Our team is in a very horrible situation. I am working in an IT Company(450 employees) as a HR Executive with a team of 4 members.
The problem I want to put before you is unfortunately no employee in our organization is satisfied with their jobs due to various reasons .But they majorly blame RD by saying “We ae not placing a right candidate at a right place” They say that they are not seeing any growth or job satisfaction in their roles. Moreover they are in a strong assumption that RD is no where concerned to them. They just hate us and they no where responds positively to our strategies. They feel that we just nod our heads to the management decisions.
I personally agree that due to attrition levels ,& geographical barriers we are tightening their hands in few areas and moreover we are spending very less time with the employees as we are no where related to their technical works. All the resource allocation will be done by Executive technical Managers.
We are mentally suffering a lot .Keeping a lot of trust on us our Company has established a HRD Department.We are not looking for any other employment else where as we have a strong desire to contribute something to our mother organization.
How could we gain trust of our employees we need your help and support on the above issue. Please let me know.
From India, Hyderabad
Acknowledge(0)
Amend(0)
The problem I want to put before you is unfortunately no employee in our organization is satisfied with their jobs due to various reasons .But they majorly blame RD by saying “We ae not placing a right candidate at a right place” They say that they are not seeing any growth or job satisfaction in their roles. Moreover they are in a strong assumption that RD is no where concerned to them. They just hate us and they no where responds positively to our strategies. They feel that we just nod our heads to the management decisions.
I personally agree that due to attrition levels ,& geographical barriers we are tightening their hands in few areas and moreover we are spending very less time with the employees as we are no where related to their technical works. All the resource allocation will be done by Executive technical Managers.
We are mentally suffering a lot .Keeping a lot of trust on us our Company has established a HRD Department.We are not looking for any other employment else where as we have a strong desire to contribute something to our mother organization.
How could we gain trust of our employees we need your help and support on the above issue. Please let me know.
From India, Hyderabad
Acknowledge(0)Amend(0)
Chill... if you sound so depressed, you are bound to carry the same negative impulse. I think the best approach is to change the perception. You can do it. If you cannot meet them personally, there are various ways to do it. Try emailing some good write-ups occasionally, etc.
From India, Mumbai
Acknowledge(0)Amend(0)
From India, Mumbai
Acknowledge(0)Amend(0)
Hello,
This really happens in an organization where the morale of the employees is very poor. They are right; change your perspective on the way you see things. Remember, basically, as an HR professional, we work in that area to motivate our people more positively. Why not apply programs that involve your people so that they can feel they are contributing a lot to the company? Also, let them feel that you are not just following orders from top management.
Take this scenario as a challenge for you to design or come up with programs that will definitely change their perceptions too. HR people are friends, mentors, and guides in all their undertakings in the company.
Hope this could somehow help you.
Regards!
From Philippines
Acknowledge(0)Amend(0)
This really happens in an organization where the morale of the employees is very poor. They are right; change your perspective on the way you see things. Remember, basically, as an HR professional, we work in that area to motivate our people more positively. Why not apply programs that involve your people so that they can feel they are contributing a lot to the company? Also, let them feel that you are not just following orders from top management.
Take this scenario as a challenge for you to design or come up with programs that will definitely change their perceptions too. HR people are friends, mentors, and guides in all their undertakings in the company.
Hope this could somehow help you.
Regards!
From Philippines
Acknowledge(0)Amend(0)
Dear Konankijahnavi,
I understand your problem. But get relax first!!
I suggest that within a team of 4 HR people, you can decide 4 parts of the organization first. Then each HR member will have total responsibility for handling the problems of that part. In our organization, we (3 people) take zonal responsibilities for branches (13 branches all over India). Hence, we started visiting branches often and having discussions with them. Initially, no one is interested, but after some time, we started receiving good feedback and developed rapport with them, not only for professional life problems but now they are sharing their personal problems also.
After the initial period of responsibilities, we ourselves change the zones and apply the same procedure. And keep in the loop with the previous HR member. Hence, we are all established not as HR dept. but as TEAM members.
During these visits, we also increase our technical knowledge. It is easy to maintain rapport only if we can speak with each other in the same language. Don't be afraid of technical information and how all of you are going to understand and discuss. Start implementation...
My sincere advice is to all that PLEASE DON'T CONSIDER YOURSELF AS ONE PARTICULAR DEPT CALLED HR. BE TEAM MEMBERS...
I know in your case sudden change in your organization is not possible and also people will not digest this process immediately. But have patience.
I hope it will start with hiccups but your dedication can solve this issue.
If you decide to implement this concept and have any problems, then feel free to contact. I think I am able to give you practical and feasible suggestions.
Regards,
Shailendra
From India, Pune
Acknowledge(0)Amend(0)
39I understand your problem. But get relax first!!
I suggest that within a team of 4 HR people, you can decide 4 parts of the organization first. Then each HR member will have total responsibility for handling the problems of that part. In our organization, we (3 people) take zonal responsibilities for branches (13 branches all over India). Hence, we started visiting branches often and having discussions with them. Initially, no one is interested, but after some time, we started receiving good feedback and developed rapport with them, not only for professional life problems but now they are sharing their personal problems also.
After the initial period of responsibilities, we ourselves change the zones and apply the same procedure. And keep in the loop with the previous HR member. Hence, we are all established not as HR dept. but as TEAM members.
During these visits, we also increase our technical knowledge. It is easy to maintain rapport only if we can speak with each other in the same language. Don't be afraid of technical information and how all of you are going to understand and discuss. Start implementation...
My sincere advice is to all that PLEASE DON'T CONSIDER YOURSELF AS ONE PARTICULAR DEPT CALLED HR. BE TEAM MEMBERS...
I know in your case sudden change in your organization is not possible and also people will not digest this process immediately. But have patience.
I hope it will start with hiccups but your dedication can solve this issue.
If you decide to implement this concept and have any problems, then feel free to contact. I think I am able to give you practical and feasible suggestions.
Regards,
Shailendra
From India, Pune
Acknowledge(0)Amend(0)
Dear,
I have gone through what you are facing. I think you should have a complaint and suggestion box so that you can come to know where you are lacking. You would also come to know what actions are needed to be taken.
Acknowledge(0)Amend(0)
I have gone through what you are facing. I think you should have a complaint and suggestion box so that you can come to know where you are lacking. You would also come to know what actions are needed to be taken.
Acknowledge(0)Amend(0)
Hi,
I'm so sorry you are in such a dilemma. I think the whole situation can be taken as a very subjective issue. You are having a mental block that, as an HR professional, has nothing to do with the technical upbringing of the employees.
Of course not, you will have to come out of your cocoon of the "HR TEAM." Become interactive, come out of your cubicles and your systems, and start building up the rapport. Bring out some changes, organize some get-togethers, outings, etc. Make them feel they are part of the company, and if they are happy, the company is happy, leading to mutual benefit.
I hope I could give you some useful suggestions. I hope this is helpful to you.
Cheers,
Deepti
From India, Bangalore
Acknowledge(0)Amend(0)
I'm so sorry you are in such a dilemma. I think the whole situation can be taken as a very subjective issue. You are having a mental block that, as an HR professional, has nothing to do with the technical upbringing of the employees.
Of course not, you will have to come out of your cocoon of the "HR TEAM." Become interactive, come out of your cubicles and your systems, and start building up the rapport. Bring out some changes, organize some get-togethers, outings, etc. Make them feel they are part of the company, and if they are happy, the company is happy, leading to mutual benefit.
I hope I could give you some useful suggestions. I hope this is helpful to you.
Cheers,
Deepti
From India, Bangalore
Acknowledge(0)Amend(0)
Keeping the employees' morale is very important for any organization. If the pressure is added more, you will soon witness executives leaving the organization.
Stabilize the communication process first. Let it be two ways, not just the management. Call for meetings and receive feedback from everybody. Arrange for dinner or lunch where people can forget their monotony of work and feel free. Let the managers talk positively to the subordinates. Make necessary changes based on the feedback of employees. Let people empathize with each other and support each other. The management must send a positive message to the employees to boost morale. Have a plan and discuss with the bosses and implement. All the best!!
From India, Madras
Acknowledge(0)Amend(0)
Stabilize the communication process first. Let it be two ways, not just the management. Call for meetings and receive feedback from everybody. Arrange for dinner or lunch where people can forget their monotony of work and feel free. Let the managers talk positively to the subordinates. Make necessary changes based on the feedback of employees. Let people empathize with each other and support each other. The management must send a positive message to the employees to boost morale. Have a plan and discuss with the bosses and implement. All the best!!
From India, Madras
Acknowledge(0)Amend(0)
Hi,
You have already received some really valuable inputs to make a headstart. Just to add, in an IT company, people are the key resources; hence, the role of HR becomes even more critical. It is not just about dealing with people issues but seeing what lies below the skin. We need to build credibility/branding, which will enable employees to trust and have faith in the function. This would happen over a period of time when your work speaks for you more than you speaking for yourself.
Make a small beginning - at least start meeting all your employees one-on-one or as a group. Ask them what their concerns are, capture their perception about HR by asking simple questions like how do you find approachability with HR, how do you think this can be improved, service levels, etc. Use the feedback to improvise on the existing processes/style of operations. Preferably categorize the feedback so that you prioritize your action plan.
Hope this helps.
From India, Mumbai
Acknowledge(0)Amend(0)
You have already received some really valuable inputs to make a headstart. Just to add, in an IT company, people are the key resources; hence, the role of HR becomes even more critical. It is not just about dealing with people issues but seeing what lies below the skin. We need to build credibility/branding, which will enable employees to trust and have faith in the function. This would happen over a period of time when your work speaks for you more than you speaking for yourself.
Make a small beginning - at least start meeting all your employees one-on-one or as a group. Ask them what their concerns are, capture their perception about HR by asking simple questions like how do you find approachability with HR, how do you think this can be improved, service levels, etc. Use the feedback to improvise on the existing processes/style of operations. Preferably categorize the feedback so that you prioritize your action plan.
Hope this helps.
From India, Mumbai
Acknowledge(0)Amend(0)
Hi Jahanvi,
I think there is a lack of commonality between individual and organizational goals. I would suggest that you have a goal-setting session with each of the teams and try to align their individual goals with the team and organization goals.
Additionally, you could try to regain their confidence by organizing outings for them or hosting cultural events, etc.
Wishing you success,
Shomes
From India, Bangalore
Acknowledge(0)Amend(0)
I think there is a lack of commonality between individual and organizational goals. I would suggest that you have a goal-setting session with each of the teams and try to align their individual goals with the team and organization goals.
Additionally, you could try to regain their confidence by organizing outings for them or hosting cultural events, etc.
Wishing you success,
Shomes
From India, Bangalore
Acknowledge(0)Amend(0)
Hi Jahnavi,
You've got some excellent responses there.
Just want to add a bit more from my experience, as I was working with Operations for some time and got an idea of how people perceive HR.
It is the small things which propagate negative perceptions. You could:
Micro level -
Make sure you smile and appear approachable.
Keep an 'open door' policy (though the escalation route should be clear) and reply to all emails.
Try to take coffee breaks with different groups of people and let them know you at a personal level as well.
At the macro level, you could also execute an Employee Satisfaction Survey which should not ask for an employee's personal details. Just enough information which will tell which department/area and level the individual is working at. A well-designed survey will give you quantifiable data with which you can sell change ideas to top management.
My previous company did this to great success. After this process was complete, the top management and HR got together and organized a big bang conference (the first time in the company's history and for all sites individually) wherein the Key Address went like this: 'You said: e.g., we have no leisure facilities' and 'We did: set up internet cafe, pool tables, carrom, badminton, etc.' For every feedback, there was a measurable response which demonstrated the commitment of the leaders.
Best wishes,
Anuradha
From India, Indore
Acknowledge(0)Amend(0)
You've got some excellent responses there.
Just want to add a bit more from my experience, as I was working with Operations for some time and got an idea of how people perceive HR.
It is the small things which propagate negative perceptions. You could:
Micro level -
Make sure you smile and appear approachable.
Keep an 'open door' policy (though the escalation route should be clear) and reply to all emails.
Try to take coffee breaks with different groups of people and let them know you at a personal level as well.
At the macro level, you could also execute an Employee Satisfaction Survey which should not ask for an employee's personal details. Just enough information which will tell which department/area and level the individual is working at. A well-designed survey will give you quantifiable data with which you can sell change ideas to top management.
My previous company did this to great success. After this process was complete, the top management and HR got together and organized a big bang conference (the first time in the company's history and for all sites individually) wherein the Key Address went like this: 'You said: e.g., we have no leisure facilities' and 'We did: set up internet cafe, pool tables, carrom, badminton, etc.' For every feedback, there was a measurable response which demonstrated the commitment of the leaders.
Best wishes,
Anuradha
From India, Indore
Acknowledge(0)Amend(0)CiteHR is an AI-augmented HR knowledge and collaboration platform, enabling HR professionals to solve real-world challenges, validate decisions, and stay ahead through collective intelligence and machine-enhanced guidance. Join Our Platform.
HR Manual (Employee Hand Book).doc