Dear Balaji,
With your latest post you have clearly exposed yourself and your arbitrary style of working without observing any HR norm and standards.
Your latest post clearly suggests, not only your policy is to work arbitrarily by depending only on presumptions and shortcuts, but also you try to read between the lines without understanding what others try to communicate.
If you properly go through my original posting, you will find that the very opening sentence of my suggestion was “Of course a probationer, as per the prescribed provision of the organization about termination without notice can be resorted to.” BUT my suggestion was quite simple that before taking a step to terminate the probationer, the poster of the problem may try to find out the cause of absenteeism and to avoid any hasty step.
JUST TRY to reread my original comments and, as presumed by you, intimate me —
WHERE DID I SUGGEST TO START DISCIPLINARY PROCEEDINGS?
If you don’t want to go back to read my original comments, I reproduce here at the end of this discussion for your convenience.
ON THE OTHER HAND, your contention, “What I am suggesting is that there is no need to do anything big,”I would like to draw your attention to your own suggestion, where you gave a very big and wrong advice to shirk from the duty clearly forbidding him not only on one count, but on several counts, by clearly stating –
“In your case, you do not have to initiate any letter to be sent to him. Just keep quite. Don't even load his data onto the payroll master for processing salary. Don't even consider him as an employee.”
All this provides us what type of HR duties you would be doing and advising to others also. In this respect, I would like to put straight questions to you:
1) If you have recruited an employee by which provision of law you should not do anything in regard to his termination?
2) Does your suggestion to keep quiet not forbidding an HR personnel to do his genuine duty?
3) Does advising him not to load data on to the payroll master not forbidding him to do his genuine duty?
4) Does advising him not to consider the duly recruited employee as an employee not forbidding him to do his genuine duty?
5) Once an employee is recruited, which provision of law provides you an arbitrary authority not to treat him as an employee unless you formally terminate or dismiss him?
6) What is the basis of your firm conviction that the things would not have happened to the taste of the employee, as you have stated, “This is EXACTLY WHAT HAS HAPPENED in this case?” Is not it your presumption only?
7) Do all the recruitment formalities adopted by your organization are farce and fictitious?
8) Provision of which law provides you, as an HR man to arbitrarily function at your sweet will and not to discharge your duties and responsibilities towards employees and an organization of which you are also an employee?
You must know that such type of arbitrary attitude of the HR personnel is the main reason behind the HR not commanding due respect amongst the employees of the organizations.
EXTRACT OF MY ORIGINAL COMMENTS DATED 23.10.2010
“Of course a probationer, as per the prescribed provision of the organization about termination "without notice" can be resorted to.
BUT, never take any hasty step just on presumption basis unless you are really sure that the employee/probationer is absenting willingly and unauthorizedly. Humanitarian grounds should never be lost sight of if you want loyalty and sincerity of employees. There may be some compulsion with the probationer, like accident of self or a family member, death of any near relative, sudden serious illness of self or family member.
If the candidate has a contact number, must try to contact him or his family members on phone or through some messenger. If you find some evasive response, only then you can be sure to some extent that the candidate does not want to serve your organization. Get the outcome of contact recorded and bring that to the notice of the competent authority. Only then decide whether to serve him a notice for unauthorized absence or terminate without notice upon getting a formal decision of the competent authority.”
With your latest post you have clearly exposed yourself and your arbitrary style of working without observing any HR norm and standards.
Your latest post clearly suggests, not only your policy is to work arbitrarily by depending only on presumptions and shortcuts, but also you try to read between the lines without understanding what others try to communicate.
If you properly go through my original posting, you will find that the very opening sentence of my suggestion was “Of course a probationer, as per the prescribed provision of the organization about termination without notice can be resorted to.” BUT my suggestion was quite simple that before taking a step to terminate the probationer, the poster of the problem may try to find out the cause of absenteeism and to avoid any hasty step.
JUST TRY to reread my original comments and, as presumed by you, intimate me —
WHERE DID I SUGGEST TO START DISCIPLINARY PROCEEDINGS?
If you don’t want to go back to read my original comments, I reproduce here at the end of this discussion for your convenience.
ON THE OTHER HAND, your contention, “What I am suggesting is that there is no need to do anything big,”I would like to draw your attention to your own suggestion, where you gave a very big and wrong advice to shirk from the duty clearly forbidding him not only on one count, but on several counts, by clearly stating –
“In your case, you do not have to initiate any letter to be sent to him. Just keep quite. Don't even load his data onto the payroll master for processing salary. Don't even consider him as an employee.”
All this provides us what type of HR duties you would be doing and advising to others also. In this respect, I would like to put straight questions to you:
1) If you have recruited an employee by which provision of law you should not do anything in regard to his termination?
2) Does your suggestion to keep quiet not forbidding an HR personnel to do his genuine duty?
3) Does advising him not to load data on to the payroll master not forbidding him to do his genuine duty?
4) Does advising him not to consider the duly recruited employee as an employee not forbidding him to do his genuine duty?
5) Once an employee is recruited, which provision of law provides you an arbitrary authority not to treat him as an employee unless you formally terminate or dismiss him?
6) What is the basis of your firm conviction that the things would not have happened to the taste of the employee, as you have stated, “This is EXACTLY WHAT HAS HAPPENED in this case?” Is not it your presumption only?
7) Do all the recruitment formalities adopted by your organization are farce and fictitious?
8) Provision of which law provides you, as an HR man to arbitrarily function at your sweet will and not to discharge your duties and responsibilities towards employees and an organization of which you are also an employee?
You must know that such type of arbitrary attitude of the HR personnel is the main reason behind the HR not commanding due respect amongst the employees of the organizations.
EXTRACT OF MY ORIGINAL COMMENTS DATED 23.10.2010
“Of course a probationer, as per the prescribed provision of the organization about termination "without notice" can be resorted to.
BUT, never take any hasty step just on presumption basis unless you are really sure that the employee/probationer is absenting willingly and unauthorizedly. Humanitarian grounds should never be lost sight of if you want loyalty and sincerity of employees. There may be some compulsion with the probationer, like accident of self or a family member, death of any near relative, sudden serious illness of self or family member.
If the candidate has a contact number, must try to contact him or his family members on phone or through some messenger. If you find some evasive response, only then you can be sure to some extent that the candidate does not want to serve your organization. Get the outcome of contact recorded and bring that to the notice of the competent authority. Only then decide whether to serve him a notice for unauthorized absence or terminate without notice upon getting a formal decision of the competent authority.”