Dealing with an Overbearing HR Manager
Please let me know how to deal with an HR Manager who thinks an HR Executive is his PA. I am working in an institute as an HR Executive. He works from home and wants to keep me separate from all senior management, including the chairman. I report only to the HR Manager and send emails to him regarding anything. My manager says to do my work only and not to provide any information to anyone, not even to the chairman.
Sometimes I feel like I am not an HR Executive but rather his PA. According to him, I am not allowed to take any work directly from the Director or anyone else, even if it is related to our department.
I don't know whether this is correct or incorrect.
From India, Pune
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Please let me know how to deal with an HR Manager who thinks an HR Executive is his PA. I am working in an institute as an HR Executive. He works from home and wants to keep me separate from all senior management, including the chairman. I report only to the HR Manager and send emails to him regarding anything. My manager says to do my work only and not to provide any information to anyone, not even to the chairman.
Sometimes I feel like I am not an HR Executive but rather his PA. According to him, I am not allowed to take any work directly from the Director or anyone else, even if it is related to our department.
I don't know whether this is correct or incorrect.
From India, Pune
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Dear Singhreeya,
Understanding Your Position in the Organization
Has the organization chart in your organization been made? If yes, then where do you stand? Are you parallel to him or a level below him? If the latter, then since you are his direct report, the flow of command should come from only one source. In the present case, it is the HR Manager.
The Importance of Unity of Command
Are you an MBA? If yes, then I recommend you refer to [Henry Fayol's 14 Principles of Management](http://en.wikipedia.org/wiki/Henri_Fayol). Principle number 4 is on "Unity of command," stating "every employee should receive orders from only one superior." Currently, that is what is happening. So why do you bear a chip on your shoulder?
Consequences of Bypassing Your Superior
If you start dealing with the Chairman or any other authority, you would be bypassing your immediate superior. Suppose in the future your subordinate does the same thing, what would be your reaction? Will you not feel that you are sidelined?
Focusing on Performance and Growth
Rather than feeling sidelined, I recommend you concentrate on measures of your performance and excel in each. That could help you more in growing in your career.
Thanks,
Dinesh V Divekar
From India, Bangalore
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8072Understanding Your Position in the Organization
Has the organization chart in your organization been made? If yes, then where do you stand? Are you parallel to him or a level below him? If the latter, then since you are his direct report, the flow of command should come from only one source. In the present case, it is the HR Manager.
The Importance of Unity of Command
Are you an MBA? If yes, then I recommend you refer to [Henry Fayol's 14 Principles of Management](http://en.wikipedia.org/wiki/Henri_Fayol). Principle number 4 is on "Unity of command," stating "every employee should receive orders from only one superior." Currently, that is what is happening. So why do you bear a chip on your shoulder?
Consequences of Bypassing Your Superior
If you start dealing with the Chairman or any other authority, you would be bypassing your immediate superior. Suppose in the future your subordinate does the same thing, what would be your reaction? Will you not feel that you are sidelined?
Focusing on Performance and Growth
Rather than feeling sidelined, I recommend you concentrate on measures of your performance and excel in each. That could help you more in growing in your career.
Thanks,
Dinesh V Divekar
From India, Bangalore
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Dear Dinesh,
Thanks for your comments. I had seen the thread earlier but had refrained from responding for mainly two reasons:
1. The member has not given her experience. If she is a fresher, then the guidelines given by her manager stand; as her inexperience may come in the way of her interaction with seniors, or she may not be able to handle queries or face situations on her own.
2. The first sentence, which forms the base or reason for the thread, is quite subjective: "Please let me know how to deal with an HR Manager who thinks the HR Executive is his PA." Here, what the HR Manager THINKS has not been substantiated. Nowhere is there a statement that supports the view of what the HR Manager THINKS. For all one knows, it can just be a figment of one's imagination. Although the interactions point to the autocratic and authoritative nature of the boss, who does not delegate easily, such behavior may have its own mitigating reasons or circumstances. From these, it is not possible to draw a definite conclusion as made above.
Warm regards.
From India, Delhi
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Thanks for your comments. I had seen the thread earlier but had refrained from responding for mainly two reasons:
1. The member has not given her experience. If she is a fresher, then the guidelines given by her manager stand; as her inexperience may come in the way of her interaction with seniors, or she may not be able to handle queries or face situations on her own.
2. The first sentence, which forms the base or reason for the thread, is quite subjective: "Please let me know how to deal with an HR Manager who thinks the HR Executive is his PA." Here, what the HR Manager THINKS has not been substantiated. Nowhere is there a statement that supports the view of what the HR Manager THINKS. For all one knows, it can just be a figment of one's imagination. Although the interactions point to the autocratic and authoritative nature of the boss, who does not delegate easily, such behavior may have its own mitigating reasons or circumstances. From these, it is not possible to draw a definite conclusion as made above.
Warm regards.
From India, Delhi
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Dear Singreeya,
Same here. The data is insufficient to provide proper inputs. I couldn't agree more with the response of Mr. Raj Kumar Hasdah. While he has gone on to ask whether you are a fresher, I'd go one step further by asking if you have any formal education in HR. I ask this because I am sure you are qualified—could be a graduate, PG, M.Phil., or even a Ph.D., which again could be in any other subject. Having said this, I must state that some managers do suffer from insecurities, hence they would keep a strong hold on the information they want to share, even if it is with the top bosses. There are cases of managers of this sort in family-promoted companies, which are still far away from professional management.
Should you need members of CITEHR to respond to your query, providing the data or complete inputs on the query would lead to some good professional advice. This has been the bane of most queries that we have been seeing on this forum.
To get the best solution for any issue is the right problem statement backed with relevant data.
Dear Singhreeya,
Advice apart, I'd like to draw your attention to one issue that I read in 2012, which throws some more light on where listening to and reporting to a boss can lead, unless one decides to put an end to this sordid story: my new boss treats me like her personal assistant.
From India, Hyderabad
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Same here. The data is insufficient to provide proper inputs. I couldn't agree more with the response of Mr. Raj Kumar Hasdah. While he has gone on to ask whether you are a fresher, I'd go one step further by asking if you have any formal education in HR. I ask this because I am sure you are qualified—could be a graduate, PG, M.Phil., or even a Ph.D., which again could be in any other subject. Having said this, I must state that some managers do suffer from insecurities, hence they would keep a strong hold on the information they want to share, even if it is with the top bosses. There are cases of managers of this sort in family-promoted companies, which are still far away from professional management.
Should you need members of CITEHR to respond to your query, providing the data or complete inputs on the query would lead to some good professional advice. This has been the bane of most queries that we have been seeing on this forum.
To get the best solution for any issue is the right problem statement backed with relevant data.
Dear Singhreeya,
Advice apart, I'd like to draw your attention to one issue that I read in 2012, which throws some more light on where listening to and reporting to a boss can lead, unless one decides to put an end to this sordid story: my new boss treats me like her personal assistant.
From India, Hyderabad
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Possible Reasons and Solutions for Your Situation
There can be three possibilities:
1. It could be that you are a fresher, so he does not want to end up in any kind of mess.
**Solution:** Gain some experience and build trust.
2. Feeling of insecurity: If your performance is good, there might be a possibility that your boss thinks the chairman might sideline him, and he always wants to be seen as a good manager in the eyes of the chairman.
**Solution:** Build trust and make sure to highlight yourself in the eyes of the chairman, directly or indirectly.
3. Dictatorial leadership style: Your boss always wants to dominate you.
**Solution:** Leave the company if you are not comfortable, or face the situation coolly and confidently.
From India, Noida
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There can be three possibilities:
1. It could be that you are a fresher, so he does not want to end up in any kind of mess.
**Solution:** Gain some experience and build trust.
2. Feeling of insecurity: If your performance is good, there might be a possibility that your boss thinks the chairman might sideline him, and he always wants to be seen as a good manager in the eyes of the chairman.
**Solution:** Build trust and make sure to highlight yourself in the eyes of the chairman, directly or indirectly.
3. Dictatorial leadership style: Your boss always wants to dominate you.
**Solution:** Leave the company if you are not comfortable, or face the situation coolly and confidently.
From India, Noida
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