring about a change in the staff.

The attitude can be changed only by the individual itself as this is from inside out. The only thing we can do is realize the facts/truth. This is possible through obvious means like giving education, providing the right information, open forum discussions, continuous training, cooperating with them, and sometimes even through manipulation.

Thanks & regards,
Sumit

Hi all, I work in a government department in Australia with a multidisciplinary team of allied health professionals, such as social workers, case managers, occupational therapists, physiotherapists, speech therapists, as well as support staff. My environment may be different, but it works where I am.

Overcoming Division in Multidisciplinary Teams

The way our office overcomes some of the division between the various groups of therapists, clerical support, and case managers is to have them do things together. For example, joint projects utilize the various skills and knowledge of the members to undertake activities such as training, research, and attending community events together.

Also, we are all mixed together within our seating arrangements, so the groups need to interact with each other daily. The idea is that if we are mixing constantly, it will build relationships between the various disciplines, which I have found to be effective.

Building Relationships Through Interaction

It's not an easy solution, as you will potentially always have a division. However, if you create environments where they have to work with each other and support each other, and also make each other clearly aware of all the different things they do to support the team, then you have a better chance of successfully building relationships within the office.

Plus, from personal experience, I find that if I treat all the various disciplines with respect, I notice I can get more done within my work environment, rather than assuming superiority just because I am in a particular role.

Just my thoughts.

Regards, Greg

Dear all,

Your contributions are very valid. I have some of my own. I am a directing staff member in a command and staff college where we have both teaching and non-teaching staff. What we do is have officers who have, at one time or another, served as members of the teaching staff to head some of the non-teaching staff branches. We also have some officers who have had experience in teaching serve under some senior non-teaching staff officials. This way, we get a good blend. Both groups are rewarded equally, and both have the same opportunities. Therefore, no group feels inferior or superior, and the atmosphere is relatively peaceful.

Regards,
Kunle

I am so glad that you posted such a query. The discussion that follows has given great insight into many HR-related issues that we face at our organization. Thanks for helping.

Also, I agree with Bhaskaran. Oscar Murphy International is one organization that can help you immensely. I have used their association to overcome a few problems myself.

Thanks and Regards,
Avani Bhatnagar.