Struggling to Implement HR Practices in a Small Educational Institution: Seeking Advice on Overcoming Resistance

Dear Seniors, I have recently joined a small educational institution with Pvt Ltd status and have six branches in the same city. The directors and the owners are the same. We have three directors who take care of sales, training, and HRD.

I joined as an HR manager for this company. There was no HR department. Since I am new to the system, I started with making policies in consultation with my director. However, whenever we try to implement something new, the other two directors protest.

The company has a very high attrition rate, and we are not able to easily find people. Traditional recruitment policies are not effective, and the package is low.

They never involve me in any departmental meetings or any other discussions, and then they say that I am still unable to understand the system.

I try to communicate with employees for their problems, but they also have issues with this. The departments are operating as watertight compartments, and they do not appreciate HR interference.

They say HR is not active, but whenever I try to take action, they create problems. They do not even allow me to celebrate festivals or occasions.

They do not have appraisal standards, but now they want me to conduct employee appraisals.

There are a lot of problems, but management does not accept any suggestions offered.

Seniors, kindly suggest how to move ahead with this.

Thanks

Understanding the Challenges in Educational Institutions

What kind of educational institution do you have? What type and level of education are imparted?

The solution to your problems lies within your post itself. Out of three directors, when one tries to bring about change, the other two oppose him. This only shows the resistance to change. It would be too difficult to bring change under such circumstances.

Steps to Initiate Change

One way to initiate change is to start measuring the various costs associated with your business. Once again, involve the director who is supportive of you. Try calculating the cost of employee attrition. Since you mentioned that attrition is very high, identify the reasons for employee attrition from the staff who have left your institution.

Measuring Customer Satisfaction

Another challenge in your sector is that customer satisfaction is not easily measurable. Consider measuring parents' satisfaction.

Thanks,

Dinesh Divekar

Dear Employee,

Sincerely approach your directors and discuss your problem with them. If possible, conduct a joint discussion about normal operations and the consequences of dissent or lack of unity or professional ethics in the organization. At the same time, search for a job in a reputed organization.

Regards,
Harikumar

Thank you, sir, for your response.

It is a spoken English and Corporate Training center. We get students from colleges as well as companies.

Another problem is each of the directors feels their department is the most important; they become overprotective of their team and forget the company's benefit.

80% of our staff leaves within one year. And then finally, the whole blame lies on HRD.

Apart from the above, I suggest you ask the Director who is supportive to you why the management has employed you if they don't need any change in the system. I am sure this would be the biggest question for him to answer. Moreover, I would also suggest you to get along with the management and just do what has been asked for a couple of months and then take a call on it.

You'll seldom find bosses who welcome changes in their existing systems. It's very clear that the main reason for your high attrition rate is the 'not-so-attractive package.' First, you should realize that your organization's line of profession may not be appealing to budding youth to cling onto. At best, it could serve as a springboard for an immediate requirement, for the time being. You can't expect long-serving staff to remain on your team. If the Directors are not bothering you, that's fine. Whatever they ask you to do, just do it, and communicate with them through emails and materials circulated to all the Directors. When you document it in black and white, you'll have an escape route. As highlighted by Dinesh, every proposal of yours should always include the advantages and growth plan for the organization. Without these, it would be very challenging for you to implement any changes. If they request employee appraisals, carry them out. Are you averse to it? By the way, what's your mindset? Do you plan to continue with this organization for more years? If so, cooperate with them. Otherwise, start looking for a change. Most bosses don't like their subordinates becoming smarter. If it's not worth it, don't waste your time and risk your career.

Thank you, seniors, for all the valuable suggestions. You have actually given a sort of introspective advice to me about my career decision. I actually need to rethink my stay in this organization. Thanks a lot, all of you.