How To Tackle Senior Members-Common Problem

Respected Seniors and my dear fellow members,

I would like to invite your views on a very common problem which is perhaps faced by all HR professionals. There are bound to be some employees in every company who have been with the company since its inception and hence are in the good books of the management (most of the time). They think they have the liberty to bend and break the office discipline the way they want to. Things become even more difficult as 9 out of 10 times the company is very dependent on this particular resource and cannot afford to lose them on short notice.

Moreover, if the HR person, like me, is junior to them in experience and age, then it becomes all the more difficult to enforce discipline. In my company, there are some senior resources who refuse to abide by basic rules like wearing an ID card or signing the attendance register. Every day, I have to think of something new to convince them to follow this basic rule. When I inform the management about it, they tell me that I need to handle them tactfully.

I am in the process of learning the tricks of the trade, but I would like to earnestly request you to help me out with this situation.

Thanks and Regards,

Indrani Chakraborty

Hi,

The problem you have mentioned pertains to every organization. Yes, you have to be tactful, which means if you are unable to resolve it with a humble request and a polite approach, it's high time to work in black and white. You can write letters expressing your concerns to them, with a CC to their reporting managers and the management body.

Hope this works. Good luck.

Ankita Kohli

Respected Senior (Ankita),

Thank you for your suggestion. That can be a good way to tackle them, but I saved that for the future as I have just joined the organization. Moreover, time and again, I need help from them regarding their team members' performance-related issues, again for inputs on recruitment, so I have to keep them warm also. I will start sending them mails in black and white but politely, marking a copy to their senior (as you have mentioned), and then wait for the results. By doing so, I will also have a record with me that I did remind them about the office rules and regulations.

Thank you once again.

Indrani Chakraborty

Hi Indrani, it's tough to tackle these people who think that the company works because of them and the kind of attitude they carry, which only influences their team members and reflects in their behaviors too.

I have faced the same situation. I have arranged meetings with my director and the senior team about the new updates, giving them importance and explaining how inspiring or influencing they are. I have also arranged team meetings, asking the senior people to take presentations on office etiquettes, dress sense, attendance, and discipline. I have asked each department head to take classes twice a month. I can see a lot of change in them now. I THINK TACT AND DIPLOMACY play a vital role in handling these kinds of typical people. Hope this was of some help to you.

Respected Senior (Sari),

I must say your ideas are very good. I will definitely try to adopt a few of them and implement the same at the workplace. You know where the problem lies; anything that I tell them falls on deaf ears. Since they are the people who generate business for the company, they take HR as a support function and they think all HR people are big fools!

One more problem that I face is the newcomers in the organization tend to follow the senior people, which is quite obvious, and they adopt all the malpractices that their seniors have been following for ages. For example, no employee is allowed to listen to music at work as per instructions from the management, but since one senior guy is doing that, all other people have started doing the same.

I was really at my wit's end. I thank you once again for your wonderful advice. I just hope it works.

Thanks and Regards,
Indrani Chakraborty

Well Well,

Though this is a really good topic to debate, and I can write some long pages on it, but to be short and precise, there are some things which we need to get cleared:

1. I once told my Personnel manager to do this, but straight away he told no. I was not happy with that as I wanted to do it and I thought whatever I am doing is good. Then one fine day I asked him about that issue, and he told me the reason for telling no, i.e., he explained it to me in a very good manner, and I came to know that I did not look at that matter from the other point/side. So mostly we juniors, fresh management people want to try many things, but the senior knows what is practically possible and what is not.

2. Well, the next thing as UNUSUALINDU told is that, Seniors listening to music, or doing things apart from official work in the office and juniors following the same. Here the problem is with more of junior or senior is really difficult to comment. A senior listening to music will catch the attention of juniors. Okay fine. But the senior must be just listening to music to de-stress, relax for just an hour/half an hour, and after that, he must be working/slogging the rest of the day. So the juniors here are failing to note the hard work done by senior and maybe they presume that the senior is enjoying. If the junior looks at the whole day schedule of the senior, he can understand that the senior has more responsibilities than the junior. So the ethical way in this situation would be to discourage the juniors from listening to music.

Even my boss listens to music sometimes, and almost most of the day my boss is not at the workplace busy in meetings, and at that time, no one is at my workplace, so I could listen to music, play my flash games, but I know I have this work, and if all work is done then I do involve in games, music, net, etc.

No doubt there are also seniors who hate juniors just because juniors are faster and more educated than them, and some seniors resist change, show arrogance, always say NO to junior's ideas.

The most ethical way would be to study the whole situation of your company, the management style, what management thinks is ethical, like you go to complain about a senior to some higher manager and you find him playing games. Then what, you have to presume that the senior got this inspiration from his SENIOR... am I correct?

So first thoroughly study your company and then make a decision in such cases to whom you can tell. Not necessarily whatever is theoretically correct needs to be followed, as practically something else happens.

YOUR SENIOR

or

YOUR JUNIOR

You know where the problem lies; anything that I tell them falls on deaf ears. Since they are the people who generate business for the company, they take HR as a support function, and they think all HR people are big fools!

The above statement is really very true. ONLY IN CASE OF SOME INDUSTRIES... and I agree with you.

When I was working in a manufacturing company, the management consisted of THREE PEOPLE: PLANT MANAGER, COMMERCIAL MANAGER, and HR MANAGER. But our HR had no say in anything. The major objective of any manufacturing plant is OUTPUT and nothing else. Even I had to forego my holidays without any overtime, common off, etc., because if, as an HR person, I give a common off or overtime, you just can't calculate the amount that they need to give other manufacturing supervisors. It will be more than their monthly salary is supposed to be.

Approximately, supervisors work 10 hours every day, whereas workers enjoy various benefits as they are covered by various labor laws, etc. So, every day, calculate a minimum of 2 hours of overtime, and working on holidays as well. HR does not give them, but in your company, your policy might be such that even if someone stays late, you must pay them.

In my company, there are some senior resources who refuse to abide by basic rules like wearing an ID card or signing the attendance register. Every day, I have to think of something new to convince them to follow this basic rule. When I inform the management about it, they tell me that I need to handle them tactfully.

The management tells us every time, but my personnel manager was good enough to tell me, "RAVI, this will happen, and we can't do anything to stop it."

So then I had to change my thinking that in this company, I cannot implement HR policies, etc. So the best would be, let me be concerned with my pay and work. The rest can go to hell.

With no support from management, it's useless to try and literally go against the management.

BUT HERE ONE THING I WOULD LIKE TO ADVISE YOU...

Again, go to management and ask them that you're unable to do this and ask for their idea, advice, support. Maybe this situation needs to be dealt with a strategy which probably the management wants you to recognize and work out because a simple job for management, to tell any employee to stop listening to music or anything else, but you need to deal with this with extreme care. In HR, we also make some foes. Like the senior may presume that you're behind him to stop his listening to music, and what if he informs you of all other activities done by other seniors and asks you to stop it. This I have personally experienced, so I first see and study management then apply my brain. Maybe these activities reach deep into management.

Management is very tough, not easy.

Well, if you decide to write any letters to your employees, just tell me. I would prepare some letters (with a touch of spice) and give them to you. 😊

Hi Indrawn,

I appreciate you for daring to tackle them. I have come across such culture in two companies. I learned a few strategies on my own, and they worked very well for me.

Issues like this do not have ready-made solutions. We have to customize our strategies to suit the location, history, and profile of the people.

You have recently joined that organization. Wait for six months. Do something for them in these six months. They too will have a few issues that have not been addressed by the management for a long time. They should see you as a person who is committed to their needs and problems.

You cannot correct them unless you win them over. Remember, they have developed these attitudes over many years.

They are aware that you are doing your job by asking them to be disciplined. Deep down, they want to stick to the rules, but their ego is not allowing them to yield to a new person.

Do something good for them. Let that be their justification for compromising with their ego.

Yes, it sounds very simple but not easy. However, it never fails, and it takes time too.

The above strategies of mine gave me rich results. They helped to change the culture of organizations that are 30 years old.

Sending memos, etc., are negative discipline strategies that are no longer useful.

Most importantly, you do not need to succeed in your efforts of doing good for them. Your public efforts are enough to project a positive image of yours.

So keep trying... all the best.

Prashanth Shetty

Respected Senior (Prashanth),

Thank you for your comments. After joining this organization, I felt this is the issue that needs to be addressed first because there are only a few senior members, and the rest all have 2-3 years of experience. Like when we were kids, we tried to imitate what grown-ups used to do, in the same fashion, they try to imitate the seniors.

Your advice to do something positive for the seniors will be very helpful for me. They already have the liberty to come to the office late, take as many as 30 holidays a year, and they are getting fat packages. When I invite them to give training to the juniors so that they feel special, they refuse, saying that they don't have time in hand. Sometimes I fail to understand what else I can do for them.

I will be highly obliged if you can suggest to me what positive things I can do for them. I am trying to mingle with them and get into their shoes to see what else they want from the company or what their grievances are, but then again, that is going to take a little time.

Keep posting.

Thanks and Regards,

Indrani Chakraborty

Hi Indrani,

Ok, so you are working with those senior guys. Good. As I mentioned, your strategy should have been customized to your organization. I need to know more about your organization. Could you tell me how long you have been with this organization? Have you identified any issues that they are not happy with?

Prashanth

Hi,

Let me tell you how I solved the problem in my office. I had exactly 5 seniors who were considered as the foundation of the organization and were very strong. I was new in this organization, and believe it or not, they had even objected to having an HR in the organization. However, when I joined, all gave me polite smiles, but later on, I got the news from grapevine sources. Believe me, I tried to involve them in my process of changing the organization's policies.

I believe that if you give the robber the keys to the house and guard it, he will never rob your house. This was my strategy which worked, and I wish it works for you too. All the best.

Regards, Karuuna

Hi, Indrani,

This is really a common issue in many industries. In fact, I have also encountered this in my professional life. Handling this type of problem depends on certain factors. It involves how people will perceive it, and how management will respond, which will be influenced by the outcome of your efforts. Sending an email is a good idea as it ensures you have done your part by reminding others. When we are new in an organization, especially in a lower or middle position, we may need to remind others of their mistakes, and the rest will be taken care of by our seniors.

Could you please update me on your decision and how you plan to address this?

Regards,
Amith R.

Hi Indrani,

(I hope this works for you)

In today's world, nobody listens to you even if it is politely said. However, there are other ways to tackle such situations. If you have to tell them individually, that's the wrong approach. What can you do? Just have a look:

1. Create a specific ID (here I'm talking about an official ID that can be used for all employees' communication only).
2. Send an all-employee email for any such communication (from the above ID) so that you don't have to approach everybody.
3. Your department head should be the signatory.

This will indirectly solve your purpose. If it is within your work profile, you should handle such things by simply addressing all employees.

(Only for reference, this is the appropriate way to communicate your message: #189613)

Regards,
Deepa

Well, what do our senior members have to say in this case? Or is it that Cite HR is full of only juniors like us? I would like some senior member to guide us as to why they behave like this.

I have faced a similar problem in the organization, and the approach I took was a little different. I became very friendly with these "seniors", had very often chats with them over coffee, and used to praise them (they are praiseworthy too). I used to tell them that they are role models for many in the organization, and juniors do respect them and tactfully told them to fill in the attendance register, etc., which really worked. You will have to have patience as they may not listen to you initially.

All the best, Maria

Hi Indrani,

Please write a memo to all regarding the attendance system as a part of streamlining the entire organization. Include these points and send a cc to your immediate boss or the director. Next day, make sure that all will adhere to it strictly. Keep informing them of the consequences if they do not comply.

Best regards,
BC

Dear Friends,

All your views are correct. I too have faced the same issue, of course. Finally, I solved it smoothly through the management itself by way of Chanakya's idea. First, you should adopt a friendly approach, build a strong rapport with your colleagues who may be opposed to certain individuals. Every management relies on Production and Accounts personnel. Therefore, coordinate with those departments and then address the issues by explaining them to the management. This approach should help in resolving your problems.

Regards,
:wink:
PBS KUMAR

Indrani,

It's not the problem at your company only. The problem is everywhere these days. In my company, senior people always tried to break the basic rules and regulations. But, being HR, as a strict disciplinarian, you should politely approach them to follow the rules and convince them to do so, so that their juniors can follow suit. Indirectly, tell them, "Discipline is the sign of human beings, and indiscipline is the sign of animals." Try to handle it with tact. When talking to those senior team members, don't request them, but rather, tell them that they are not abiding by the rules, which is really bad. You have to convince them; you can't force them initially, as you are seeking their help sometimes (as you mentioned).

Thanks,
Dev

Hi Indrani,

It is a very common problem in our industries in India. These kinds of people prevail everywhere, and most HR professionals encounter them at a certain stage.

If they do those kinds of things, it means the management is weak. The higher management is not competent enough to deal with these elements or just watches them helplessly. You are trying your best, but to control all this, you need the support and cooperation of the higher management.

To ensure that they follow rules and act in a disciplined way, of course, you have to be very tactful with them. Prepare yourself for all situations. Just discuss this with your seniors and try to have proper, healthy communication with these elements. If everything fails, just bring the issues to light. If they don't sign the attendance register, just deem them absent and mark them as such. If they are ashamed of wearing a name badge, just give a written warning straight away.

I know working in this kind of atmosphere is very stressful sometimes, but you will have to work and make tough decisions. It is very frustrating to have these kinds of cowardly seniors who don't take any action or hesitate to take any action against these elements just out of fear of losing them. They don't realize that they are nurturing evil. It's better to nip the evil in the bud. These kinds of seniors will have to come out of that mentality, "agar murga baang nahi dega tau saveera nahi hoga."

Even at the start of my career, I had to deal with these kinds of situations when I had to mend so many heroes of this sort. I can better understand how we feel when we work in this kind of atmosphere and how awkward the situation is when some good employees question you about why certain rules apply to them and why they are not applied to others.

Bibhutosh Bhadauria

Hello,

You have provided very good and relevant responses to this post.

I would say that whatever you do should not seem offensive and insulting to seniors. You can always try a diplomatic way.

You cannot say anything to seniors directly, but you can always advise their subordinates in front of them to follow the discipline very humbly and do it repetitively. You will see the results in a very short time.

You can even arrange some formal sessions on etiquettes and invite these so-called seniors to the session. Then, send formal reminders as the highlights of the session and also prepare a summary form to check the effectiveness of the session. Send this form to all the seniors to be filled every week, mentioning the names of all the subordinates and giving options for rating. Mention the seniors' names in that and see how they fill it up and send it to you. Nobody will be able to lie on this form for a long time, and you will see the difference without saying or complaining about anything to the management.

The only thing is to conduct such sessions and collect feedback; you may require some approvals from the management, but it will not be a difficult task.

Good luck.

Regards,

Anal Shah
+919998035930

Indu,

I really like the good topics for discussion you come up with. This is the second topic in two weeks that is very important.

The specific issue you have raised is one that is most common in all industries. Those in favor or those who are senior will always act high-handed, especially if they are important to the organization with respect to their skill sets.

First, let us look at a point you have mentioned earlier in the discussions that you are new to the company and that you are still young in your career. The most important thing for you to change anyone is to first understand everyone involved.

You need to have patience and spend more of your time understanding the organization's culture and its people. To do this, you need to work closely with them before you even try to implement anything. If your boss asks you to implement something, don't act immediately. Ask the most important questions: Why, What, How, When, Whom (not necessarily in that order).

Especially when you are a junior, you need to approach the senior personnel, asking them for suggestions in tackling the problem. It is very simple to ask a senior personnel, who does not wear his tag every day, how to address another senior who also does not wear a tag every day. If nothing else, guilt will make him see the bad side of his actions.

These are simple questions, assumingly harmless, but will help you make more friends among the persons you want to change than writing memos. Remember, seniors against whom you write sweet letters marking CC to others will hold it against you when you are in the wrong.

Use mails as the last resort until you have established yourself in the company.

I don't know if this will help you, but I personally believe that sometimes you can achieve more by talking to others than writing.

Regards,

Praveen

Dear Prashanth,

Thank you for your comments and for showing interest in my situation. I have been with this organization for just one month, while the individuals I am referring to have been here for up to four years. The company is a mid-sized IT firm specializing in web development.

During conversations with these individuals, I discovered that they are dissatisfied with the fact that they receive the same treatment as junior employees in terms of policies. Specifically, they do not receive payslips, which are essential for their financial transactions such as credit card applications and loans. Therefore, my initial step is to arrange for the provision of payslips for them.

I believe there are more challenges that lie ahead, and I am open to any suggestions you may have on this matter.

Thank you for your assistance.

Best Regards,
Indrani Chakraborty

Hi guys,

Well, I tried humor. I kept putting Post-Its on their workstations with messages written on them. I used to put a Post-It with a sad face on the teacup or documents that were not kept in their respective places, along with a message that I miss my family which are in the sink or the X drawer. I also placed a sad face on the PC, saying I was late to be switched on, and all my friends laughed at me. Try creativity. It worked for me. Of course, if the job is done, remember to put a smiley.

Regards,
Neelu

P.S. - Be persistent in the diplomatic messages.

Hi guys.....

Well, I tried humor. I kept putting Post-It notes on their workstations with messages written on them. I used to put a Post-It with a sad face on the teacup or documents that were not kept in their respective places, along with a message that I missed my family, who were in the sink or the drawer. I put a sad face on the PC, saying it was late to be switched on, and all my friends laughed at me...... Try creativity................... It worked for me.... Of course, if the job is done, remember to put a smiley.

Regards,
Neelu

P.S. Be persistent in the diplomatic messages.

Hi Neelu,

Thank you for your comments. I must say you have given me a very unusual solution; I hope it works. I believe this is a refreshing way to look at the problem.

Keep posting.

Thanks and Regards,
Indrani Chakraborty

Hi Amit,

Thanks for your comments. I believe writing an email is a good idea, but then again, by this time, these people have become immune to emails and memos. Nevertheless, it's always good to get things drafted. Keep posting.

Thanks and Regards,
Indrani Chakraborty

Respected Senior (Bibhutosh),

Thank you for your comments. You have rightly pointed out that the management is weak. Actually, they are not weak; they are dependent on these senior people. I can say one thing - these seniors are good at their work, and no wonder, that is why they have been there for so many years. Many of our fellow members have advised me to send them strict instructions, etc., but then again, at the end of the day, I need help from them for recruitment, etc. So, I think first I need to get accepted by them, and then only try these things.

Keep posting.

Thanks and Regards,
Indrani Chakraborty

Hey Indu,

This situation prevails in almost all organizations, and this is where you have to use your wits to bring out the best from the worst situation. What you can do is probably make them accountable for certain things, i.e., give them the responsibility of inculcating discipline in their juniors. Assign them roles like "Discipline Incharge" or "Floor Manager." This will not only infuse a sense of responsibility in them but will also make them feel obligated.

Shipra

Dear Indrani,

It is a common problem in almost all organizations, whether small or big, Indian or MNCs. Even after implementing strict systems, some employees think that they are not required to abide by the company's policies either because of their senior position or being the oldest employees in the organization.

In my opinion, this problem needs to be handled tactfully. After discussing with the CEO/MD of your company, you should issue a written notice to such employees, copying the higher authority. If the concerned employees do not improve their behavior, you should escalate the issue to the higher authorities and ask for immediate action.

Thank you,
Madan Singh

Hi All,

One of the ways I would suggest is to talk to the person one-on-one. Have him sit in your seat and you take the person's seat. Then, ask him for a solution. I believe that as a human, he is bound to check his behavior or tell you what's wrong with you.

If that doesn't work, just talk to your boss. There's no point in wasting time as that won't solve your problem.

Regards, Santosh Verma.

Hi Indrani,

This is a very common issue that all HR personnel face in their career. You can follow the strategies given by Prashanth and Karuna.

Firstly, be confident and don't consider this as a problem, but take it as a general matter and face it. Before that, you should clearly analyze your views towards the seniors. Be positive and assertive in your points. Seniors were once juniors themselves and are well aware of all these formalities. You need to be more diplomatic. Writing emails and copying their supervisors will not work; it may even complicate things further.

As an HR person, you need to win them over through your professionalism. Talk to them about the policy/rules and explain directly that they should be role models to junior employees. Openly discussing with them in a pleasant manner is the best approach. Following other methods may not be as effective.

Don't approach the conversation directly to the point; have a coffee or engage in general discussion first, then address your issue directly and listen to them clearly. Get the reasons from them why they are reluctant to follow.

In general, there is hardly anyone who will say no if you address them politely. Be assertive rather than aggressive in making your point. Remember, problems are not one way, and solutions work the same way.

I hope you will find a way to resolve this.

All the best.

Usha

Hi all,

This is a very interesting topic. I have a similar problem. I am working in an IT software company, and people generally leave late, probably by 8:30 PM or so. The next morning, they (mostly a few select employees) come in late to the office, i.e., half an hour late. Although we do not have any hard and fast rules for any kind of deduction to be made if they arrive late, so they have made a routine of coming in late. I have conducted sessions related to the same, but they said, "Ma'am, we normally leave late for the day, and now we want some flexibility in time." Considering this, I have not taken any action. However, the issue remains the same – they are still late, and I want them to come on time. Can anyone guide me on what I should do in this situation?

I have conducted sessions for those specific employees, but the result has been nothing... as I don't take any action since they claim they leave late by 2 hours or 3 hours later than usual almost daily, but I want my employees to arrive on time.

GUIDE ME... 🤔

Nidhi (HR Executive)

Indrani,

It's not only a common problem, but somehow we Indians are like this. When we are empowered with power, we start behaving like stupid kings who know about their state, but they don't know: 1) how many cities it has, 2) what the size of the population is, 3) how people are behaving in a particular area, 4) what their requirements are, 5) whether their plans are worth executing or not.

There are many fields that can be discussed, but employees who are straightforward will never face any problems in life. Just keep reminding them about the official policies. Even if they turn into foes for you, use your smile and say it's part of the job.

With Regards, Om Prakash

Hi,

The problem you are facing is faced by most HR professionals. We can't dictate or force them to follow the rules. Instead, we can explain to them the importance of following rules and regulations. It's crucial to be friendly and polite while explaining this, as otherwise, you may end up hurting their ego. If they still don't comply, then enforcement may be necessary. I have examples where new HR employees were asked to quit for seemingly unrelated reasons, when in reality, the issue was that they were strict with policies and tried to enforce them on senior management. This caused problems for them and led to their resignation. So, it's important to be cautious and handle the situation delicately.

Thanks,
Pallavi

Nidhi,

If you are in IT, you need to have flexible timings. You cannot have hardcore rules when it comes to timing. They know their work schedules and deliverables. When you have flexible timings, they feel comfortable.

In our office, we follow the same. So be with people.

Thanks,
Usha

Hi

I will focus my response to the problem of signing the muster - this is one of the areas where I had some success.

I sent out a circular citing the need of signing the muster as follows:

"We have noticed that, many staff does not sign the muster regularly. This has been pointed out in a recent inspection by the Shop & Establishment Inspector as an error. While we have avoided a legal notice from the inspector this time, we may not be so fortunate in future.

Therefore I request all of you to sign the Attendance register on daily basis. For those of you, who will be traveling / going on leave, please ensure that you inform us by email in advance, so that we can make the necessary remarks in the muster.

I request all HODs to ensure that their team adheres to the above"

Some additional details mentioned were :

a. Please mention the “In Time” in the muster when you reach office in the morning.

b. Any employee reaching the office after 12 p.m. will be marked half day leave. This would not be applicable for those working through the night on the previous day.

c. All employees are required to mention the “time out” when they leave office for the day in a separate register being provided.

d. Any employee wishing to leave the office before 6 p.m. will need the permission of his / her reporting manager in writing. This should be informed to HR.

Any employee who doesn’t sign the muster when they reach office will be marked Absent and will accordingly lose one day leave or salary (based on available leave balance).

To enforce this, we marked defaulters in the muster in pencil. This created some noise initially to which I coolly told them that since they had not informed HR/Admin, we made the remarks. We also cited other departments who had started following the policy.

We did not have to actually deduct leave, but the action of making remarks in the muster worked wonders. It is also important that you have the support of your own manager when implementing any policy.

Hope this helps!

Regards

Ryan

Dear Chakraborty,

Good morning,

This issue is found in every old organization, and being an HR professional, we have to face it. The change in attitude of a group takes time. As I have read the comments given by my friends, you win them (particular group members) and share their personal problems. If possible, you help them.

At present, the employer wants profits, a healthy environment, good work culture, and no IR issues. In this situation, definitely, the position of HR will be strong. This is a challenge for HR. You can arrange trainings on change in attitude for organizational development, effectiveness of good practices, etc. I hope that you will be successful.

Have a nice day.

Lalit Kumar Gupta

Hi Usha,

I know I need to be flexible, but my immediate superior wants me to ensure that people arrive on time. I want to be flexible, but I also have to fulfill my duties at the same time.

Nidhi

Yes, we HR professionals need to tackle such problems tactfully, but it also requires good support from top management. When I was the HR manager in my company, I faced similar challenges when I first started. I brought these issues to the attention of top management, and they made efforts to address some of them gradually, assigning others to me for resolution. Initially, I allowed the top management to take the lead, demonstrating their support. Subsequently, I assumed responsibility and received positive feedback from senior colleagues. While there was initially some resistance and discontent, things have improved over time. These senior colleagues now see me more as a friend than as an adversary.

I encourage you to revisit your top management and communicate your concerns, approaching the situation strategically rather than impulsively. In such cases, the focus should be on achieving results rather than the methods employed.

Mitr_2008

Hi,

I would like to appreciate everyone for contributing to the comments of others, thereby educating Indu. Seniors are the backbone of any organization. They have been with the company through its successes and failures, unlike the juniors.

Top management considers the words of seniors, not juniors, as most juniors are typically from a fantasy world. They often fantasize about many things and try various experiments. Seniors are not in the experimentation stage but in the implementation stage. Juniors are assessed by the top management, not the seniors.

Regarding handling seniors, I believe it would be better not to antagonize them and lose their support. If the top management has neglected them, why should HR be responsible for mending the situation? HR can excel with the support of the top management or the union.

Thank you,
M. Felix. C

Respected Senior (M. Felix C),

Thank you for your valuable comments. I absolutely agree with you when you say that "if the management is not bothered, then why should I be bothered." However, the problem is the management wants me to handle the situation, and they are saying that I have to handle them tactfully. I know it's my duty to do that, but it's quite difficult to bring changes to the age-old practices. So, I think I need time, and I am putting in my best efforts to first gain acceptance from them and then try to implement the rules.

Keep posting.

Thanks and Regards,
Indrani Chakraborty

Hi Mitr,

Thank you for your comments. In my case, I do not say that top management doesn't support me, but they want me to be in action rather than them showing their face. I will try to get management more actively involved in the process as per your suggestion.

Thanks and Regards,
Indrani Chakraborty

Respected Santosh,

Thank you for your valuable suggestion. I must say that your suggestion is very much doable and relevant to the situation.

Keep posting.

Thanks and Regards,
Indrani Chakraborty

Respected Senior(Ryan)
Thank you so much for your valuable comments .I would just like to add that ours is a small company so anybody not signing the muster will not invite any legal implicatiions.I am in the process of drafting an HR manual and I have put all these details in the Manual .I hope it is going to help
Keep Posting
Thanks and Regards
Indrani Chakraborty

Respected Senior (Om Prakash),

Thank you for your valuable suggestions. I would like to add that I keep on reminding them day in and day out, but somehow I feel things are falling on deaf ears. As some of the members have suggested on this post, I am trying to understand their problem and reach out to them so that I can bring a positive change in them. I hope it helps.

I know you must have seen the world more than I have, but still, I feel that this problem is there with people all over the world; maybe it's a little more serious with Indians.

Keep posting.

Thanks and Regards,
Indrani Chakraborty

Dear HR,

"HR is born to solve the problems."

There is no junior or senior in this!! "We are professionals and will be professional." Before attacking any problem, we should know the root cause and the situation thereon. (Proverb says - "Know the enemies before entering the battlefield.)

So, in your case, you can just look into their past activities and question yourself why this is happening?

Even there may be a problem from your department as well. The previous HR has taken a liberal approach and not followed the process, creating a loophole.

"Make the rules or break the rules."

Anyhow, your department HOD knows about this matter. So, take this as an advantage and put forward your suggestion, "This is not applicable for senior management."

But regarding attendance, "you can opt for a punch card system."

Then they will be responsible for their "presence" or "absence." (This depends on the number of employees working in your organization.)

Regards,

Member of HR Family