I am an HR executive in a private financial organization with a total manpower of over 100 employees. I am the only HR personnel in this organization and report directly to the Managing Director. We have an HR Policy approved by the Board of Directors. I am striving to maintain office discipline as the organization is experiencing 'Informal Communication' with the board and the employees. The policy provides clear instructions on what to do and what not to do, but we are facing challenges in every aspect of HR function.
Challenges in Recruitment Policy
For example, we have a clear 'Recruitment Policy,' but during the screening process, Board members pressure us to include their candidates, even if they do not meet the qualification requirements. Additionally, these members exert pressure to force the termination or resignation of employees, despite management deeming it unnecessary.
Issues in Promotion Policy
Similarly, our promotion policy is robust, but during Annual Appraisals, some employees engage in informal communication with certain board members who push for the inclusion of inefficient employees in the promotion list without recommendations from line managers.
Disciplinary Action Policy Challenges
Moreover, while we have a sound disciplinary action policy, when disciplinary issues arise, we encounter strong resistance from the board level as employees engage in informal communications with them. The situation is escalating, and I seek your advice on how to address these challenges effectively.
From Bangladesh,
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2Challenges in Recruitment Policy
For example, we have a clear 'Recruitment Policy,' but during the screening process, Board members pressure us to include their candidates, even if they do not meet the qualification requirements. Additionally, these members exert pressure to force the termination or resignation of employees, despite management deeming it unnecessary.
Issues in Promotion Policy
Similarly, our promotion policy is robust, but during Annual Appraisals, some employees engage in informal communication with certain board members who push for the inclusion of inefficient employees in the promotion list without recommendations from line managers.
Disciplinary Action Policy Challenges
Moreover, while we have a sound disciplinary action policy, when disciplinary issues arise, we encounter strong resistance from the board level as employees engage in informal communications with them. The situation is escalating, and I seek your advice on how to address these challenges effectively.
From Bangladesh,
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Handling Pressure in HR Duties
HR will face challenges in such cases and may find it difficult to discharge duties effectively. In these situations, HR should be prepared to address the problem by ensuring 100% documentation and reporting to the Managing Director, allowing the decision on file to speak for itself. Do not succumb to pressure from the Board; diplomatically inform them that everything is documented clearly regarding the case.
Dealing with Recruitment Pressure
In recruitment cases where pressure arises, present the qualification requirements (QR) published for the post in advance. Show how the informally suggested candidate does not meet the QR and explain how this could affect the company's professional performance. However, working in such organizations can be challenging. Strive to remain as professional and neutral as possible, and be prepared to seek employment in a more professionally managed organization.
From India, Pune
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HR will face challenges in such cases and may find it difficult to discharge duties effectively. In these situations, HR should be prepared to address the problem by ensuring 100% documentation and reporting to the Managing Director, allowing the decision on file to speak for itself. Do not succumb to pressure from the Board; diplomatically inform them that everything is documented clearly regarding the case.
Dealing with Recruitment Pressure
In recruitment cases where pressure arises, present the qualification requirements (QR) published for the post in advance. Show how the informally suggested candidate does not meet the QR and explain how this could affect the company's professional performance. However, working in such organizations can be challenging. Strive to remain as professional and neutral as possible, and be prepared to seek employment in a more professionally managed organization.
From India, Pune
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Dear The Green, this is in addition to what Mr. Nathrao has said. What you have referred to as "informal communication" is nothing but ingratiation. In your company, an informal relationship has been deliberately developed by currying favor with the top boss (whom you refer to as board members). By virtue of this informal relationship, or in other words, sycophancy, lower-level staff are gaining their favors.
You expect that all decision-making should be within the framework of the policies. Nevertheless, gentleman, please note that every organization needs to have a philosophy and values. Any decision taken should be consistent with those values. Organizational policies are an extension of those values. It should be the endeavor of top management to ensure that the decisions taken do not contradict the values. When this is done, and over a period of time, a culture of professionalism is developed. In your case, if the board members are not interested in developing a culture of professionalism, then why should you bother? In fact, it should be the worry of the owner of your company. What inconsistencies can you, as an HR Executive, observe that the owner is unable to notice? If he wishes to look the other way when deviations take place, then nothing can be done.
You have not mentioned how long you have been working. However, as the years pass, try gaining the trust of the owner and try to see things from his perspective. However, it will take time and must be done cautiously!
Thanks,
Dinesh Divekar
From India, Bangalore
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You expect that all decision-making should be within the framework of the policies. Nevertheless, gentleman, please note that every organization needs to have a philosophy and values. Any decision taken should be consistent with those values. Organizational policies are an extension of those values. It should be the endeavor of top management to ensure that the decisions taken do not contradict the values. When this is done, and over a period of time, a culture of professionalism is developed. In your case, if the board members are not interested in developing a culture of professionalism, then why should you bother? In fact, it should be the worry of the owner of your company. What inconsistencies can you, as an HR Executive, observe that the owner is unable to notice? If he wishes to look the other way when deviations take place, then nothing can be done.
You have not mentioned how long you have been working. However, as the years pass, try gaining the trust of the owner and try to see things from his perspective. However, it will take time and must be done cautiously!
Thanks,
Dinesh Divekar
From India, Bangalore
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Dear professional colleague, you have highlighted the predicament of HR professionals facing challenges from Board directors who establish HR policies but find ways to circumvent them to suit their preferences and whims, often disregarding policies, knowingly or unknowingly. It is surprising to note that the Directors are blissfully unaware of the adverse consequences their actions may have on the minds of employees at large.
In the given situation, the choices before HR are limited—either confront the Directors directly or diplomatically or endure the situation, hoping for change. While largely agreeing with the suggestions made by Mr. Natharao, I would like to elaborate on one of them.
Handling Interference in HR Processes
Each time an issue arises in the areas of Recruitment, Performance Appraisal, and disciplinary actions due to the undue interference of directors, HR should prepare a note clearly outlining all aspects of the issue at hand. This should include actions directed by the governing HR policy on the issue, HR's recommendations with reasons, consequences if the governing HR policy is not followed, and a request for the Managing Director to grant approval in writing.
When this practice of documenting a detailed note is followed, it may serve two purposes: it will absolve HR if policies are deviated by the Directors, and the tendency of favoritism displayed by Directors is likely to be curbed, or they will see reason and feel accountable to follow the HR policies they themselves have established.
Although there is no one-size-fits-all solution to any issue, this is one of the ways suggested as worth trying. Earlier, Akansha also posted a similar predicament, which you may like to refer to for the views of seniors.
Regards,
Vinayak Nagarkar,
HR Consultant
From India, Mumbai
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In the given situation, the choices before HR are limited—either confront the Directors directly or diplomatically or endure the situation, hoping for change. While largely agreeing with the suggestions made by Mr. Natharao, I would like to elaborate on one of them.
Handling Interference in HR Processes
Each time an issue arises in the areas of Recruitment, Performance Appraisal, and disciplinary actions due to the undue interference of directors, HR should prepare a note clearly outlining all aspects of the issue at hand. This should include actions directed by the governing HR policy on the issue, HR's recommendations with reasons, consequences if the governing HR policy is not followed, and a request for the Managing Director to grant approval in writing.
When this practice of documenting a detailed note is followed, it may serve two purposes: it will absolve HR if policies are deviated by the Directors, and the tendency of favoritism displayed by Directors is likely to be curbed, or they will see reason and feel accountable to follow the HR policies they themselves have established.
Although there is no one-size-fits-all solution to any issue, this is one of the ways suggested as worth trying. Earlier, Akansha also posted a similar predicament, which you may like to refer to for the views of seniors.
Regards,
Vinayak Nagarkar,
HR Consultant
From India, Mumbai
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Challenges in Enforcement and Compliance
The acts, rules, conditions, and laws are framed to establish harmony. The issue is that all these acts, rules, conditions, and laws are fading due to poor enforcement. The responsibility of enforcement rests on humans, who are burdened by various challenges and have taken jobs to earn their livelihood. Ultimately, under pressure, they become scapegoats in the hands of vested interest groups.
You are not the only one facing these challenges. It is a common phenomenon that 'makers break the condition first.'
Steps to Address Pressure from Board Members
In such situations, you should inform your Managing Director via email and in formal discussions about how you are under pressure from board members to get their work done, even if it is wrong. I presume your MD will respond politely, indicating he will look into it. However, it is not easy to go against the board members.
Try to navigate the situation as best as you can, but refrain from doing anything against your will, even if you consider it wrong, or else you may face victimization. That is why we call this world "Diverse."
Suggestions for Improvement
Many of our colleagues may differ on the 'Fact,' but this is absolute. One way out is to suggest to your MD to constitute a committee to oversee all aspects of the business, involving some members of the board.
From India, Mumbai
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The acts, rules, conditions, and laws are framed to establish harmony. The issue is that all these acts, rules, conditions, and laws are fading due to poor enforcement. The responsibility of enforcement rests on humans, who are burdened by various challenges and have taken jobs to earn their livelihood. Ultimately, under pressure, they become scapegoats in the hands of vested interest groups.
You are not the only one facing these challenges. It is a common phenomenon that 'makers break the condition first.'
Steps to Address Pressure from Board Members
In such situations, you should inform your Managing Director via email and in formal discussions about how you are under pressure from board members to get their work done, even if it is wrong. I presume your MD will respond politely, indicating he will look into it. However, it is not easy to go against the board members.
Try to navigate the situation as best as you can, but refrain from doing anything against your will, even if you consider it wrong, or else you may face victimization. That is why we call this world "Diverse."
Suggestions for Improvement
Many of our colleagues may differ on the 'Fact,' but this is absolute. One way out is to suggest to your MD to constitute a committee to oversee all aspects of the business, involving some members of the board.
From India, Mumbai
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Dear Puzzled HR Executive,
Any organization worthy of its name has a trajectory towards growth and development. To keep all activities moving in the right direction, certain SOPs have to be followed, be it in HR or any other department/unit. Being "pressurized" into accepting something/someone by the board, or by anyone else for that matter, goes against the very reason of the Vision and the Mission Statement—the bottom line of all being "conveying excellence." Excellence comes through merit, and all pressures, explicit or implied, go against merit.
Good organizations have things in black and white, with no room for gray areas. You should have the moral courage to stand up, speak, perhaps "diplomatically," and just say NO! It just needs stamina, and that is all what management is about.
Hope this helps.
Arif ur Rehman
From Pakistan, Karachi
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Any organization worthy of its name has a trajectory towards growth and development. To keep all activities moving in the right direction, certain SOPs have to be followed, be it in HR or any other department/unit. Being "pressurized" into accepting something/someone by the board, or by anyone else for that matter, goes against the very reason of the Vision and the Mission Statement—the bottom line of all being "conveying excellence." Excellence comes through merit, and all pressures, explicit or implied, go against merit.
Good organizations have things in black and white, with no room for gray areas. You should have the moral courage to stand up, speak, perhaps "diplomatically," and just say NO! It just needs stamina, and that is all what management is about.
Hope this helps.
Arif ur Rehman
From Pakistan, Karachi
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Dear all, it is not possible to say "NO" in my situation diplomatically or non-diplomatically. What other word is perfect, you may choose. But the fact is that my organization does not have a long HR Management history, as the organization has to face Managing Director crises from time to time. When any straightforward or honest person comes into that position, they can't continue their journey here for long, and they have to leave before their tenure is completed. As an HR executive, this is also a problem we have been facing for so long (the last 10 years).
From Bangladesh,
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From Bangladesh,
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It is better to state your views straight to the MD or Chairman and stick to your views as diplomatically as possible.
If directors are hell-bent on petty interferences, then it is better to leave. These people will one day face the music, and then they will change.
Don't compromise and be a person who bends and twists as per the boss and not as per what is right.
From India, Pune
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If directors are hell-bent on petty interferences, then it is better to leave. These people will one day face the music, and then they will change.
Don't compromise and be a person who bends and twists as per the boss and not as per what is right.
From India, Pune
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Dear Mr. Coming-to-a-Decision,
When ethics, honesty, integrity, and merit are at risk, do not compromise. You not only become a strong individual from within but strengthen the organization's vision and strategic roles. May Allah (swt) reward you with a better job opening. Worry not, rationalize, and go ahead with the decision. Morality is the highest virtue.
Arif ur Rehman
From Pakistan, Karachi
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When ethics, honesty, integrity, and merit are at risk, do not compromise. You not only become a strong individual from within but strengthen the organization's vision and strategic roles. May Allah (swt) reward you with a better job opening. Worry not, rationalize, and go ahead with the decision. Morality is the highest virtue.
Arif ur Rehman
From Pakistan, Karachi
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It was one of your concerns that employees are involved in "informal communication" with others. Many organizations are taking fidelity bonds from employees to prevent the passing or divulging or nondisclosure of information to anyone who is liable for action.
From India, Mumbai
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From India, Mumbai
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Informal Communications Within the Company
In this post, informal communications refer to interactions only within the company. Top bosses bypass normal channels and remain in touch with lower-level employees. This is irregular and demonstrates a lack of professionalism among top bosses, fostering disrespect for intermediary channels. It's akin to saying, "I know the boss of your boss well." Such an approach is detrimental to modern, professional, well-structured companies. Work and good results should be prioritized over personal connections. Essentially, a game of politics is unfolding, with bosses cutting across established channels and maintaining open lines often in an unhealthy manner.
Read this article: https://economictimes.indiatimes.com...w/62861226.cms
From India, Pune
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In this post, informal communications refer to interactions only within the company. Top bosses bypass normal channels and remain in touch with lower-level employees. This is irregular and demonstrates a lack of professionalism among top bosses, fostering disrespect for intermediary channels. It's akin to saying, "I know the boss of your boss well." Such an approach is detrimental to modern, professional, well-structured companies. Work and good results should be prioritized over personal connections. Essentially, a game of politics is unfolding, with bosses cutting across established channels and maintaining open lines often in an unhealthy manner.
Read this article: https://economictimes.indiatimes.com...w/62861226.cms
From India, Pune
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If any of the board members pressure you to recruit or promote a person of their choice, ask the board member to send a formal email. Tell the board member not to indulge in oral informal communication. In such cases, the board member may back off. If they still insist you give in to their pressure, send a formal email stating the pressure put on by the concerned board member, clearly indicating that nothing will be accepted verbally. You may copy the Managing Director as well to make them aware of the pressure the board members are putting on.
From India, New Delhi
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From India, New Delhi
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Dear Arif sir,
I am in favor of informal communication. It has its own merits. But using informal communication in a positive manner beneficial to organizational calls for the highest level of maturity. Higher bosses need to keep this factor in mind. Sometimes informality gets misused and affects those who may not know the boss well enough. A balanced approach is needed. Here, the underlying theme of the query by the poster indicates a negative effect due to informal communications.
From India, Pune
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I am in favor of informal communication. It has its own merits. But using informal communication in a positive manner beneficial to organizational calls for the highest level of maturity. Higher bosses need to keep this factor in mind. Sometimes informality gets misused and affects those who may not know the boss well enough. A balanced approach is needed. Here, the underlying theme of the query by the poster indicates a negative effect due to informal communications.
From India, Pune
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Addressing HR Challenges in Government or Semi-Government Organizations
After reviewing your problem with the given examples, a little smile came to me, and I think that the firm might be a government, semi-government, or a corporation like RTC or a municipality.
While searching for a solution, I am very sorry to say that a lot of leniency was given by you or your predecessor. Generally, HR behavior is too conducive, which might be due to corruption or softness.
Interference from Board Members
Coming back to the issue, the board members are interfering in the areas of recruitment, bonuses, and promotions. If those individuals are violating the norms, what efforts did you make in reporting to the employers, and why didn't you warn them about the company being at risk?
As there was no reply from your board of directors, things won't change. Wait for one fine morning for the downfall of the company. You can't just watch like a spectator; any company filled with unqualified individuals will result in a sick industry.
From India, Nellore
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After reviewing your problem with the given examples, a little smile came to me, and I think that the firm might be a government, semi-government, or a corporation like RTC or a municipality.
While searching for a solution, I am very sorry to say that a lot of leniency was given by you or your predecessor. Generally, HR behavior is too conducive, which might be due to corruption or softness.
Interference from Board Members
Coming back to the issue, the board members are interfering in the areas of recruitment, bonuses, and promotions. If those individuals are violating the norms, what efforts did you make in reporting to the employers, and why didn't you warn them about the company being at risk?
As there was no reply from your board of directors, things won't change. Wait for one fine morning for the downfall of the company. You can't just watch like a spectator; any company filled with unqualified individuals will result in a sick industry.
From India, Nellore
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The Role of the Board in Employee Relations
While the Board should have a genuine rapport and interest in all employees, it is not advisable for them to interfere in routine work or misuse direct contact. It reflects a lack of professionalism on the part of these high officials who set the agenda and culture of the company.
HR's Role in Maintaining Professionalism
HR should adhere to the established rules and not compromise excessively. It is important to keep things in writing and maintain a record of events impacting any individual employee. Avoid acting on verbal orders that do not follow formal channels.
The Board's Focus on Strategic Guidance
Ideally, the Board should refrain from micromanagement and focus on its fundamental duties of providing higher-level guidance on the company's fortunes.
From India, Pune
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While the Board should have a genuine rapport and interest in all employees, it is not advisable for them to interfere in routine work or misuse direct contact. It reflects a lack of professionalism on the part of these high officials who set the agenda and culture of the company.
HR's Role in Maintaining Professionalism
HR should adhere to the established rules and not compromise excessively. It is important to keep things in writing and maintain a record of events impacting any individual employee. Avoid acting on verbal orders that do not follow formal channels.
The Board's Focus on Strategic Guidance
Ideally, the Board should refrain from micromanagement and focus on its fundamental duties of providing higher-level guidance on the company's fortunes.
From India, Pune
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