Hi Folks, This is Nani. Recently, I joined a battery manufacturing company established in 2007 as an Assistant Manager-HR. Here, there is no support for new joiners, and the level of politics is very high. When I try to make them understand the work, they do not allow me, and they play games behind my back. I would like to stop the backbiting.
Main Issues in the P&A Department
The main issue here is the lack of qualified staff in the P&A Dept. Even my managers lack the minimum qualifications related to HRD, except for my head. My head is located at the Head Office and is unaware of these issues. Please suggest actions for me to take to address these problems.
Thanks & Regards,
Nani
From India, Hyderabad
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Main Issues in the P&A Department
The main issue here is the lack of qualified staff in the P&A Dept. Even my managers lack the minimum qualifications related to HRD, except for my head. My head is located at the Head Office and is unaware of these issues. Please suggest actions for me to take to address these problems.
Thanks & Regards,
Nani
From India, Hyderabad
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As an Assistant Manager - HR, you need to be an aggressive person. You should convey your problems to the head office, sit with your head to discuss the matters, come up with motivational and team-building activities more, and take risks to move forward.
Regards,
Rajeev
From India, Bangalore
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113Regards,
Rajeev
From India, Bangalore
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Please prepare the professional evaluation of all individuals and create a comprehensive report. For instance, analyze the attrition rate in your organization and identify the root factors contributing to attrition. Evaluate the stress levels of employees and determine the reasons behind the high stress levels among your staff. Additionally, assess the financial losses incurred by the organization due to the behavior of certain individuals.
When conveying this report to the head office, also address the issue of staff members engaging in backbiting. You can facilitate the development of a new working culture through induction programs, motivating staff, and resolving grievances of new joiners. By implementing these initiatives, new employees will feel supported by experienced colleagues who can address and understand their concerns. However, it is crucial to maintain a strict stance towards individuals who engage in backbiting and malpractice.
Be sincere and honest when preparing the report on employees' performance.
With Regards,
From India, Ranchi
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When conveying this report to the head office, also address the issue of staff members engaging in backbiting. You can facilitate the development of a new working culture through induction programs, motivating staff, and resolving grievances of new joiners. By implementing these initiatives, new employees will feel supported by experienced colleagues who can address and understand their concerns. However, it is crucial to maintain a strict stance towards individuals who engage in backbiting and malpractice.
Be sincere and honest when preparing the report on employees' performance.
With Regards,
From India, Ranchi
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Steps to Address Workplace Challenges
1. Prepare a report of your observations.
2. Take an appointment and meet with your head.
3. Narrate the situation to him or her without being emotional.
4. Ask for the steps they suggest.
5. Respect all employees and gain their trust. Remember, you are new, and they already have a network.
6. Before suggesting any changes, use empathy and communicate to win their confidence.
7. The change or professionalism you want to bring in can be achieved by convincing and influencing, not by ordering, controlling, or being authoritative.
8. Always focus on discussing the benefits the employees will derive.
9. Most importantly, have patience as it will take time.
From India, Mumbai
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1. Prepare a report of your observations.
2. Take an appointment and meet with your head.
3. Narrate the situation to him or her without being emotional.
4. Ask for the steps they suggest.
5. Respect all employees and gain their trust. Remember, you are new, and they already have a network.
6. Before suggesting any changes, use empathy and communicate to win their confidence.
7. The change or professionalism you want to bring in can be achieved by convincing and influencing, not by ordering, controlling, or being authoritative.
8. Always focus on discussing the benefits the employees will derive.
9. Most importantly, have patience as it will take time.
From India, Mumbai
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As I understand, you have recently joined the battery company where you feel uncomfortable. Therefore, I have a final suggestion for you: please tender your resignation with immediate effect or have a serious talk with your seniors or management. I do not like this situation, and my perception does not allow me to suggest that you stay on for longer.
Thank you.
From India, Noida
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Thank you.
From India, Noida
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Hi Nani,
Usually, in the manufacturing industry, educational qualifications are not considered determinants. Most people you notice will hold their designation due to experience or talent.
Secondly, as an HR professional, it is your role to initiate change in the current scenario. This does not necessarily mean replacing staff with better-qualified individuals. Instead, consider training them in basic office etiquette or opt for team-building exercises.
Change is typically met with resistance. We, too, would likely resist alterations that make us uncomfortable.
They may be uncomfortable with the HR department or with you for various reasons:
1. Tracking processes may be new.
2. Being in HR, it may hinder their usual interactions or enjoyment.
3. As a new member, they may not know your intentions. Employees often view HR negatively, and it is important to show them not all HR personnel are the same.
4. Reporting to a junior could be an issue. Many in your firm may be more experienced and older, making it challenging to seek advice or share concerns with a junior.
Suggestions:
1. Observe how people work since your recent arrival.
2. Record actions and observations without immediate reporting.
3. Monitor behavior daily for at least a month.
4. If there is minimal change after a month, identify necessary adjustments.
5. Plan engagement activities before addressing the issue with anyone.
6. Prepare a list of daily behaviors and activities before meeting your Head.
7. Discuss the problem, share concerns, and propose your planned activities.
8. Explain how your schemes would benefit the company.
Gone are the days of juniors simply reporting issues to seniors. Present solutions alongside problems. It demonstrates your readiness to face challenges and learn from them, showcasing a proactive approach.
Best of luck. :-)
From India, Mumbai
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Usually, in the manufacturing industry, educational qualifications are not considered determinants. Most people you notice will hold their designation due to experience or talent.
Secondly, as an HR professional, it is your role to initiate change in the current scenario. This does not necessarily mean replacing staff with better-qualified individuals. Instead, consider training them in basic office etiquette or opt for team-building exercises.
Change is typically met with resistance. We, too, would likely resist alterations that make us uncomfortable.
They may be uncomfortable with the HR department or with you for various reasons:
1. Tracking processes may be new.
2. Being in HR, it may hinder their usual interactions or enjoyment.
3. As a new member, they may not know your intentions. Employees often view HR negatively, and it is important to show them not all HR personnel are the same.
4. Reporting to a junior could be an issue. Many in your firm may be more experienced and older, making it challenging to seek advice or share concerns with a junior.
Suggestions:
1. Observe how people work since your recent arrival.
2. Record actions and observations without immediate reporting.
3. Monitor behavior daily for at least a month.
4. If there is minimal change after a month, identify necessary adjustments.
5. Plan engagement activities before addressing the issue with anyone.
6. Prepare a list of daily behaviors and activities before meeting your Head.
7. Discuss the problem, share concerns, and propose your planned activities.
8. Explain how your schemes would benefit the company.
Gone are the days of juniors simply reporting issues to seniors. Present solutions alongside problems. It demonstrates your readiness to face challenges and learn from them, showcasing a proactive approach.
Best of luck. :-)
From India, Mumbai
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1. Too much politics and backbiting - there could be redundant jobs and not enough employee engagement activities.
2. Professional qualification is not a must for somebody to perform in P&A or HRD office.
My suggestion is to collate all your observations with supporting facts and prepare a document. Review it a couple of times and then go and meet your boss. In the meantime, try to get along with the team because you cannot successfully perform as a one-man show in HR.
From India, Bangalore
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2. Professional qualification is not a must for somebody to perform in P&A or HRD office.
My suggestion is to collate all your observations with supporting facts and prepare a document. Review it a couple of times and then go and meet your boss. In the meantime, try to get along with the team because you cannot successfully perform as a one-man show in HR.
From India, Bangalore
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Introduction
This is Nani. Recently, I joined a battery manufacturing company established in 2007 as an Assistant Manager-HR. Earlier, your industry was manufacturing something else. What support do you expect from other employees?
Challenges for New Joiners
Here, there is no support for new joiners. How would you define politics? When I tried to make them understand regarding work, they wouldn't allow me. What methods have you used to make them understand, and how did you realize your understanding is 100% accurate?
Workplace Dynamics
They also play games behind my back. What kind of games? I would like to stop the backbiting. Do you have eyes behind you? If not, I am sure you believe in hearsay statements and gossiping, which means you have not fully engaged yourself.
Staff Qualifications
The main issue here is the lack of qualified staff in the P&A Department, including my managers. Is it a written law that only "qualified" people can become successful HR professionals? They have work experience but lack the minimum qualifications related to HRD. What, according to you, are the minimum qualifications required to become an HR professional? Is it written somewhere?
Management Awareness
Except for my head, who stays in the Head Office, he doesn't know about these issues. He must know; otherwise, he would not have become the head. Please suggest necessary actions for me to solve these issues.
Regards,
Nani
From India, Pune
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This is Nani. Recently, I joined a battery manufacturing company established in 2007 as an Assistant Manager-HR. Earlier, your industry was manufacturing something else. What support do you expect from other employees?
Challenges for New Joiners
Here, there is no support for new joiners. How would you define politics? When I tried to make them understand regarding work, they wouldn't allow me. What methods have you used to make them understand, and how did you realize your understanding is 100% accurate?
Workplace Dynamics
They also play games behind my back. What kind of games? I would like to stop the backbiting. Do you have eyes behind you? If not, I am sure you believe in hearsay statements and gossiping, which means you have not fully engaged yourself.
Staff Qualifications
The main issue here is the lack of qualified staff in the P&A Department, including my managers. Is it a written law that only "qualified" people can become successful HR professionals? They have work experience but lack the minimum qualifications related to HRD. What, according to you, are the minimum qualifications required to become an HR professional? Is it written somewhere?
Management Awareness
Except for my head, who stays in the Head Office, he doesn't know about these issues. He must know; otherwise, he would not have become the head. Please suggest necessary actions for me to solve these issues.
Regards,
Nani
From India, Pune
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Dear Ankita,
Usually, in the manufacturing industry, educational qualifications are not considered. In Lala companies, it may happen, but in renowned industries, educational qualification is a must. Sorry to differ with your opinion.
Importance of Experience Over Qualifications
For the posts she mentioned—P&A, which is procurement—in the manufacturing industry, procurement and admin are of great importance as they are main operations. Here, they would need a person who is more experienced rather than better qualified. As she said, they might be qualified, but not in the said area. However, for P&A, I do not think it is a necessity.
Qualifications in Lala Companies
As for Lala companies, yes, they do not need any qualifications for any post. I can be managing HR and Marketing and this and that, whether or not I have the knowledge. But the important issue, rather the solution to the problem, is just one—instead of focusing on the qualification at a level where they have been working for a considerable duration, let us give them due credit for the skills that they've groomed over this period.
And as I said earlier in my post, the reason that they are not comfortable with her may be something else entirely.
Regards,
Prashant
From India, Mumbai
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Usually, in the manufacturing industry, educational qualifications are not considered. In Lala companies, it may happen, but in renowned industries, educational qualification is a must. Sorry to differ with your opinion.
Importance of Experience Over Qualifications
For the posts she mentioned—P&A, which is procurement—in the manufacturing industry, procurement and admin are of great importance as they are main operations. Here, they would need a person who is more experienced rather than better qualified. As she said, they might be qualified, but not in the said area. However, for P&A, I do not think it is a necessity.
Qualifications in Lala Companies
As for Lala companies, yes, they do not need any qualifications for any post. I can be managing HR and Marketing and this and that, whether or not I have the knowledge. But the important issue, rather the solution to the problem, is just one—instead of focusing on the qualification at a level where they have been working for a considerable duration, let us give them due credit for the skills that they've groomed over this period.
And as I said earlier in my post, the reason that they are not comfortable with her may be something else entirely.
Regards,
Prashant
From India, Mumbai
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