Dear Seniors,
Two years ago, two senior-level employees joined our company, and since then, attrition in that department has more than doubled. Despite knowing this fact, our MD is backing these two employees because they bring issues to the surface. He believes they are performing well, although nothing substantial has been seen in the financial results so far.
Instances of Concern
There are many instances that show:
1) They have poor people skills.
2) They misuse their authority.
3) They complain about their colleagues in HR on irrational grounds.
4) One senior member is influencing HR to take actions against employees without strong grounds. Based on their own presumed hypotheses, they want the company to dismiss people.
Current Situation
Currently, he is expecting HR to extend the notice period of an employee who took 3 days of leave due to an unavoidable reason. The HOD has neither approved nor disapproved this leave. Please note that the employee attended virtual meetings during the leave.
Previously, nobody had raised any voice against these HODs, but now people are opting to retaliate. This employee has also started behaving irrationally, taking leaves, and not attending important meetings, etc.
Policy and HR Challenges
As per policy, we do not grant leave during the notice period; it is marked as LWP, but we do not extend the notice period. Since these two are in influential positions currently, they call HR to justify this action and expect us to support them. I have informed MD about this incident, and he may also agree with me. In my previous post, I mentioned this Director (using unparliamentary language).
After counseling by MD, this behavior is under control, but such instances are still a problem. Such conflicts are now happening quite often and impacting overall employee morale, the company's reputation, increased attrition, and draining HR's productivity. Most of the time, HR is either engaged in hiring or handling such disputed cases.
Ultimately, the organization suffers. Such instances are likely to increase where the HOD, HR, and employees will stand against each other. I do acknowledge that they are knowledgeable and have skills that are useful, but does it give them the right to exploit others? Or am I overthinking this issue?
Seeking Advice
I seek your advice in identifying a permanent solution for such erratic behavior at the leadership level. I also seek your advice on how HR should address this because the company's performance and providing a good work culture to people are both important to us.
From India, Nagpur
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22Two years ago, two senior-level employees joined our company, and since then, attrition in that department has more than doubled. Despite knowing this fact, our MD is backing these two employees because they bring issues to the surface. He believes they are performing well, although nothing substantial has been seen in the financial results so far.
Instances of Concern
There are many instances that show:
1) They have poor people skills.
2) They misuse their authority.
3) They complain about their colleagues in HR on irrational grounds.
4) One senior member is influencing HR to take actions against employees without strong grounds. Based on their own presumed hypotheses, they want the company to dismiss people.
Current Situation
Currently, he is expecting HR to extend the notice period of an employee who took 3 days of leave due to an unavoidable reason. The HOD has neither approved nor disapproved this leave. Please note that the employee attended virtual meetings during the leave.
Previously, nobody had raised any voice against these HODs, but now people are opting to retaliate. This employee has also started behaving irrationally, taking leaves, and not attending important meetings, etc.
Policy and HR Challenges
As per policy, we do not grant leave during the notice period; it is marked as LWP, but we do not extend the notice period. Since these two are in influential positions currently, they call HR to justify this action and expect us to support them. I have informed MD about this incident, and he may also agree with me. In my previous post, I mentioned this Director (using unparliamentary language).
After counseling by MD, this behavior is under control, but such instances are still a problem. Such conflicts are now happening quite often and impacting overall employee morale, the company's reputation, increased attrition, and draining HR's productivity. Most of the time, HR is either engaged in hiring or handling such disputed cases.
Ultimately, the organization suffers. Such instances are likely to increase where the HOD, HR, and employees will stand against each other. I do acknowledge that they are knowledgeable and have skills that are useful, but does it give them the right to exploit others? Or am I overthinking this issue?
Seeking Advice
I seek your advice in identifying a permanent solution for such erratic behavior at the leadership level. I also seek your advice on how HR should address this because the company's performance and providing a good work culture to people are both important to us.
From India, Nagpur
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Dear Aakansha,
On 18th Oct 2020, you posted a thread titled "Abusive Language Of Director - He Does Not Respect Any Function Nor HOD Or Director At A Parallel Role." Several seniors, including me, have provided our responses.
In Post No 6 of this thread, I shared my second response. In it, I wrote, "Your post shows that you have bound yourself with the company emotionally. Your allegiance to the company in general and to your MD is good. However, your career should also be important to you. In a toxic work culture, how you will grow is something you would know best."
Despite the advice from the seniors, exactly three months later, you have returned to this forum seeking guidance once again. However, you are aware of where the issue lies. Therefore, what is the purpose of bringing up the same matter on this forum? At most, you may receive sympathy from the members of this forum, but it will not aid in advancing your career.
Final Comments: Parents may often hope to change the behavior of their wayward child, but this sentiment does not apply to employees. Employees have a limited time to advance their careers. Instead of waiting for your MD's behavior to change or wasting time in your current company, consider resigning from your job. Seek out a better opportunity. That is the optimal solution!
Thanks,
Dinesh Divekar
From India, Bangalore
Acknowledge(0)Amend(0)
On 18th Oct 2020, you posted a thread titled "Abusive Language Of Director - He Does Not Respect Any Function Nor HOD Or Director At A Parallel Role." Several seniors, including me, have provided our responses.
In Post No 6 of this thread, I shared my second response. In it, I wrote, "Your post shows that you have bound yourself with the company emotionally. Your allegiance to the company in general and to your MD is good. However, your career should also be important to you. In a toxic work culture, how you will grow is something you would know best."
Despite the advice from the seniors, exactly three months later, you have returned to this forum seeking guidance once again. However, you are aware of where the issue lies. Therefore, what is the purpose of bringing up the same matter on this forum? At most, you may receive sympathy from the members of this forum, but it will not aid in advancing your career.
Final Comments: Parents may often hope to change the behavior of their wayward child, but this sentiment does not apply to employees. Employees have a limited time to advance their careers. Instead of waiting for your MD's behavior to change or wasting time in your current company, consider resigning from your job. Seek out a better opportunity. That is the optimal solution!
Thanks,
Dinesh Divekar
From India, Bangalore
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