Dear Seniors, Recently one Director has joined our company who is frequently using unparliamentary language in meetings & in person with staff. Not only that he is blaming others for any failure, threatening them but also not allowing people to present their views, suppressing people to give an independent opinion. He has been sensitized for this matter by our MD but no change is been observed. As he is in an influential position, our MD does not want to take any action against him but he is sensitizing him to refrain from such conduct. As a result of this misconduct we are facing high attrition in the company & it is hampering the discipline of the company.
Highly engaged people are also looking for other job opportunities. This Director does not respect any function nor HOD or Director at a parallel role. He bad mouth about other Directors & dept.heads in front of his team. He only partially listens to the promoters. Since he joined us he has sacked many people on minor performance issues that could have been resolved. His Managers do not maintain any objectivity in the performance feedback & do not give any performance-related data to HR until unless it's about complaining to somebody & preparing a case against them. His targets and commitments is what the company needs at this time & that is the reason why we are tolerant of him. His delivery is highly questionable at this point in time but MD believes he has potential & even if he delivers 50% of his targets his contribution is valuable. That's why MD is backing him up. His conduct is disturbing the team spirit & discipline of the company. Could you suggest what can be done to get through this situation?
Highly engaged people are also looking for other job opportunities. This Director does not respect any function nor HOD or Director at a parallel role. He bad mouth about other Directors & dept.heads in front of his team. He only partially listens to the promoters. Since he joined us he has sacked many people on minor performance issues that could have been resolved. His Managers do not maintain any objectivity in the performance feedback & do not give any performance-related data to HR until unless it's about complaining to somebody & preparing a case against them. His targets and commitments is what the company needs at this time & that is the reason why we are tolerant of him. His delivery is highly questionable at this point in time but MD believes he has potential & even if he delivers 50% of his targets his contribution is valuable. That's why MD is backing him up. His conduct is disturbing the team spirit & discipline of the company. Could you suggest what can be done to get through this situation?