Dinesh DivekarDear Sanjeev,
You have quoted names of the employees and also company. Are these names real or fictitious? If latter, then I recommend you giving disclaimer to this effect immediately.
The name of the company that you have quoted exists in Chennai. If you have quoted real names of the employees or company then your post merits deletion.
From India, Bangalore
gopinath varahamurthiDear Friend,
Here what Shri Dinesh Divekar cited is very much agreeable and have the merit. Yet, some suggestions are herewith either it is applicable or worthy according to the truths :
1) Where the management/organisation know there is a conflict between the two employee that should have been sorted out, failure, certainly raise conflicts and the intention of moving away to another job/service for better prospects never be vitiated. In some cases even they prefer to go to the lower own in getting big shots at the later date. The failure to resolve the issue is the main cause. In the instant case it is very much glaring facts.
2) When an employee comeup with resignation and there is intention of getting relief immediately, please go through the real cause refer him for counselling, if you can adapt the person under some other head, it is the pain he/she is being suffering from the present head and nothing else take proper remedial measures to mend the issues.
3) When present head is not willing(unwilling) to give relief there should be clear reasons for such acts, if it is personal we should intervene and give the relief.
4) Please draw monitoring committee to resolve issues that is good for the organisations and the employees, also, the employer may feel good for the monitoring, never fully depend on HR, HR is a tool and every thing should not be simply thrown on him/her. Some of the seniors should interfere and mend the issues.
5) If the employee want to get relief despite of all given opportunities, then it is better to relieve him as retaining him such employee cause a bad weather in the organisation.
Best of luck ........
From India, Arcot
talentsorcererI believe Sanjay has posted a case study, similar to what appears in trade publications and is trying to raise a view point so he (I think) can respond to this case study with a balanced answer or provoke responses so he can poll and choose the right way to deal with a real life situation.
From India, Mumbai
korgaonkar k aDear Friends,
Good story written / composed by the author Sanjeev Himachali. It seems it is a case study. The same is also posted on LinkedIn by the author on 10th August.
Author could have avoided the names. Even the names are fictitious, all the names are in existence.
This case study is worth discussing by HR Fraternity.
From India, Mumbai
nashbramhallI checked the web and did not find any company by that name. I found some with Millennium in their name: Millennium Software Company and Millennium Information Technologies. Thus I would presume Sanjeev has made the case study up.
From United Kingdom
ArvindsinghI believe that in line Functional Head or Reporting Manager of Sh. Vivek Verma, Senior Project Manager, utterly failed to assume his responsibilities thus failed to execute his/her duties. Further, I am forced to conclude that, HR Department of M/s Millennium Software Technologies Limited [MSTL] is nothing more than a "Rubber Stamp". There is no grievance redressal policy/ framework/ system in place. HR Department of M/s Millennium Software Technologies Limited [MSTL] has forgot its essential role as friend, philosopher and guide of organization.
I suggest to HR Department of M/s Millennium Software Technologies Limited [MSTL] to do a cultural audit in the organization, identify the issues and make themselves ready for change. Of course, start with HR Department.
From India, New Delhi
First of all, it is a wrong practice to quote their names.
Secondly, My answer to your question is Mr X will do well because the problem lies not in him but with the RM/HM. Mr X has become the prey.
From India, Chennai
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