Hello! I have recently joined an IT company as an HR Manager approximately 15 days ago. After familiarizing myself with the basic information regarding the company's work profile and its workforce, I am now looking to engage with all the senior managers or HODs of the company by arranging individual "coffee meet" sessions with each manager. I want to be well-prepared for these interactions.
Preparation for Coffee Meet Sessions
Could you please advise on how I should get ready for this? What are the key things, questions, or concerns that I should address during these interactions? What topics should I cover during these meetings?
Previously, there was no dedicated HR Department here, and the HR responsibilities were overseen solely by the corporate office through the HR Head. I would appreciate your guidance on how to make these interactions fruitful for me in establishing my presence in the company and kickstarting my role effectively.
Regards
From India, Delhi
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Preparation for Coffee Meet Sessions
Could you please advise on how I should get ready for this? What are the key things, questions, or concerns that I should address during these interactions? What topics should I cover during these meetings?
Previously, there was no dedicated HR Department here, and the HR responsibilities were overseen solely by the corporate office through the HR Head. I would appreciate your guidance on how to make these interactions fruitful for me in establishing my presence in the company and kickstarting my role effectively.
Regards
From India, Delhi
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Dear Richa,
Understanding Your Company's Structure and Expectations
What is the total strength of employees in your company? How many departments do you have? At the time of selection, what brief have you been given by the top management? What are their expectations?
You have taken over in the recent past. Therefore, you may meet each HOD to build rapport.
Key Areas to Investigate
A few things could be found out even without meeting anyone. First is their performance. Do you have access to their performance measures? If yes, find out what each HOD could meet and what they could not meet. The figures speak for themselves, and no further comments are required.
The second is their attendance record. Who is putting in how many hours of work per day? Who is overworking? Obviously, that person has stress and a disturbed work-life balance.
The third is the length of service. What is the general attrition rate in your company, and who is the longest-serving HOD in your company? What is the secret of their stay?
The fourth is about employee grievances. Do you have a formal policy on employee grievances? If yes, then how many grievances came forth in the last financial year? What is the number of grievances to employees ratio? When there are no escalations, that is also a sign of a lack of faith among juniors towards the company in general and their manager in particular. Not having grievances is a sure sign of how issues are pushed under the carpet.
Engaging with HODs
Nevertheless, when you meet them in person, ask HODs about their subordinates working under them. Do they delegate their work properly or not? You need to find out without asking direct questions. Consider the quality of training, the impact of training, and how they perceive the company's culture.
What you should not ask is their expectation from the HR department. I say so because it is too early to ask this question at this stage. Fulfillment of their expectations would depend on your empowerment by the top management.
Building Trust and Openness
You have written that hitherto the HR Head managed the local function of HR. Therefore, your HODs are not habituated to dealing with HR. Possibly, they may not open up themselves. It will take time for them to open up. Be it an exit interview or a stay interview, employees do not necessarily open up with HR. Find out how much they open up with you.
All the best!
Regards,
Dinesh Divekar
From India, Bangalore
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8072Understanding Your Company's Structure and Expectations
What is the total strength of employees in your company? How many departments do you have? At the time of selection, what brief have you been given by the top management? What are their expectations?
You have taken over in the recent past. Therefore, you may meet each HOD to build rapport.
Key Areas to Investigate
A few things could be found out even without meeting anyone. First is their performance. Do you have access to their performance measures? If yes, find out what each HOD could meet and what they could not meet. The figures speak for themselves, and no further comments are required.
The second is their attendance record. Who is putting in how many hours of work per day? Who is overworking? Obviously, that person has stress and a disturbed work-life balance.
The third is the length of service. What is the general attrition rate in your company, and who is the longest-serving HOD in your company? What is the secret of their stay?
The fourth is about employee grievances. Do you have a formal policy on employee grievances? If yes, then how many grievances came forth in the last financial year? What is the number of grievances to employees ratio? When there are no escalations, that is also a sign of a lack of faith among juniors towards the company in general and their manager in particular. Not having grievances is a sure sign of how issues are pushed under the carpet.
Engaging with HODs
Nevertheless, when you meet them in person, ask HODs about their subordinates working under them. Do they delegate their work properly or not? You need to find out without asking direct questions. Consider the quality of training, the impact of training, and how they perceive the company's culture.
What you should not ask is their expectation from the HR department. I say so because it is too early to ask this question at this stage. Fulfillment of their expectations would depend on your empowerment by the top management.
Building Trust and Openness
You have written that hitherto the HR Head managed the local function of HR. Therefore, your HODs are not habituated to dealing with HR. Possibly, they may not open up themselves. It will take time for them to open up. Be it an exit interview or a stay interview, employees do not necessarily open up with HR. Find out how much they open up with you.
All the best!
Regards,
Dinesh Divekar
From India, Bangalore
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Ms. Richa,
It's nice that you have taken over as HR Manager. That will provide the much-needed exposure, as for some time you may have to manage all the functions single-handedly. Very useful views have been expressed, as above, that will be helpful to you while having a formal introductory session with HODs. You only need to take care that the introduction should be during flexible hours, when they are not overly busy with their work.
All the best for your new assignments.
Regards,
09672616784
From India
Acknowledge(0)Amend(0)
It's nice that you have taken over as HR Manager. That will provide the much-needed exposure, as for some time you may have to manage all the functions single-handedly. Very useful views have been expressed, as above, that will be helpful to you while having a formal introductory session with HODs. You only need to take care that the introduction should be during flexible hours, when they are not overly busy with their work.
All the best for your new assignments.
Regards,
09672616784
From India
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