Sales Team Dilemma: How Should HR Handle Repeated Meeting No-Shows?

There is an employee in the organization; basically, he belongs to our sales team. He is not following his seniors and not coming for the meeting at the pre-decided place. He has repeated this activity more than two times. In this situation, as an HR manager, what type of disciplinary action should be taken.

If there is a serious issue with the employee:
- Send email warning
- Meet up with the employee
- Take appropriate action based on the discussion

Has the Sales Manager complained? What is the evidence HR has got regarding late coming, etc.? Once a complaint is given by the concerned HOD, then HR can initiate action - like giving a show-cause notice and asking for a reply. A domestic enquiry can be conducted, etc.

Before venturing into action, I would request a heart-to-heart talk with the employee. I remember the lesson I learned way back in the early 80s. We had recruited a telex operator for the marketing unit (no email, scan, fax, or SMS/WhatsApp in those days) who had to type messages running to several pages. The fellow was very good, efficient, and well-behaved. After about six months, he started showing indifference, and in a couple of months, he became indisciplined, disrespectful, and slightly abusive towards everyone. The decision was made to let him go. The matter was then referred to HR for action. When he was called, he vented his anger and frustration. Being in the international marketing department, he was constantly dealing with telex messages and was confined to a small cabin, often having to work late. His frustration with isolation manifested in his behavior. By assigning a typist with spare capacity to the telex department, all issues and frustrations were resolved, making the office a better place. Although disciplinary action could have been taken, I believe it's essential to understand the underlying issues and address them.

KKHR,

The point I wanted to get clarified is whether HR can initiate any disciplinary action suo moto without a complaint from the concerned department about his professional failures and professional misconduct.

Shri NathRao Sir,

The general notion is that HR initiates action based on the line manager's intimation. However, when HR becomes aware of certain indiscipline, it is imperative for HR to take the initiative and commence the necessary action. Departments often exhibit reluctance and may even justify taking no action when such behavior is reported outside of their respective work areas. For instance, an altercation at the gate or instances of misbehavior in areas such as HR, Finance, or the canteen are common scenarios that frustrated employees tend to target.

Thank you.

If an altercation takes place at the gate or canteen, HR can take action based on reports given to them about the incident or investigate and find out facts. However, a professional breach that only the concerned department is aware of can prompt HR to intervene and initiate action. The question to consider is: where will the evidence come from?

Since this is not a favorable situation, it is better to wait for the Sales Team to complain before taking any proactive role that you may regret later. Who knows, he might have even informed someone on the team about not turning up or having issues, etc. Be calm and composed and get on with the show unless you have a potential issue on hand. You may even be questioned if you start initiating any action on your own, which is best avoided. Also, who has reported to you that he is not attending the meeting at the scheduled place for the past two times, and what else did he state? Is he someone who manages the sales or just another team member? Check in detail before trying to send any email.

Regards

Dear Mr. KKHR,

The question raised by Mr. Rao is not whether an HR Manager can initiate any suo moto disciplinary action. What Mr. Rao means by a complaint is not a mere allegation but a specific report from the functional head with a request to initiate disciplinary proceedings.

Before proceeding to reprimand for what may apparently be regarded as a minor aberration, it would be a prudent step to find out what is making him behave in this manner. It could be an expression of some deep grouse nurtured against the superior, which needs to be ruled out. If there is some legitimacy for holding that grouse, then the focus will shift to corrective actions on the part of the superior.

The emphasis and approach in such matters should be on finding the root cause and also on what and why something went wrong rather than on who is wrong. Nevertheless, if the investigation points out that the unacceptable behavior of the salesperson is entirely due to him, he should be counseled and cautioned to refrain from it, if it is the first time.

Any disciplinary action for unjustified reasons and punitive action when disproportionate to the gravity of the alleged misbehavior may boomerang into nurturing feelings of revenge. Therefore, there is a need to take due care and show the required human sensitivity.

Regards