Senior Management Breaking Policy: How Should HR Address This Double Standard?

Handling Policy Violations by Senior Management

What should HR do if company senior management is breaking policy, whereas staff receive punishment for adhering to the company policy on every small issue?

Regards,
Simriti

Handling Policy Violations by Senior Management

What should HR do if company senior management is breaking policy?

Nothing can be done as such. This only goes on to show the weak leadership at the top. Though you may put this across to the senior's senior, I doubt whether anything will happen. Fences do eat the crop, but not allowing the fence to do that is the essence of leadership. There should not be any difference between a small fence and a big fence. All crop eaters should be dealt with equally.

Whereas staff gets punished for adhering to the company policy on every small issue.

Have you forgotten to insert the word "not" in the above question?

Thanks,

Dinesh V Divekar

I can suggest that you take the initiative to stop breaking rules. First, you will have to convince a senior person or leader about the advantages of not breaking company policies. The points could be:

1. Employees get motivated when they see their bosses/seniors/role models following and respecting the rules.
2. It increases respect towards the company and its policies.
3. Adds to the company's ethical values, etc.

If somebody is convinced of these points, you can arrange a meeting with a few other powerful decision-makers in your company. If nobody is convinced, then drop this idea; otherwise, you will be in an awkward situation. Be careful and super polite if you decide to take these actions.

Thanks,
Vikas

Dear Vikas,

You have given a suggestion to Smriti to "convince" senior managers of the importance of following the company's rules or policies. Why do they need to be convinced? Do they not understand the importance of the company's policies?

When juniors start "convincing" the importance of adherence to policies to the seniors, then it is equivalent to 'the tail wagging the dog'! In the bargain, I hope the dog does not bite its own tail.

Ok...

Dinesh V Divekar

Hi, I can suggest you initiate steps to stop breaking rules.

Steps to Convince Senior Management

First, you will have to convince any senior person/leader of the advantages of not breaking company policies.

The points could be:

1. Employees get motivated when they see their bosses/seniors/ideals are following/respecting the rules.
2. It increases respect towards the company and its policies.
3. Adds to the company's ethical values, etc.

If somebody is convinced on these points, you can call for a meeting with a few other powerful/decision-makers in your company.

If nobody gets convinced, then drop this idea; otherwise, you will be in an odd situation.

Be careful and super polite if you are going to take these actions.

Thanks,

Vikas

I have just given my suggestion. Whether to follow it or not depends on the person and the situation. Sometimes, management, being casual, breaks the policy. If there is some understanding, it is possible to change their attitude. I have successfully tried this, so I suggested it. I am extremely sorry if I am wrong here.

Thanks,
Vikas

Let us look at this from a business perspective and consider the organization's practices.

The policies being broken by senior management are not clear. They could be related to attendance, entitlements, claims, etc.

Certain companies (both promoter-managed and professional) have certain unwritten practices limited to the senior management team. These practices could involve any areas related to attendance, entitlements, or claims. Some exemptions are also granted due to the specific specialist nature of the job. These exceptions are typically made with the knowledge of the top authority of the organization and are not necessarily shared with everyone, including HR.

In cases of deliberate non-adherence or frequent policy violations by senior management, the most suitable course of action for HR is to approach the highest authority of the organization and convince them (not the senior management team) of the demotivating effects these actions have on the organization. This could lead to one of the following outcomes:

- The rule breakers will be corrected.
- The special exemptions for senior management will be disclosed.
- HR may be indirectly instructed not to intervene in these matters.

Kind regards,

Dayanand L. Guddin