How Can HR Managers Address Lack of Feedback and Improve Work Conditions?

Dear Seniors,

Guidance Needed on HR Manager Feedback Situation

I need your guidance and insight into the situation below:

Given a condition wherein an individual has been working as an HR Manager for the last five years in the same firm, handling all aspects of HR including employee engagement activities, recruitment, organizing T&D, and grievance handling. However, he/she is not expected to be a part of the performance appraisal cycle as it is conducted by the management themselves.

There has never been a session where feedback was given to this individual. The only feedback received is when this individual does not meet the management's expectations. The person has no significant complaints about the job except for the low compensation, attributed to the industry not performing well and market conditions as reasons cited by the management. Feedback, if given, would mainly focus on things not done, often presented with an unpleasant attitude from the management.

Since there is no senior manager HR who could guide on how to navigate this situation, I am seeking your advice on how to address the lack of feedback and improve the working conditions.

Regards,

Apologies dear seniors, part of the discussion was not properly framed. Here it goes...

Since there is no senior manager in HR who could guide on how things can be done differently or better, coupled with no feedback from management, the person is clueless about his/her learning. Should the individual look for other avenues where he/she could report to a senior and learn to do things differently or stick around and hope that one day things would change and indulge in self-learning only?

Looking forward to your replies and getting insight into the same.

Regards,
Tulip

My paragraph-wise comments are as below:

Current Role and Responsibilities

Given a condition wherein an individual has been working as a manager in HR for the last five years in the same firm, handling all aspects of HR including employee engagement activities, recruitment, organizing training and development, and grievance handling. However, they are not expected to be part of the performance appraisal cycle as it is conducted by the management themselves.

Comments: Your management is following a very old concept. This was a British style of dealing with Indians that persisted even after independence. However, the 21st century has brought about changes. Feedback should be given to the person appraised, as a junior's performance is also a senior's performance. It seems like your management has yet to adapt to the changes of the 21st century!

Feedback and Performance Management

There has never been a session where feedback was given to this individual. The only feedback received is when the individual does not meet the management's expectations.

Comments: Situations like this arise when a proper Performance Management System (PMS) is not established. Under PMS, Key Performance Indicators (KPIs) should be defined, and Key Result Areas (KRAs) designed based on the KPIs. These KRAs should be communicated at the beginning of the appraisal cycle. Subordinate employees must provide evidence at the end of the cycle to show they have met the KRAs. Salary increments are based on the percentage of goal attainment, with consistent increment percentage slabs across the organization, not varying by department.

Compensation and Feedback Issues

The individual has no major complaints about the job except for the low compensation, attributed to the industry's poor performance and market conditions, as cited by the management. The feedback, if given, tends to focus on things not done, reflecting an unpleasant attitude from the management.

Comments: Economic downturns affect various industries, not just yours; it's a challenge we all face. Regarding feedback, a lack of positive reinforcement suggests a lack of training on performance appraisal concepts among senior management. Performance appraisal feedback should inspire higher performance, not demotivate employees. Mishandling performance appraisals can have a devastating effect on subordinates.

Final Comments

The company's administrative practices suggest limited growth potential. It's unclear why your friend (or yourself) stayed in this role for five years. Making the right decisions at the right time is crucial in life. Ideally, your friend should have started looking for a new job within 1-2 years. It's not too late to make a change now. Adherence to modern HR practices is essential; the absence of these practices, along with inadequate personnel management, indicates significant organizational deficiencies.

Regards,
Dinesh V Divekar

Every individual, based on his or her capability (which is best known only to the concerned individual), has to plan one's own growth. Concepts such as appraisal feedback, counseling, mentoring, etc., provide additional insights into one's competence and behavior as perceived by others. These inputs are valuable but are typically only available in organizations managed by professionals. One should not hold a grudge or complain about the management's style of functioning. An honorable exit option is always available to all employees, primarily based on compliance parameters such as notice period, financial clearance, etc. However, no senior can make the decision for you. It is essential to understand your market worth before deciding to leave and to seek a company where you are less likely to encounter similar issues.

Wherever you choose to go, you must adapt to the culture of that organization. If you can contribute in your own humble ways to positively influence the work culture, you are indeed a winner. Your satisfaction and learning experience may be the most significant rewards.

Tulip, you may advise your friend accordingly. Let him decide on the best option, considering he has been with the current company for five years and understands his value.