Dear Seniors, I am working in a small IT firm as an HR professional. I recently conducted one-on-one discussions with employees. Based on these discussions, I shared the details with my company owner (CEO). There were certain aspects with which employees were not satisfied, and I shared this feedback in order to work towards improvements and provide a better working environment. However, my CEO reacted by asking me to halt all further HR activities until further notice from him. He also mentioned in his email that he would explore alternative ways to manage the work.
Seeking Advice on Employee Feedback
Please suggest what I could do in this situation. Is it wrong to share the feedback received from employees?
Regards, Sakshi Gupta
From India, Gurgaon
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1Seeking Advice on Employee Feedback
Please suggest what I could do in this situation. Is it wrong to share the feedback received from employees?
Regards, Sakshi Gupta
From India, Gurgaon
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At the outset, heartfelt congratulations on your efforts to reach people. However, I want to advise you to "walk before you run." Try to gather more feedback from people; this will help you understand the company atmosphere more clearly. Please pass the feedback to management in phases so that they have time to consider the issues.
While collecting feedback, ensure you don't speak against management. Also, avoid committing to any specific actions or immediate steps to improve the situation, but assure them that necessary steps will be taken to improve it.
In the meantime, try to understand the intention of your CEO in stopping you.
Regards
From India, Pune
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While collecting feedback, ensure you don't speak against management. Also, avoid committing to any specific actions or immediate steps to improve the situation, but assure them that necessary steps will be taken to improve it.
In the meantime, try to understand the intention of your CEO in stopping you.
Regards
From India, Pune
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Thank you for your reply. I will try my best to provide a positive work environment for the employees. However, the issue lies in the fact that the CEO is never satisfied with anyone or any activity, even when everyone is putting forth their best efforts. Is there any way we could remove these mental blocks from his mind as this negativity and demotivation are affecting the employees?
Regards,
Sakshi
From India, Gurgaon
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Regards,
Sakshi
From India, Gurgaon
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I can empathize with you. Many times, people jump into becoming entrepreneurs just because they have a good idea, a good network, or lots of money. Unfortunately, quite a lot of them fail to understand the importance of the people working for them. I know of a company that I worked for a decade ago. Today, it is a listed company, but I know for sure not much else has changed in the company. The CEO and COO are autocratic.
No matter how farsighted, noble, and genuine your feedback or suggestions may be to your CEO, I have little faith that he will ever listen to you. It has nothing to do with you but a lot to do with this individual.
Advice for Navigating Autocratic Leadership
My advice to many of my friends (at least four of them) under such circumstances has been to know which fight to pick up and which one to drop, even in the first instance. The world is vast. Look for a place where HR is respected. Of course, there will still be issues and challenges, but there will be no need for you to sell yourself, at least not initially, to your own management.
All the best!
From India, Madras
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No matter how farsighted, noble, and genuine your feedback or suggestions may be to your CEO, I have little faith that he will ever listen to you. It has nothing to do with you but a lot to do with this individual.
Advice for Navigating Autocratic Leadership
My advice to many of my friends (at least four of them) under such circumstances has been to know which fight to pick up and which one to drop, even in the first instance. The world is vast. Look for a place where HR is respected. Of course, there will still be issues and challenges, but there will be no need for you to sell yourself, at least not initially, to your own management.
All the best!
From India, Madras
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Dear Chandru,
Thanks for your reply. I joined this organization just 6 months ago and established the whole HR setup, but now such behavior is somehow creating negativity in my mind too. Should I plan to look for another place where Human Resources are respected? I am seeking your valuable suggestions.
Regards,
Sakshi Gupta
From India, Gurgaon
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Thanks for your reply. I joined this organization just 6 months ago and established the whole HR setup, but now such behavior is somehow creating negativity in my mind too. Should I plan to look for another place where Human Resources are respected? I am seeking your valuable suggestions.
Regards,
Sakshi Gupta
From India, Gurgaon
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I am the only HR person as it's a small organization (20 members as of now). We are in expansion, and that is the reason HR has been implemented recently. I am reporting directly to the owner (CEO) of the organization. I shared the feedback in a positive manner, but the problem is he believes that all others are wrong. That is the main reason I believe he took the feedback personally instead of professionally.
Well, thanks for the feedback. I will try my best to get the situation and work environment smoother.
Regards,
Sakshi Gupta
From India, Gurgaon
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Well, thanks for the feedback. I will try my best to get the situation and work environment smoother.
Regards,
Sakshi Gupta
From India, Gurgaon
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Other members have given you very valuable inputs. I also have a few inputs from a different perspective.
It seems to me that your CEO is upset because you have done something without his knowledge and something which he never wanted you to do. His perception must be that, by taking feedback from employees, you have disturbed the working environment and unnecessarily raised the expectations of the employees.
Generally, senior management and CEOs of small organizations are well aware of the environment and climate of the organization, and they understand the pulse of employees and what they expect. They also get a chance to interact and communicate with employees very often. Hence, the CEO might have felt that he knows everything and questioned the need for you to take feedback from employees.
Secondly, general feedback from employees is on expected lines, like they want more salary, more holidays and leaves, fewer working hours, more benefits, and very soft, accommodative, and lenient treatment from management. In case the majority of feedback was on expected lines, then the obvious response will be, "I know what employees want, what was the need to rediscover what I already know and heighten the expectations of employees."
Why is the boss not interested in listening to obvious feedback? Because he has no solution to offer. For example, he very well knows that employees expect a higher salary, but maybe he is not in a position to offer a higher salary due to financial constraints.
There is some amount of risk in taking feedback, i.e., by collecting feedback you are sending a message that management is concerned about employees and wants to do something for them. This heightens employee expectations, but in case you are not able to do anything with the feedback received, then it creates a lot of frustration and disappointment among employees.
Lastly, the boss is always the boss, and he is always right, so whenever you wish to venture into such sensitive things, keep him informed and do things with his knowledge and permission.
From India, Pune
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It seems to me that your CEO is upset because you have done something without his knowledge and something which he never wanted you to do. His perception must be that, by taking feedback from employees, you have disturbed the working environment and unnecessarily raised the expectations of the employees.
Generally, senior management and CEOs of small organizations are well aware of the environment and climate of the organization, and they understand the pulse of employees and what they expect. They also get a chance to interact and communicate with employees very often. Hence, the CEO might have felt that he knows everything and questioned the need for you to take feedback from employees.
Secondly, general feedback from employees is on expected lines, like they want more salary, more holidays and leaves, fewer working hours, more benefits, and very soft, accommodative, and lenient treatment from management. In case the majority of feedback was on expected lines, then the obvious response will be, "I know what employees want, what was the need to rediscover what I already know and heighten the expectations of employees."
Why is the boss not interested in listening to obvious feedback? Because he has no solution to offer. For example, he very well knows that employees expect a higher salary, but maybe he is not in a position to offer a higher salary due to financial constraints.
There is some amount of risk in taking feedback, i.e., by collecting feedback you are sending a message that management is concerned about employees and wants to do something for them. This heightens employee expectations, but in case you are not able to do anything with the feedback received, then it creates a lot of frustration and disappointment among employees.
Lastly, the boss is always the boss, and he is always right, so whenever you wish to venture into such sensitive things, keep him informed and do things with his knowledge and permission.
From India, Pune
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Thank you for your feedback. The activity was conducted only after seeking the CEO's permission, and we are already providing a competent salary, so there are no issues related to that. According to him, the feedback provided is not correct. Therefore, he has reacted this way. "The true boss is always right."
Regards,
Sakshi Gupta
From India, Gurgaon
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Regards,
Sakshi Gupta
From India, Gurgaon
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Additional Thoughts on Feedback Presentation
In addition to the above, I would like to add a few words:
• Presentation of feedback is important.
• Rather than giving direct feedback, it is better to use constructive feedback by explaining the pros and cons of it.
Next time, try to make better improvements to your presentation, Sakshi. Consider the mood of your boss. Our efforts should never stop with a single obstacle; we should continue our journey.
All the best.
From India, Warangal
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In addition to the above, I would like to add a few words:
• Presentation of feedback is important.
• Rather than giving direct feedback, it is better to use constructive feedback by explaining the pros and cons of it.
Next time, try to make better improvements to your presentation, Sakshi. Consider the mood of your boss. Our efforts should never stop with a single obstacle; we should continue our journey.
All the best.
From India, Warangal
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Additional Thoughts on Feedback
In addition to the above, I would like to add a few words:
• Presentation of feedback is important.
• Rather than giving direct feedback, it is better to use constructive feedback by explaining the pros and cons of it.
Next time, try making improvements to your presentation, Sakshi. Consider the mood of your boss. Our efforts should never stop with a single obstacle; we should continue our journey.
All the best.
From India, Warangal
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In addition to the above, I would like to add a few words:
• Presentation of feedback is important.
• Rather than giving direct feedback, it is better to use constructive feedback by explaining the pros and cons of it.
Next time, try making improvements to your presentation, Sakshi. Consider the mood of your boss. Our efforts should never stop with a single obstacle; we should continue our journey.
All the best.
From India, Warangal
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I have been working here for only six months. It's a small organization with only 20 employees. Expansion and hiring are in process. I do know the employees here to a satisfactory level.
Regards,
Sakshi Gupta
From India, Gurgaon
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Regards,
Sakshi Gupta
From India, Gurgaon
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Guess even you must be on probation... And a company of 20 employees... Staff augmentation is just starting to happen. Six months is too short for a new HR person to know their peers, especially. Summing it all up, I personally feel it's too early to go to the CEO when you are still settling in. So, it's an expected reaction from the CEO. Relax... Please wait... with the backdrop "I have a few other worries about getting the right people for expansion."
This is my opinion.
Sriraman
[Phone Number Removed For Privacy Reasons]
From India, Mumbai
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This is my opinion.
Sriraman
[Phone Number Removed For Privacy Reasons]
From India, Mumbai
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Dear Sriraman, Thank you for your suggestions. I am not on probation; I am a confirmed employee. As it is a small organization, understanding employees was not very difficult, and the feedback was very general. However, you may be right. I should wait for some time and then see how things turn out.
Regards, Sakshi Gupta
From India, Gurgaon
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Regards, Sakshi Gupta
From India, Gurgaon
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Dear Sakshi Gupta,
Providing feedback is not wrong. Firstly, you should have gauged the mood of your CEO before approaching him. It is important to understand his state of mind before making any proposals. I suggest approaching him in a softer manner, considering his possible anxiety. Instead of trying to solve all the problems at once, address them one by one on a daily basis. Approach each issue in a gentle manner to showcase the power of HR to both the management and the employees.
Regards,
Ramkishore
Assistant Manager - HR
From India, Bangalore
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Providing feedback is not wrong. Firstly, you should have gauged the mood of your CEO before approaching him. It is important to understand his state of mind before making any proposals. I suggest approaching him in a softer manner, considering his possible anxiety. Instead of trying to solve all the problems at once, address them one by one on a daily basis. Approach each issue in a gentle manner to showcase the power of HR to both the management and the employees.
Regards,
Ramkishore
Assistant Manager - HR
From India, Bangalore
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Dear Sakshi,
Questions for Self-Reflection
Ask these questions to yourself, and I am sure you will get more clarity:
1. Was your CEO against that particular action (of talking to employees without his knowledge) alone, or is he generally wanting you to focus solely on routine operational tasks?
2. If the answer is yes, by only focusing on basic tasks, do you still see opportunities for you to contribute to the organization's growth and satisfy your learning needs? I am referring to basic activities like professionalizing and making your recruitment function process and metric-driven, leave rules, attendance system, payroll, statutory compliance, probation assessment process, exit process, etc., to name a few. (Note: all of these will become essential as your organization expands.)
3. You mentioned the company is set to expand - in that case, do you anticipate more opportunities to contribute, learn, and grow – in short, facing pretty challenging situations?
4. At any point, are you being asked to act against your core values? Are you expected to tolerate disrespect as an individual or professional?
5. If yes, what is your personal limit of tolerance?
6. Consider other pressures you may have – securing a good job, explaining why you are leaving within six months, personal financial commitments, etc.
After thorough analysis, if you feel it is best to explore other opportunities, then plan ahead meticulously and commence your search. Keeping silent all along and suddenly finding yourself unable to continue may lead you to jump from a frying pan into the fire.
Most importantly, keep your emotions in check. Believe that every experience teaches us a lesson. Regardless of the difficulty, avoid criticizing your current employer. Be grateful.
Conclusion: Options for Moving Forward
In conclusion, not only for this situation but for many aspects of life, we typically have three options:
(a) Change what is changeable
(b) Accept what is unchangeable
(c) Remove yourself from what is unacceptable
Choose the option that aids your happiness, peace of mind, and personal growth.
Wishing you all the best for a successful career.
Cheers,
Chandru
From India, Madras
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Questions for Self-Reflection
Ask these questions to yourself, and I am sure you will get more clarity:
1. Was your CEO against that particular action (of talking to employees without his knowledge) alone, or is he generally wanting you to focus solely on routine operational tasks?
2. If the answer is yes, by only focusing on basic tasks, do you still see opportunities for you to contribute to the organization's growth and satisfy your learning needs? I am referring to basic activities like professionalizing and making your recruitment function process and metric-driven, leave rules, attendance system, payroll, statutory compliance, probation assessment process, exit process, etc., to name a few. (Note: all of these will become essential as your organization expands.)
3. You mentioned the company is set to expand - in that case, do you anticipate more opportunities to contribute, learn, and grow – in short, facing pretty challenging situations?
4. At any point, are you being asked to act against your core values? Are you expected to tolerate disrespect as an individual or professional?
5. If yes, what is your personal limit of tolerance?
6. Consider other pressures you may have – securing a good job, explaining why you are leaving within six months, personal financial commitments, etc.
After thorough analysis, if you feel it is best to explore other opportunities, then plan ahead meticulously and commence your search. Keeping silent all along and suddenly finding yourself unable to continue may lead you to jump from a frying pan into the fire.
Most importantly, keep your emotions in check. Believe that every experience teaches us a lesson. Regardless of the difficulty, avoid criticizing your current employer. Be grateful.
Conclusion: Options for Moving Forward
In conclusion, not only for this situation but for many aspects of life, we typically have three options:
(a) Change what is changeable
(b) Accept what is unchangeable
(c) Remove yourself from what is unacceptable
Choose the option that aids your happiness, peace of mind, and personal growth.
Wishing you all the best for a successful career.
Cheers,
Chandru
From India, Madras
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Dear Sakshi Ji, I have gone through all the suggestions and views on the issue you narrated. Please do not get disheartened by such issues. You have huge potential, as I have observed that you are true and honest in your deeds and actions; therefore, there is nothing to worry about at all.
Feedback: A Two-Way Process
For now, I would like to share an article on "feedback" which I read in TOI. The article was written by Mr. Radhakrishnan B. Menon, a great person indeed. He wrote, "Feedback is a two-way process - one who offers it and one who seeks it." The issue seems to pervade both ways, and ironically, there are people who are extremely good at giving feedback but may be terrible at accepting feedback, and vice versa.
Result-Driven Leaders and Feedback
Result-driven leaders approach "feedback" as a developmental tool. Strategically, they avoid being "critics" or "opinionated" and usher in a balanced approach. He says that these interventions, career conversations, and the content of feedback should be structured and objective, supported by facts, information, and data. The conversation should ideally start with an opportunity for self-assessment and best conclude with the next step towards accelerated learning and improved performance action plans. In a way, this is also called feedforward or planning ahead for the next steps. Feedback, many times, would also involve giving the "bad news." Learn to convey this with dignity and do not ever hurt the self-esteem of the individual.
Adopting the Style of a Coach
In summary, it is suggested to adopt the style of a coach, more specifically, the sports coach. A good sports coach not only does the technical "correction" but also works on a judicious mix of praise, admonishment, enjoyment, and cheerleading. While talking about sports, the best way to seek or take feedback is to be a sport.
So, no worries. Let's be a sport.
Thanks, Bijay
From India, Vadodara
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Feedback: A Two-Way Process
For now, I would like to share an article on "feedback" which I read in TOI. The article was written by Mr. Radhakrishnan B. Menon, a great person indeed. He wrote, "Feedback is a two-way process - one who offers it and one who seeks it." The issue seems to pervade both ways, and ironically, there are people who are extremely good at giving feedback but may be terrible at accepting feedback, and vice versa.
Result-Driven Leaders and Feedback
Result-driven leaders approach "feedback" as a developmental tool. Strategically, they avoid being "critics" or "opinionated" and usher in a balanced approach. He says that these interventions, career conversations, and the content of feedback should be structured and objective, supported by facts, information, and data. The conversation should ideally start with an opportunity for self-assessment and best conclude with the next step towards accelerated learning and improved performance action plans. In a way, this is also called feedforward or planning ahead for the next steps. Feedback, many times, would also involve giving the "bad news." Learn to convey this with dignity and do not ever hurt the self-esteem of the individual.
Adopting the Style of a Coach
In summary, it is suggested to adopt the style of a coach, more specifically, the sports coach. A good sports coach not only does the technical "correction" but also works on a judicious mix of praise, admonishment, enjoyment, and cheerleading. While talking about sports, the best way to seek or take feedback is to be a sport.
So, no worries. Let's be a sport.
Thanks, Bijay
From India, Vadodara
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Thanks for your suggestion. My intention was not at all to criticize my manager; I was just seeking opinions on how the issue could be resolved. I would definitely analyze the situation and then only take any decision.
Regards,
Sakshi Gupta
From India, Gurgaon
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Regards,
Sakshi Gupta
From India, Gurgaon
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I fully agree with Mr. Chandru in his views. I also had a bad experience while working in a reputed namesake Nylon Company where the Chairman inherited the position from his father. Although he asked the HR people to gather the views of the employees, he always disagreed with them. In meetings, he used to criticize the employees for their suggestions. These bosses seem to think that by paying a salary, the employees become their slaves. I believe for a company to gain the goodwill of its employees, it should be very professional and sympathetic towards them if they wish to retain them in the organization.
From India, Madras
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From India, Madras
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I believe that employees are our internal customers, and if we cannot satisfy them, how can we satisfy our external customers? These employees represent the entire organization to everyone and are the ones who will spread word of mouth to the world. Therefore, the satisfaction of employees is crucial for every organization.
Regards,
Sakshi Gupta
I fully agree with Mr. Chandru in his views. I also had a bad experience while working at a reputed Nylon Company where the Chairman inherited the position from his father. Although he asked the HR people to gather the views of the employees, he consistently disagreed with them. In meetings, he would criticize the employees for their suggestions. These bosses believe that by paying a salary, the employees are their slaves. I think for a company to gain the goodwill of the employees, they should be very professional and sympathetic towards the employees if they wish to retain them in the organization.
From India, Gurgaon
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Regards,
Sakshi Gupta
I fully agree with Mr. Chandru in his views. I also had a bad experience while working at a reputed Nylon Company where the Chairman inherited the position from his father. Although he asked the HR people to gather the views of the employees, he consistently disagreed with them. In meetings, he would criticize the employees for their suggestions. These bosses believe that by paying a salary, the employees are their slaves. I think for a company to gain the goodwill of the employees, they should be very professional and sympathetic towards the employees if they wish to retain them in the organization.
From India, Gurgaon
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Very well said, vkokamthankar. Absolutely true. It's very easy to talk about your boss, but really difficult to be a boss. Hehe.. :) Being an employee, it's very difficult to think about how a boss thinks and why he is so arrogant at times in his attitude. Your thinking capabilities do change when you are in that position. It's an excellent idea to know your working environment but not without the knowledge of your boss. Because he knows the previous and present situations better than others. At least, he would have told you what to ask and what not to ask. The better way is to look out for the right time to talk about feedback collected at different stages of problems that he may face in the future. Present yourself in front of him as a solution finder and not as a problem creator. Now, at least, at this early stage itself, you know one part of your boss. Try to observe him further and find a right solution to get the situation back under control. Remember, the primary concern of any HR employee is to first meet his/her Boss's expectations. Likewise, every inside situation is different, and so are their solutions. Don't leave it but deal with it. It's very well said, "Learn from every situation of your life, even from the worst ones." Best of Luck.
From India, Pune
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From India, Pune
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Hi Sakshi, this organization will provide you with a lot of experience, and at the initial stage, you will encounter many obstacles. However, in the end, you will find that your CEO will be receptive to your suggestions. Therefore, you need to do genuine work by winning the hearts of your CEO and employees as well.
One thing I have personally experienced is, don't try to find a new place; just make well-thought-out decisions. Maintain transparent relations, and if something goes wrong, provide proper evidence.
Regards,
Anamika
From India, Mumbai
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One thing I have personally experienced is, don't try to find a new place; just make well-thought-out decisions. Maintain transparent relations, and if something goes wrong, provide proper evidence.
Regards,
Anamika
From India, Mumbai
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One of the things that must be borne in mind prior to conducting a survey is to get management buy-in. This means that one must be able to sell their decision to conduct a survey.
Aim of the Survey
1) What are you trying to understand?
2) Whatever you are trying to understand, is it really required to be understood? Meaning, do you think you have a business outcome that is having an impact?
3) Do you have enough resources to address the issues that might potentially come up?
4) Explain the ways you'd use the resources to fix the possible issues.
5) Finally, how will this survey benefit the company?
6) After employing the recommended fixes, show the management how things improved - give them numbers, percentage increase or decrease.
It is indeed very encouraging for your boss to know that you are motivated and willing to bring value to HR operations. However, it is important for him to know this beforehand. Before instituting change, it is important to manage the stakeholders who are part of it.
From India, Bangalore
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Aim of the Survey
1) What are you trying to understand?
2) Whatever you are trying to understand, is it really required to be understood? Meaning, do you think you have a business outcome that is having an impact?
3) Do you have enough resources to address the issues that might potentially come up?
4) Explain the ways you'd use the resources to fix the possible issues.
5) Finally, how will this survey benefit the company?
6) After employing the recommended fixes, show the management how things improved - give them numbers, percentage increase or decrease.
It is indeed very encouraging for your boss to know that you are motivated and willing to bring value to HR operations. However, it is important for him to know this beforehand. Before instituting change, it is important to manage the stakeholders who are part of it.
From India, Bangalore
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