Hello everyone. This is a tricky one and a long read, apologies in advance!
In one of our new manufacturing processes, we employed an experienced operator a couple of years back. His condition was that he would not work in shifts on health grounds.
Since this process was new for the company, we agreed, as having him would save us losses arising out of uncontrolled wastages.
He did a decent job of training new teams on that machine and stabilising new products. He would often report directly to the MD, bypassing his immediate Production manager etc. and because of his superior knowledge about the new processes/products, very often he would have more accurate information too. However, as the products stabilised and his seniors also got better knowledge, he started gossiping about the floor's internal issues (often repairable, sometimes not) - to top management. This led to disintegration of his relations with his immediate colleagues/seniors.
During the four+ years he was with us, he would also get his original increments revised by re-negotiating with the top management. Twice with additional Bonuses.
However, during this revision, his demand for more was rejected by his Seniors, and Top Management had to accept the recommendations of the immediate Managers, when they were firm that quality will not suffer, in case if this employee leaves.
After accepting his resignation amicably, during the notice period, again he raised the matter to top management, who yielded to give him a Bonus and retain him. Again, his HODs respectfully and sportingly accepted to take him back on the new terms.
While regularising withdrawal of his resignation, again there were some gross misunderstandings. Finally he walked out in a huff and a poor show on the shop floor.
Now after four months, he has sent feelers through top management that he has realised his mistake and would like to join back. Top Management is convinced that he would add value in quality. Production Team is not so convinced, but will have to again yield to Top Management pressure.
My questions:
1. Should we accept him back?
2. If yes, on what terms?
3. If not, how to put this up to the Top Management?
Would appreciate views - especially of seniors.
Regards,
Kalpana Iyer
In one of our new manufacturing processes, we employed an experienced operator a couple of years back. His condition was that he would not work in shifts on health grounds.
Since this process was new for the company, we agreed, as having him would save us losses arising out of uncontrolled wastages.
He did a decent job of training new teams on that machine and stabilising new products. He would often report directly to the MD, bypassing his immediate Production manager etc. and because of his superior knowledge about the new processes/products, very often he would have more accurate information too. However, as the products stabilised and his seniors also got better knowledge, he started gossiping about the floor's internal issues (often repairable, sometimes not) - to top management. This led to disintegration of his relations with his immediate colleagues/seniors.
During the four+ years he was with us, he would also get his original increments revised by re-negotiating with the top management. Twice with additional Bonuses.
However, during this revision, his demand for more was rejected by his Seniors, and Top Management had to accept the recommendations of the immediate Managers, when they were firm that quality will not suffer, in case if this employee leaves.
After accepting his resignation amicably, during the notice period, again he raised the matter to top management, who yielded to give him a Bonus and retain him. Again, his HODs respectfully and sportingly accepted to take him back on the new terms.
While regularising withdrawal of his resignation, again there were some gross misunderstandings. Finally he walked out in a huff and a poor show on the shop floor.
Now after four months, he has sent feelers through top management that he has realised his mistake and would like to join back. Top Management is convinced that he would add value in quality. Production Team is not so convinced, but will have to again yield to Top Management pressure.
My questions:
1. Should we accept him back?
2. If yes, on what terms?
3. If not, how to put this up to the Top Management?
Would appreciate views - especially of seniors.
Regards,
Kalpana Iyer