Struggling with Negative Feedback as a New HR: How Can I Improve My Communication?

Hello Seniors, I am working as an HR executive in an IT company for the last 3 months. I do not possess much experience, but the last HR gave me a brief description of her profile, and I continued with that. However, 2 days ago, my boss held individual meetings with all the staff regarding the performance of HR, and the results were shocking. All the staff blamed me for being biased, not very strict, or even rude, and for being unable to manage the profile effectively. They gave me lower marks compared to the last HR. These reviews are from employees who have not had much communication with me. I am taking this feedback constructively, but please help me with how to overcome this situation.

Thank you.

Dear Deepti, it takes a lot of courage to blatantly accept one's own faults. I would say your modesty will take you on the right track. Back in your firm, you have to attend to two entirely different domains of people: your peers, i.e., the HR-mates, and the employees.

Pleasing Colleagues

As far as pleasing the colleagues is concerned, I would suggest not to get impatient. You are new to the domain and will need a lot of perseverance to showcase your mettle. Inculcate the technicalities, do your homework, read articles, get hands-on exposure to all that comes your way, and while putting all these efforts, try to get help from your seniors. Be thankful to them. You just have to make them realize that you are trying to get a hang of all the chores in their worthy guidance.

Interacting with Employees

For the employees, just be more interactive and congenial. See that they relate to you and come to you to address their grievances. Just be more proactive, and you are thorough.

Regards.

You have not provided enough information to give precise advice. For example, what is the nature of the organization, and how many people are working there? How many people did the manager have one-on-one conversations with? What was the profile given by the previous HR person? Did your manager provide you with a breakdown of the points raised by the staff? The more information you provide, the more precise advice you will receive.

Applying the GAP Approach

I have applied the GAP approach to improve Teaching and Learning. You can read more about the GAP approach at https://www.google.co.uk/search?q=ex...ch+to+teaching

Thank you.

Thank you for your valuable suggestions. As Sir Das asked me to be more interactive and congenial, the main issue lies with the employees who provided entirely negative feedback. They are introverted, do not have lunch with other staff members, do not find one-to-one meetings with HR interactive or productive, and show no interest in conversing with me. Please advise.

It is an IT firm (outsourcing) with two sections: 1. SEO and 2. BPO. The BPO section consists of 11 employees, including 1 manager, and was started recently, i.e., a month ago, while the SEO section was established in January 2011. There are 12 employees, including two managers, in that section. A technical admin and I are common to both sections. My boss had a one-to-one chat with all of them and just informed me that the staff considers me rude and biased.

As it is a small firm, ask your manager to give you some more information about what they mean by rude and biased. Please read the articles in the links provided and prepare a questionnaire to solicit their expectations and perceptions. They may not interact with you in person but may be prepared to answer your questions.

Dear Deepti, as advised and appreciated by Mr. Reinoramanan, it is absolutely fantastic, as well as by Mr. Simhan. As a good HR professional, you have to maintain a balance with your staff and boss and coordinate effectively with them.

In my opinion, if your boss takes you for a one-on-one meeting with the staff, it is not only beneficial but also a great platform created by your boss for further interaction with your staff. It is possible that you might feel some negativity from the staff due to their unhappiness and complaints about you. Forget about all that.

Take it positively as you are now in a position to understand the existing problems and their requirements, which will help in resolving their issues more easily. Make notes and summarize the previous HR activities, then compare them with the current requirements. Prepare a small presentation on this and present it to your boss for review and advice on implementation.

Regards

I can understand your condition as we are all freshers when we start something. I am also not so old in HR, just having 2 years of experience. But I would like to share my views as I have worked in the largest broking house as well as a small newly setting up IT company. So both experiences are worth sharing.

The Role of an HR Professional

The profile and designation of an HR are very dignified. We are the source of employment and also like guardians of employees while they are working with us. So, we have to set good examples in front of employees. We need to be neutral, generous like a mother when children have done something good in class, and strict like a father who is making a child strong with his toughness.

Don't involve yourself with a particular person too much. If someone has done good, appreciate them and also motivate others who were in the same race. When somebody complains about something, listen patiently and give them assurance that you will find the root cause and rectify it.

Tips for Effective HR Management

Try to be polite and look cheerful. Dress sincerely. For persons who were negative in one-to-one interactions, call them into your cabin in free time and ask them about their expectations. Also, make them realize that every person has a different personality. Previous HR was good, but you are also there for their mutual benefits. Plan some interactive employee engagement activities so that you can get to know them better.

I know I haven't said anything extraordinary, but if you follow all these things, trust me, gradually all things will be okay.

All the Best!

Thank you for sharing all this. I agree that these points are really applicable. I have a few (2-3) employees who come off as a bit arrogant and have a major ego. They seem to think very highly of themselves. Despite my efforts to be polite with them at all times, they have given me negative feedback. They never approach me with any questions about leaves or lateness; instead, they prefer to go to their immediate boss and avoid speaking to me directly. Every month during our one-on-one meetings, they show up as if it's just a formality, with no complaints or suggestions. How can I effectively communicate with them?

Thank you.

Hi Deepti,

These types of people exist in almost every organization. You need to handle them very carefully.

If these employees are coming late and have a casual approach, discuss it with them. If the behavior remains the same, discuss it with their reporting manager or Head of Department (HOD) in the presence of your HOD.

It will create a positive impact as you have tried your best to communicate with the employees. If they are not responsive, then you should approach their seniors. However, even after taking these steps and they maintain the same behavior, write an email, keeping their reporting manager and Managing Director (MD) in the loop. Mention that you have verbally addressed their casual approach but have not seen any improvement, hence the warning email.

By doing this, you will convey your message effectively, and the MD will see your sincere efforts and impartiality. Hopefully, the MD will also suggest a solution. Before drafting the email, contact your MD and make them aware of the situation to protect yourself later on.

Good Luck!

From what you describe, two things emerge. One, there is a gap between what you are doing and what is expected of you. Is there a clear job role and description in your company? (I ask this because it is a relatively small company). Get your boss to clarify those expectations from the HR job role—he needs to firm that up first. Obviously, the KRAs, KPIs, and MOPs are involved, and these should be frozen for all the positions.

You talk of 1-on-1, but if he talks about you openly in a 1-to-several meeting, it is not fair unless the above KRAs/KPIs/MOPs are frozen and made known to the rest of the staff as to what exactly is your role. Having said that, as an HR executive, you need to maintain a congenial and positive frame of mind with every individual. Remember, no one is totally wrong—there are elements of good in everyone. One experience or a set of circumstances often vitiates views and perceptions about another individual. As HR, you need to work that much harder to present a positive front to your staff.

The gap between perception and reality is a challenge. We are not what we think we are; it is what others think about us that matters to them. The oxymoron "perception is reality" is so true. Therefore, consciously work on the feedback which you have received from your staff, possibly with help from your boss. I am assuming here that your boss is favorably disposed to you.

Hope this helps. If you are in Mumbai, you are welcome to contact me on the landline [Phone Number Removed For Privacy Reasons]. I work at Lower Parel.

I appreciate you taking this constructively. It can be tough when so many people give you negative feedback, especially in your first few months in the organization. The first step towards improving your behavior/image is by accepting that there is room for improvement. So, you've already taken the first step, and that is a big plus. The next step is to find out what they find rude or biased about your behavior. A good place to start would be by asking each one of them individually what they found rude. However, please ensure that the questions you ask are appropriate and in the right tone; otherwise, it could appear defensive or aggressive. In any conversation, the tone matters a lot, so please be mindful of the tone you use when asking these questions.

Questions to Get You Started

The questions could be along these lines: "I received a lot of feedback from everyone on my abilities and skills and would like to improve with your help. Would you like to help me?" Wait for the answer. If yes, ask if now is a good time to have a one-on-one, and if not, schedule a time and be punctual for it. Thank the person for their time when the feedback session starts.

Questions:

1. What about my behavior/skill/knowledge did you find abrasive/not up to the mark?
2. Ask for specific examples. Could you give me an example of what you thought was rude behavior?
3. Dig for more information. Keep probing until you are sure that is the real reason. For example, if someone says, "It's just the way you speak, it is so rude," ask, "What about the way I speak do you find rude?" Keep your voice calm; you are trying to understand, not to argue. Tone is important. If they mention speaking loudly, ask, "So if I speak a little softer, do you think I will not sound rude?" If they are unsure, ask, "What else about my voice sounds rude?" Keep probing until you get to the underlying reason.
4. Don't get angry or defensive about the examples they provide. Listen. LISTEN. Listen! Don’t try to justify immediately. Just absorb.
5. At the end of the conversation, ask, "If these aspects of my behavior/skill/knowledge change, do you think I will be able to perform my job better?"

It would be a good idea to jot down the important aspects of the conversation so that you don't forget any crucial part of it. Once you have the information, make a plan to improve on those aspects, maybe one at a time. Handling everything at once might be overwhelming, and there's a risk you might give up!

You are on the right path. Keep up the good work. All the best. You can email me for more information at [Email Removed For Privacy Reasons].

Regards,
Rupa

I favor Das Sajal. Also, the others have put in great pieces of advice. I believe you need a step-by-step action plan, and so this comment.

Understanding the Psychology of a 'Closed Group'

I suggest you look into the psychology of a 'closed group' inside your small company before you let them attack you with written feedback. These are reports you cannot keep for yourself. The next issue might land on your Manager's desk, providing solid proof to confirm action since they did this once and may do it again. In your case, what you should perceive from what Mr. Ramanan rightfully quoted above, "nobody kicks a dead dog," is that someone kicks because they want it dead and out cold.

Strategy to Address Feedback

The best strategy right now would be to step back and acknowledge to your Manager that you have realized what went wrong. Remember to put a big smile on your face, not that of a grounded person, when you say this to him. Thank your peers with a smile for bringing it to your attention in a written statement and close the case now. Buy time.

Questions to Consider

Some questions you need to look into would be: Was your predecessor a much senior female? Or are you a little too young compared to the problematic group? Is your language far too good with structured vocabulary? If any of these are true, that could be a reason to corner you.

Creating a Character Profile

Make a list of the people who have conned you. Call up and talk once again to your predecessor. Get personal feedback in their individual cases and "write" them down. Make a character profile and try to figure out a way specifically for each person before you proceed. Make a checklist of the changes you have brought in the last two months (include everything involving tea breaks or smoking or anything). If you have done this, you might understand who you have offended and where this wave comes from. Now, go to each of them, smile, and spot the ones who avoid eye contact with you. Rearrange the list and group the ones who should be gagged.

Formulating a Strategy

Formulate the strategy based on them and then build this questionnaire as Mr. Simhan said. The questions should be focused on the most likely 'suspects.' Offer closed questions and give them a drop-down list to choose from rather than providing spaces to let them flow. Never give an option like 'Too bad' to choose from. Maybe put 'Needs more attention' or the like. I say this because from what I can see, it is just a matter of time before they will repeat this, and I believe your Manager is not quite experienced with 'IT minds' (forgive me, nothing personal). Unfortunately, some are base introverts, and they react like a black mamba when threatened. They become so because of the way they are forced to think when working in IT. Trust me, I know. Hours and hours of thinking and looming ideas day in and day out, rather than living life in action as it should be. It becomes a habit. Cannot blame. Understand them and work around it.

In a Nutshell

Stand back, acknowledge, learn grounds, spot the key, devise a strategy, talk alliance OR/AND keep an extra eye on the key person, find a reason to hit, remember to cut off all alibi, present your case to the Manager. Even if you cannot manage to push him out, you will have better grounds, for fear is the reason they did this to you. Capitalize on their fear and remember to play it safe.

"Obstacles are like wild animals. They are cowards but will bluff you if they can. If they see you are afraid of them, they are liable to spring upon you; but if you look them squarely in the eye, they will slink out of sight." - Orison Swett Marden

Regards,
RJ

CEO & MD, Microbion

(Ex-Lawyer)

Your colleagues are old to that organization and are well-inclusive in that environment and culture. It takes some time to make a space and comfortable zone among your new peers. Remember, any change will be resisted in every sector. It's only acceptable after a short time span. Just try to mingle with them and possess a positive attitude. This is the imperative quality desired from an HR by an organization.

Hello Seniors,

I am working as an HR executive in an IT company for the last 3 months. I do not possess much experience, but as the previous HR gave me a brief description of her profile, I continued with that. However, 2 days ago, my boss had a one-on-one meeting with all the staff regarding the performance of HR, and the results were shocking. All the staff blamed me for being biased, not very strict, or even rude, and for being unable to manage the profile effectively. They gave me lower marks compared to the previous HR. These reviews are from those employees who have not even had much communication with me. I am taking this feedback constructively, but please help me with how to overcome this situation.

Hi Deepti, forget about others and look into your improvements. Understand where you are lacking. I agree that communication is very important; coworkers should understand you and support your skills and identify where you are lacking. I suggest you start speaking with your coworkers boldly; that will lead to good results.

All the best.

There are useful suggestions from Mr. Sinmhan and Dassajal, and really great contributions from Lavika, Rupa Mehtha, Krishnan, and Binae Raj. I have only a little to contribute more, so from the point of view of perceptions.

1) Realize that a workplace is a congregation of different psyches. Do not expect it to be a place where like-minded people only come together. We need to balance these psyches, sometimes by changing our responses to external reactions (stimuli) and sometimes by bringing a change in the external responses themselves.

2) Understand that there will be bouquets and brickbats in professional life as an HR. It is difficult to satisfy every employee. Every HR professional will go through the same pain and confusion in the formative years of their career as you are currently experiencing. So realize that it happens mostly in every HR's career.

3) Recognize that adversity is a great teacher. It is only in adversity that you develop skills for survival. A country like Japan rose like a phoenix from the ashes of the Second World War to become a massive industrial power.

4) Understanding the above facts will calm your nerves and make you understand that there is no need to be unusually disturbed and will make you more solution-centric rather than problem-centric.

5) If the feedback given to the employees is honest, then the inputs given by Dassajal, Lavika, Rupa, Krishnan, and Binae Raj will be of great help.

6) If there is a pressure group or a coterie, and the feedback given is tainted with malice and in bad faith, or if their conduct borders on workplace bullying, it needs to be handled deftly. Some suggestions that may be of help are:

a) Try to change their perception about you by taking the first initiative by reaching out to them, responding positively to them, and trying to address their grievances without waiting for them to come to you, and at the same time keeping a record of your efforts in this direction to place before the management when needed.

b) It is not possible to say 'yes' always to win friends, but be assertive and learn to say 'NO' without sounding blunt. Change the way you say it and change the language in which you can express it.

c) If they still persist in their non-cooperative and offensive mode and still give negative feedback despite your positive efforts, you need to neutralize this negative feedback by increasing the positive feedback from a more significant number of employees and if necessary by undertaking some employee engagement activities. This will break the barriers of communication with the reticent group while enhancing your communication level with another group of employees and consequently may pave the way for more positive feedback from a higher number of employees. You can also have a record of your efforts to show the management that the negative feedback has no merit in it.

d) After some time, you will find the coterie to fall in line.

Hope this helps.

Regards,
B. Saikumar

I am not from an HR background. I just stumbled upon this thread. I agree with a lot of people and their views. I just wanted to add my view.

Understanding Employee Reactions to New HR Personnel

The first thing to note is that when a new person arrives who has influence over their job and roles, such as HR, there is a sense of insecurity and fear in the employee. It is a normal human tendency, especially in Indian culture, to show superiority – to work by my guidelines and not the other way around.

Handling Insecurity and Fear

The key to handling this situation is simple: do not get carried away and panic. That is precisely what they want to see from their actions. When you succumb to their attack, you are giving them the upper hand. Stay calm and do not show frustration whenever you see them or talk to them. It is important to remember that it is a test – do not show them that you are weakened by their negative complaining.

Dealing with Attention-Seeking Behavior

Another reason they behave this way is to seek attention. Therefore, show your firmness and do not give them too much attention. Just because they have given negative feedback, do not start trying too hard to please them and win them over. This will make them feel that their attack is forcing you to bow down. Behave as though nothing has happened or affected you. Be patient, observe their behavior, and only adjust if necessary, rather than easily giving in.

Asserting Authority at the Right Time

Wait for your chance and time. There will come a point where they have to come to you. That is the time to assert your authority and importance, but ensure not to offend them. You will also be testing different approaches, so observe how they react and proceed accordingly. Remember, it should not backfire. You can also utilize such moments to address their behavior or inquire about any issues they may have with you. Ask them to provide reasons for their negative feedback. If they have no alternative but to work with you, they will find themselves in an uncomfortable position.

Promoting Professionalism and Adaptability

Help them understand that complaining without a valid reason is unprofessional. Explain that a person who is negative without cause is considered a negative individual. Being senior in the company does not justify displaying authority to intimidate newcomers. While you may believe your actions are pleasing management, remember that an inability to adapt to changes and new people does not make you a good team player or leader. Domineering behavior is not welcomed; assertive approaches are favored by all.

Intermittently apologize throughout and at the end to convey that you are not trying to advise or dominate them. Let them know that you have no issue with what they may say about you to others, but remind them that it works both ways. By doing so, you are also revealing your tolerance, mindset, and personality. Take command over the person and situation from that point onward.

I have not read all the replies; I quickly jotted down my view. I apologize if this approach may seem wrong. I have been in similar situations, and this is how I take control. Confidence, tact, and courage are required. This approach has worked for me, but it may not necessarily work for everyone. Keep it in mind.

Hope this helps.

Thanks,

Gautham Shashangan

Steps to Prove Your Efficiency

Now you're determined as inefficient. To prove your efficiency, follow these steps:

- Go through the Code of Conduct word by word and understand its intention.
- Go through HR policies word by word and understand their intentions.

These two are the essence that constitutes the whole manpower of the organization. So, keep these in mind and oversee an employee's job description. Use these to supervise the connectivity between employees and the Code of Conduct, HR policies, and job descriptions. This is how you appraise the employees and regulate the HR of the company.

My heart wishes for your successful career.

Just do two things:

1. Play some ice-breaking and rapport-building activities every week.
2. Be more active in interactions; confront people with politeness.

Regards,
Mukul

Dear Comrade,

Take it positively that you left your presence felt in the organization. Please understand that HR is a vital support function in business. The duties of HR (in general and in particular) are guided and controlled by the concerned unit/business head.

Meeting with Your Boss

In my opinion, you should hold a meeting with your boss to have a clear understanding of your duties and responsibilities as an HR person with reference to the job described by the last HR. This will give you guidelines to perform HR functions inclined towards staff welfare more effectively.

Best of luck.

Please do not take any of these comments personally. Three months is a short time for this kind of evaluation. Do talk to your boss; it should be his or her responsibility to let you know what level of strictness is required with employees. What exactly are your KPIs over which your performance would be evaluated? From the description you gave, this looks like a family-owned company I knew in JBP. If it's the same organization, then you have to be more assertive there and simply ASK to get everything in mail, including your expectations from your side. Firm constructive communication can save you much of what you faced here.