How Do You Tactfully Handle Senior Leaders Ignoring HR Policies? Seeking Advice!

Respected Seniors,

Kindly advise on how to handle situations where HODs at very senior positions are not willing to adhere to HR policies and procedures. Also, since they are in the good books of Directors and CEOs and think that except for the Director and CEO, others have no importance. Do they have to be handled diplomatically (if yes, how) or sternly (if yes, how)? Kindly guide.

Warm Regards,

It purely depends on how your supervisor wants you to handle it. If your supervisor is not lenient, then you can have your supervisor or you email the HOD who is not complying with policies. Send a formal email with the policies and procedures mentioned and ask them to follow it as they will lead by example for others.

It's important to keep these things on record as you would have documented proof in case action needs to be taken against him later on. Also, you can email your supervisor with the details of non-compliance and ask for advice/next steps to be taken on email. This way, it will show that you have done your job, and later on, your boss can't put it on you, saying that you did not do your job well.

But in the scenario you have described, no action is taken towards the HOD. The political angle plays more importance; hence, if nothing works, just document by sending it to your supervisor and leave it at that.

Regards,
Priyanka

From the query, it appears that those HODs are senior to you in position. Also, you have not mentioned how large your firm is and its structure. If your boss is of the same rank as those HODs, then he or she should be writing to them after consulting with his or her boss. One has to be diplomatic. Rather than telling them to toe the line, a letter should be sent explaining the dangers of not toeing the line, and a copy should be sent to their boss.

Have a nice day.

Regards,
Simhan
A retired academic in the UK

I am glad you have brought a very nice topic for discussion in the community. I understand the problem you have presented. In quite a number of organizations, a similar situation exists.

Challenges in HR Communication with Senior Management

One problem with many organizations is that senior-level technical personnel are positioned first, and HR personnel, even at a far junior level, are recruited later. This creates a delicate situation for HR personnel, especially for communication with top management. Unless these HR personnel have the maturity, tact, and resourcefulness, it will be very difficult to keep sailing in these organizations. In such situations, we should have very good communication with the CEO and slowly build it up with the other directors also. We should have excellent communication skills in explaining the rationale of every policy and procedure. After all, HR is a service function. Rarely do we get CEOs like Jack Welch of GE who advocated the elevation of the HR functionary to the level of the Board in every organization. Until such a time, we have to be patient and persuasively work with the top management to convince them of the need to adhere to the policies and procedures.

Impact on Small Organizations

Also, this problem is predominant in organizations with a small workforce. As the organization expands, the top management will start to realize that unless they are consistent in their policies and procedures, it will be very difficult for them to run the organization smoothly. Ultimately, they will have to face the music!

Regards,
R. Sundararajan

Dear Ms. Sashmita,

I had understood from the information that I had acquired through various resources, including my experience, that "SIMPLICITY" is missing in those employees holding senior-most positions with decades of experience.

1) I believe either POWER, MONEY, KNOWLEDGE, SKILLS/TALENT, or BACKGROUND SUPPORT is making senior employees develop and promote EGO. These employees know how to play the SAFE GAME and RETAIN (they know how to convince their boss, butter them up, and a lot more) their POST until they retire. However, whoever challenges or takes initiative to bring changes in them will cost him/her the job.

2) The greatness of an individual lies in his simplicity. Those employees who have embraced SIMPLICITY are the BEST LEADERS, blessed with multiple skills, and loved by all. Also, they maintain very LOW SELF-ESTEEM.

3) When your HOD'S are supported by DIRECTORS & CEO, you can't do anything. I suggest the practical solution "CHANGE SHOULD COME FROM TOP MANAGEMENT".

4) If you handle them diplomatically, you will become one among them as they want you to be like "what they are".

5) If you deal sternly, then it may cost you your job as they are in the good books of DIRECTORS & CEO.

If you really want to change them gradually, which is a time-consuming process, then I suggest you adopt a process where you need to let them know and differentiate between GOOD and BAD, ANGEL & DEVIL. They have to understand "what they are" and "what they are supposed to be". You need extensive knowledge, maturity, a lot of patience, positive mental/physical attitude (positive thinking and a lot more to deal with such people... Any time you may lose the whole game, but never let this moment happen...

It is not you who is going to change your HOD, but it is they themselves who are going to change themselves... you are just going to help them embrace positive changes. GOOD LUCK...

With profound regards

The same situation in my experience. The first thing that you have to do is BE CALM. An open intent is something that will help you in immediate rapport building. Understand what he wants and act accordingly. Be proactive on his matters and come up with ideas, particularly when you have something to say NO. Say it very politically. Means never say yes, provided the support...

Dear Seniors, I am thankful for your kind and positive response. To some extent, I am trying to remain calm and keep my views clear and documented through mail. As far as dealing with them, I am trying to be rational and calm. However, the body language they carry doesn't seem very positive towards me.

Thank you.

Regards, Sashmita

As you have not answered my questions, it is not easy for me to give any concrete advice. Hope everything works out as you wish. Have a nice day.

Simhan

As per my observation, I would like to share my personal feelings on this particular topic: Dealing with Difficult People at the Workplace. To get support from your HODs, first try to understand the reasons for their lack of support. Prepare a list of areas/processes like recruitment, compensation, joining, transfers, training, confirmation, hikes, performance evaluation, etc., and then observe where the HODs are supporting you and where they are not.

Now, consolidate the data and ask for feedback to improve the policy so that the HODs and CEO would mutually approve it. In this way, you will be working closely with your HODs, receiving their feedback, and making changes if approved. As the suggestions are taken from HODs, they have no alternative other than to support you.

Dear seniors, correct me if I am wrong.

As you have very rightly said, they are senior to me and hold a good rapport. Our firm is mid-sized, and my boss is senior to the HODs. Although my boss is supportive and is aware of these things, he is relatively new to the organization. I do not want to be very harsh on such matters. Kindly advise.

Thanks & Regards,
Sashmita

If your boss is not prepared to take action, there is very little you can do. Protocol in an organization requires instructions to follow downwards and across and never from a junior to a senior. If your boss is prepared for you to issue a note to say "As instructed by XXXXXX, you are kindly requested...", then you can issue it.

Have a nice day.

Regards, Simhan