How Can I Redefine HR Roles in a Not-for-Profit with Resistant Senior Staff?

Challenges in Defining HR Roles in a Not-for-Profit Organization

I work for a not-for-profit organization that collaborates closely with the government as an Assistant Manager - HR. I joined recently, and after joining, I discovered that here, HR is only known as HR, but the HR function is perceived as performing administrative tasks. My role is to define the HR function while implementing Training and Development (TnD) and more.

Types of Employees

I have identified two types of employees here. The first group consists of older employees, mostly at the senior manager level, who believe they are the best and are not required to work but only to delegate tasks to their team while taking credit for themselves. This group is resistant to change as they feel everything is satisfactory, they are comfortable, and they have reached their maximum potential.

The second group is the younger team that works under the senior managers. They are full of energy, enthusiasm, and ambition to grow not only professionally but overall.

Defining Key Result Areas (KRA)

I am finding it challenging to define my Key Result Areas (KRA) as I am unsure how to make the presence of HR felt while implementing significant changes in the organization that will lead to its improvement and help everyone grow with it.

Challenges with Senior Employees

Another challenge is the attitude of senior employees, which resembles that of government officials and is in dire need of change.

I hope to receive some help and suggestions here so that I can successfully take up this challenge.

Regards,

Your post shows your change orientation, and I appreciate it. The change that you would like to bring in requires a cultural shift. For this, it has to come from the top. A bottom-up approach will not work in your case. The staff has developed a stubborn attitude because they were allowed to do that. It is not their fault but that of the top management.

Options for Cultural Change

As of now, you have only two options. One is to convince the CEO to create a culture of performance. If he/she agrees, then initiate KRAs for everybody and not just yourself.

To convince the CEO, you must tell him that in a profit-making organization or otherwise, the efficiency of the staff must be measured. We cannot pay for underperformance.

The second option depends on the first one. If the CEO declines your proposal, then maintain the status quo. Become a part of the system and do not stress yourself.

The third option is to quit the organization; however, for this, you need to work in the present company for at least 2-3 years. You can exercise this option only then.

Thanks,

Dinesh Divekar

True, and before I approach the top management, I also need to make them understand and prove on paper, at least, that the change is not going to harm and will not cause any kind of loss, be it monetary, motivational, or resource-wise. But then, before I initiate anything, I need to study the organization and its people thoroughly. Look forward.

Regards,
Monalisa

Dear Dineshji,

Most of the staff, whether young or old, if they have support from top management, will never change. Management looks at their output perspective, and if they achieve it, they will not bother about the attitudes of their safeguarded people. They get away with all deviations. Rules apply only to normal people and not to them.

Hence, what you said is right about quitting the company. We cannot change the management attitude. When they decide to change, it will be too late.

Regards