Hi,
One interviewer asked me a question. Please tell me the solution.
One senior has been working with our organization for the last ten years. Now, a new joiner has been hired, and he mentioned that he is facing difficulties working with the senior. How can we retain this employee within the organization?
One solution I have is to change his reporting senior. Are there any other solutions? If yes, kindly suggest.
From India, New Delhi
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1One interviewer asked me a question. Please tell me the solution.
One senior has been working with our organization for the last ten years. Now, a new joiner has been hired, and he mentioned that he is facing difficulties working with the senior. How can we retain this employee within the organization?
One solution I have is to change his reporting senior. Are there any other solutions? If yes, kindly suggest.
From India, New Delhi
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Dear Pinki,
The new joinee should be given some parallel assignments to prove his skills, gain confidence, and adjust to the new company and with new seniors. The second new joinee should analyze the reasons for the senior's attitude, and accordingly, the best-fitted course of action should be devised to strengthen the new joinee's position. The new joinee should confront the problems, overcome them, establish himself before the senior, and create a challenge for him as well.
In my view, these are some workable solutions based on my experience.
P. K. MISHRA Head HR
From India
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The new joinee should be given some parallel assignments to prove his skills, gain confidence, and adjust to the new company and with new seniors. The second new joinee should analyze the reasons for the senior's attitude, and accordingly, the best-fitted course of action should be devised to strengthen the new joinee's position. The new joinee should confront the problems, overcome them, establish himself before the senior, and create a challenge for him as well.
In my view, these are some workable solutions based on my experience.
P. K. MISHRA Head HR
From India
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This conflict seems to arise from the senior side because a new joiner cannot show any confrontational attitude for nothing at the beginning of their career. It is essential to conciliate and arbitrate between them. The problem might lie in the operational or functional methodology, not necessarily in the individuals. Merely changing the reporting senior is not the ultimate solution; the problem may persist with another senior. The best approach is to "analyze the problem, engage with the senior and new joiner, understand the actual problem, then address the root cause rather than superficial issues. Conflict resolution should be approached from the perspective of the company's benefit, not on a personal basis."
From Pakistan, Karachi
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From Pakistan, Karachi
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Dear Pinki,
I think Mishra Sir is right, as this happens every time in each industry with new joiners. There is fear in seniors of losing authority; he may find that the new joiner is more productive than him, the new joiner talks more about theory, and seniors talk more about experience, etc. There are various reasons, but following Mr. Mishra and Bickey's suggestions may help you a lot.
Vaibhav
From India, Mumbai
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I think Mishra Sir is right, as this happens every time in each industry with new joiners. There is fear in seniors of losing authority; he may find that the new joiner is more productive than him, the new joiner talks more about theory, and seniors talk more about experience, etc. There are various reasons, but following Mr. Mishra and Bickey's suggestions may help you a lot.
Vaibhav
From India, Mumbai
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Look Pinki, look. Senior is senior. He has been working with your organization for ten years, so you must know his nature, or you can get it from other employees. No one can decide who is at fault. You must consult other employees. By changing reporting, you won't be able to solve this problem. It's better to STOP THE DROP WHERE IT FALLS.
From India, Patiala
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From India, Patiala
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i am very sorry but i am not agree with baadsha and vaibhav, if a new employee to industry thinks as they are saying. than he may not have guts to complain agianst his boss. Regards, Suman Singh
From India, Patiala
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From India, Patiala
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Hi friends,
Somehow the new joinee has been reprimanded by the senior because he may not be meeting the expectations of the senior. It means he shall take some time to adapt to the culture of the new company, to understand his job well, and other job requirements. It shall take some time.
The senior may be rigid about the new ideas proposed by the new joinee to improve the working environment. This is not uncommon and happens in every industry. The root cause of the problem must be identified for counseling, either for the new joinee, the senior, or both.
Regards,
Bhardwaj
From India, New Delhi
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Somehow the new joinee has been reprimanded by the senior because he may not be meeting the expectations of the senior. It means he shall take some time to adapt to the culture of the new company, to understand his job well, and other job requirements. It shall take some time.
The senior may be rigid about the new ideas proposed by the new joinee to improve the working environment. This is not uncommon and happens in every industry. The root cause of the problem must be identified for counseling, either for the new joinee, the senior, or both.
Regards,
Bhardwaj
From India, New Delhi
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Hi Pinki,
These sorts of problems often occur for a newly hired candidate. Alternatively, we can say that it might be their psychological thinking of experiencing problems when working with seniors. As told by one of our colleagues, "Seniors are Seniors," and they might assess the temperament of the new entrant in various ways. If faced with courage by the new entrant, this approach might yield positive results later. The seniors employ a tactful approach, assessing the new entrant based on several factors initially. While it may be challenging for the new entrant in the early stages of employment, it could later transform into a thrilling or learning experience.
Any junior who complains about their senior at the initial stage demonstrates inefficiency in work, which should be highlighted to them. Providing good counseling can help them overcome these challenges.
This is my point of view.
Thanks,
Sathish S. Nair
From India, Madras
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These sorts of problems often occur for a newly hired candidate. Alternatively, we can say that it might be their psychological thinking of experiencing problems when working with seniors. As told by one of our colleagues, "Seniors are Seniors," and they might assess the temperament of the new entrant in various ways. If faced with courage by the new entrant, this approach might yield positive results later. The seniors employ a tactful approach, assessing the new entrant based on several factors initially. While it may be challenging for the new entrant in the early stages of employment, it could later transform into a thrilling or learning experience.
Any junior who complains about their senior at the initial stage demonstrates inefficiency in work, which should be highlighted to them. Providing good counseling can help them overcome these challenges.
This is my point of view.
Thanks,
Sathish S. Nair
From India, Madras
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Everybody has a different point of view on this issue reflecting their past experiences and witnesses. I respect all views, but this is a situation where the problem might be attributed to both sides. In this case, the senior may have his own interests. The behavior doesn't seem to be supportive and professional by the senior here. The new joiner should have to say that my senior is supportive rather than complaining. If the senior is testing the junior, then it would be the worst practice of modern management. You should test the temperament of juniors and their attitude towards work by giving tough assignments, not by creating irrelevant negligence.
From Pakistan, Karachi
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From Pakistan, Karachi
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