Dear All, What should HR do, if company sr.management are breaking Policy.? Whereas Staff gets punishment for adhering the Company policy on every small issue.? Regards Simriti
From India, Delhi
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From India, Delhi
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Dear Smriti,
What should HR do if company senior management is breaking policy?
Nothing can be done as such. This only goes on to show the weak leadership at the top. Though you may put this across to senior's senior, but then I doubt whether anything will happen. Fences do eat the crop, but not allowing the fence to do that is the essence of leadership. There should not be any difference between a small fence and a big fence. All crop eaters should be dealt with equally.
Whereas staff gets punished for adhering to the company policy on every small issue.
Have you forgotten to insert the word "not" in the above question?
Thanks,
Dinesh V Divekar
From India, Bangalore
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8035What should HR do if company senior management is breaking policy?
Nothing can be done as such. This only goes on to show the weak leadership at the top. Though you may put this across to senior's senior, but then I doubt whether anything will happen. Fences do eat the crop, but not allowing the fence to do that is the essence of leadership. There should not be any difference between a small fence and a big fence. All crop eaters should be dealt with equally.
Whereas staff gets punished for adhering to the company policy on every small issue.
Have you forgotten to insert the word "not" in the above question?
Thanks,
Dinesh V Divekar
From India, Bangalore
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Ohh yes I forgot "not" in above question related to Staff..!
From India, Delhi
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From India, Delhi
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Hi,
I can suggest that you take the initiative to stop breaking rules. First, you will have to convince a senior person or leader about the advantages of not breaking company policies. The points could be:
1. Employees get motivated when they see their bosses/seniors/role models following and respecting the rules.
2. It increases respect towards the company and its policies.
3. Adds to the company's ethical values, etc.
If somebody is convinced of these points, you can arrange a meeting with a few other powerful decision-makers in your company. If nobody is convinced, then drop this idea; otherwise, you will be in an awkward situation. Be careful and super polite if you decide to take these actions.
Thanks,
Vikas
From India, Mumbai
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I can suggest that you take the initiative to stop breaking rules. First, you will have to convince a senior person or leader about the advantages of not breaking company policies. The points could be:
1. Employees get motivated when they see their bosses/seniors/role models following and respecting the rules.
2. It increases respect towards the company and its policies.
3. Adds to the company's ethical values, etc.
If somebody is convinced of these points, you can arrange a meeting with a few other powerful decision-makers in your company. If nobody is convinced, then drop this idea; otherwise, you will be in an awkward situation. Be careful and super polite if you decide to take these actions.
Thanks,
Vikas
From India, Mumbai
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Dear Vikas,
You have given a suggestion to Smriti to "convince" senior managers on the importance of following the company's rules or policies. Why do they need to be convinced? Do they not understand the importance of the company's policies?
When juniors start "convincing" the importance of adherence to policies to the seniors, then it is equivalent to 'the tail wagging the dog'! In the bargain, I hope the dog does not bite its own tail.
Ok...
Dinesh V Divekar
Hi,
I can suggest you to initiate to stop breaking rules.
First, you will have to convince any senior person/leader of the advantages of not breaking company policies.
The points could be:
1. Employees get motivated when they see their bosses/seniors/ideals are following/respecting the rules.
2. It increases respect towards the company and its policies.
3. Adds to the company's ethical values, etc.
If somebody is convinced on these points, you can call for a meeting with a few other powerful/decision-makers in your company.
If nobody gets convinced, then drop this idea; otherwise, you will be in an odd situation.
Be careful and super polite if you are going to take these actions.
Thanks,
Vikas
From India, Bangalore
Acknowledge(0)Amend(0)
You have given a suggestion to Smriti to "convince" senior managers on the importance of following the company's rules or policies. Why do they need to be convinced? Do they not understand the importance of the company's policies?
When juniors start "convincing" the importance of adherence to policies to the seniors, then it is equivalent to 'the tail wagging the dog'! In the bargain, I hope the dog does not bite its own tail.
Ok...
Dinesh V Divekar
Hi,
I can suggest you to initiate to stop breaking rules.
First, you will have to convince any senior person/leader of the advantages of not breaking company policies.
The points could be:
1. Employees get motivated when they see their bosses/seniors/ideals are following/respecting the rules.
2. It increases respect towards the company and its policies.
3. Adds to the company's ethical values, etc.
If somebody is convinced on these points, you can call for a meeting with a few other powerful/decision-makers in your company.
If nobody gets convinced, then drop this idea; otherwise, you will be in an odd situation.
Be careful and super polite if you are going to take these actions.
Thanks,
Vikas
From India, Bangalore
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I have just given my suggestion. To follow it or not depends on the person and situations. Sometimes, being casual, management breaks the policy, and if they have some understanding, it is possible to change their attitude. I have successfully tried this, so I suggested. I am extremely sorry if I am wrong here.
Thanks,
Vikas
From India, Mumbai
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Thanks,
Vikas
From India, Mumbai
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Hi all,
Let us look at this from a business perspective and consider the organization's practices.
The policies being broken by senior management are not clear. They could be related to attendance, entitlements, claims, etc.
Certain companies (both promoter-managed and professional) have certain unwritten practices limited to the senior management team. These practices could involve any areas related to attendance, entitlements, or claims. Some exemptions are also granted due to the specific specialist nature of the job. These exceptions are typically made with the knowledge of the top authority of the organization and are not necessarily shared with everyone, including HR.
In cases of deliberate non-adherence or frequent policy violations by senior management, the most suitable course of action for HR is to approach the highest authority of the organization and convince them (not the senior management team) of the demotivating effects these actions have on the organization. This could lead to one of the following outcomes:
a) The rule breakers will be corrected.
b) The special exemptions for senior management will be disclosed.
c) HR may be indirectly instructed not to intervene in these matters.
Kind regards,
Dayanand L. Guddin
From Singapore, Singapore
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Let us look at this from a business perspective and consider the organization's practices.
The policies being broken by senior management are not clear. They could be related to attendance, entitlements, claims, etc.
Certain companies (both promoter-managed and professional) have certain unwritten practices limited to the senior management team. These practices could involve any areas related to attendance, entitlements, or claims. Some exemptions are also granted due to the specific specialist nature of the job. These exceptions are typically made with the knowledge of the top authority of the organization and are not necessarily shared with everyone, including HR.
In cases of deliberate non-adherence or frequent policy violations by senior management, the most suitable course of action for HR is to approach the highest authority of the organization and convince them (not the senior management team) of the demotivating effects these actions have on the organization. This could lead to one of the following outcomes:
a) The rule breakers will be corrected.
b) The special exemptions for senior management will be disclosed.
c) HR may be indirectly instructed not to intervene in these matters.
Kind regards,
Dayanand L. Guddin
From Singapore, Singapore
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Company Car Policy.doc