How Can We Address a Colleague's Lack of Effort and Unfair Credit in the Workplace?

This post is being shared after enduring a great deal of frustration with the department. In the HR department, there are three individuals—one female and two males. One of the colleagues is not taking work seriously and spends a significant amount of time on the internet. He only completes the work assigned by senior management; otherwise, the responsibility falls on the female colleague to complete it. Despite her efforts, he receives credit with no one questioning his work ethic. Senior management is interested in results from the department as a whole, not just from individual team members. This situation is disheartening and has caused a lack of interest in work.

How to Address and Monitor Workplace Behavior

How can this behavior be addressed and monitored? I request assistance in finding a solution.

Thank you.

From your statement, I can understand that your concern is that out of all three in the HR department, the senior-most is simply whiling away his time. As a result, the other two, particularly the lady, have to shoulder more burden without getting due credit—okay? Since you are claiming anonymity, shall I presume that you are certainly not that lady? Does the lady make any complaints to you in this regard? If so, you both together may politely bring it to the notice of the senior colleague as if you both are seeking his guidance. If she has no complaints in this regard despite the overwork, then why should you get frustrated unnecessarily? You say that your management is not interested in individual contributions but group performance. That may be the obvious reason for posting two hardworking juniors under an easy-going senior. I think either you are a little bit jealous of the senior colleague or suffering from an atavistic craving for recognition. Remember, one cannot always fly with borrowed feathers. Jobs are generally designed in such a way that one moves up along the organizational ladder, with lesser physical activity or petty responsibilities coupled with more brainwork or wider responsibilities.

A Clerical Assistant can have no complaints when a detailed and time-consuming office note he prepares is either approved or rejected by the Officer in just a minute or two, and the next file is taken for perusal. As told by Mr. Korgaonkar, don't peep into others' activities nor crave credit or recognition for your work. Try to concentrate on your own work and always explore the possibilities of still performing well. See some feel-good movies or read some didactic literature.

The only way to sort out this issue could be to fix performance metrics for each person, spell out the roles and responsibilities of each person, and measure the metrics at specified intervals. This may shed light on those who have truly performed.

Regards,
M.V. Kannan

I would like to specify that the pain is being endured by the lady who joined the company a few months back. The colleague, who is senior, is avoiding taking risks. Additionally, there are no performance metrics established for the HR department. Senior Management has tasked the department with creating performance metrics, but none of them have shown interest in moving it forward. The HR Manager consistently follows the directives of the Senior HR.

The issue lies in accurately assessing who is responsible for what. Despite being a junior, the lady is facing all the challenges, yet the credit seems to be going to the other colleague.

Suggestions for Creating Performance Metrics for the HR Department

Could anyone provide suggestions on creating performance metrics for the HR department?

Thanks.

We have all worked at least once in a role where the accountabilities were not clear, and hence the smartest one took away the pie. However, those situations were not permanent. We did exactly what Mr. Korgaonkar and Umakanth had suggested; we moved to a new assignment.

As we look back, what would most of us reflect upon? Are there a few loose screws about us that could have been fixed before we moved on? How good or bad is the job content in this role? Is the reporting manager bullying the team? What is the scope for learning and growth that you find in this role?

I suggest patience to stick around for some time unless there is a really big offer somewhere else. You have started on the right note; identify the metrics. Here's the best post on KPI that I would suggest: [KRA KPI](https://www.citehr.com/136390-kra-kpi-format-hr-management.html) [KPA](https://www.citehr.com/7474-kpa-kpi-key-result-area-effective-hr.html)

However, the implementation might remain a far cry. Stay focused on building operational excellence. The team member who doesn't work is leaving an opportunity for others to learn and deliver.

Visibility and recognition are supposed to be the undeclared award. However, it's the proficiency that takes the cake. Continue delivering just as you have been and take close mentoring from the reporting managers. That way, you almost discuss everything that you do, not to take credit but to develop. This will go a long way.

Wish you all the best.

Great comments from everyone above! It's always difficult to handle sensitive behavioral issues when dealing with the HR Department. This is especially dicey since they are the ones to establish the rules for everyone else in the first place.

Having said that, I'd like to point out that you mentioned that "pain is taken by the lady who has joined the company a few months back..." From what I gather, she is new to the company and the management. However, the Senior HR personnel has already established himself with them. Maybe totally unfair to you and her (my sympathies)... However, instead of creating a scene and crying foul, I'd personally play it safe for now. Please give it a few more months before taking a call to quit or doing something drastic.

(Cite Contribution) has shared useful links to metrics. The trick would be in suggesting to start using these.

Good luck to the "lady!"