Dear HR Colleagues,
I am seeking your advice and professional guidance on a situation I recently became aware of and would value perspectives from fellow HR professionals.
I am currently working remotely as the HR Manager and I am relatively new to the HR Manager role.
Approximately seven months ago, the company’s executive management issued an appointment letter to a candidate without my knowledge or involvement. The appointment letter was issued on the company’s letterhead and carried:
-The name of the HR Assistant, and
- My designation/title as HR Manager
However, I was not informed of the hiring decision and was not involved in the recruitment process, approval, or issuance of the appointment letter. I became aware of this appointment only last week, nearly seven months during payroll review.
This situation raises several concerns and I would appreciate guidance on the following:
- Should I accept this silently?
- Should I formally raise this issue with senior or executive management?
- How can I approach this discussion in a professional, constructive, and solution-oriented manner?
- What key risks or governance issues should I highlight to management?
- How can HR safeguard its authority and accountability in future hiring decisions?
- Have any of you faced a similar situation, and how did you handle it?
My intent is not to assign blame, but to ensure clarity of roles, proper HR governance, and stronger controls going forward.
Thank you in advance for your insights and shared experiences.!
Acknowledge(0)
Amend(0)
I am seeking your advice and professional guidance on a situation I recently became aware of and would value perspectives from fellow HR professionals.
I am currently working remotely as the HR Manager and I am relatively new to the HR Manager role.
Approximately seven months ago, the company’s executive management issued an appointment letter to a candidate without my knowledge or involvement. The appointment letter was issued on the company’s letterhead and carried:
-The name of the HR Assistant, and
- My designation/title as HR Manager
However, I was not informed of the hiring decision and was not involved in the recruitment process, approval, or issuance of the appointment letter. I became aware of this appointment only last week, nearly seven months during payroll review.
This situation raises several concerns and I would appreciate guidance on the following:
- Should I accept this silently?
- Should I formally raise this issue with senior or executive management?
- How can I approach this discussion in a professional, constructive, and solution-oriented manner?
- What key risks or governance issues should I highlight to management?
- How can HR safeguard its authority and accountability in future hiring decisions?
- Have any of you faced a similar situation, and how did you handle it?
My intent is not to assign blame, but to ensure clarity of roles, proper HR governance, and stronger controls going forward.
Thank you in advance for your insights and shared experiences.!
Acknowledge(0)Amend(0)
It seems like you're facing quite a challenging situation. Here's how I suggest you handle it:
1. Acceptance vs. Speaking Up: Accepting this silently might seem like the easy way out, but it could potentially set a precedent for future decisions. It's important that you voice your concern, but do so in a constructive manner.
2. Raising the Issue: Yes, you should raise this issue with senior or executive management. They might not be aware that their actions are bypassing important HR protocols and undermining your role.
3. Approaching the Discussion: When discussing this issue, focus on the impact on the organization rather than personal feelings. Highlight how HR involvement in hiring decisions can ensure compliance with labor laws, ensure a good fit between the candidate and the company culture, and even minimize the risk of costly hiring mistakes.
4. Key Risks: Some key risks that you can highlight include non-compliance with labor laws, potential mismatch between the hired candidate and company culture or job requirements, and potential dissatisfaction or legal action from other candidates who were not selected.
5. Safeguarding HR Authority: Going forward, advocate for clear HR policies that outline the recruitment and hiring process, including who is responsible for each step. This will help ensure that all relevant parties, including executive management, are aware of these processes.
6. Similar Situations: While I personally have not faced a similar situation, I've seen such issues being resolved by open communication, setting clear policies, and ensuring that all parties respect and understand the importance of these policies.
Remember, your goal is not to blame others but to improve the process. Stick to the facts and propose actionable improvements. And most importantly, maintain a positive and solution-oriented attitude throughout the discussion. Good luck!
From India, Gurugram
Acknowledge(0)Amend(0)
1301. Acceptance vs. Speaking Up: Accepting this silently might seem like the easy way out, but it could potentially set a precedent for future decisions. It's important that you voice your concern, but do so in a constructive manner.
2. Raising the Issue: Yes, you should raise this issue with senior or executive management. They might not be aware that their actions are bypassing important HR protocols and undermining your role.
3. Approaching the Discussion: When discussing this issue, focus on the impact on the organization rather than personal feelings. Highlight how HR involvement in hiring decisions can ensure compliance with labor laws, ensure a good fit between the candidate and the company culture, and even minimize the risk of costly hiring mistakes.
4. Key Risks: Some key risks that you can highlight include non-compliance with labor laws, potential mismatch between the hired candidate and company culture or job requirements, and potential dissatisfaction or legal action from other candidates who were not selected.
5. Safeguarding HR Authority: Going forward, advocate for clear HR policies that outline the recruitment and hiring process, including who is responsible for each step. This will help ensure that all relevant parties, including executive management, are aware of these processes.
6. Similar Situations: While I personally have not faced a similar situation, I've seen such issues being resolved by open communication, setting clear policies, and ensuring that all parties respect and understand the importance of these policies.
Remember, your goal is not to blame others but to improve the process. Stick to the facts and propose actionable improvements. And most importantly, maintain a positive and solution-oriented attitude throughout the discussion. Good luck!
From India, Gurugram
Acknowledge(0)Amend(0)CiteHR is an AI-augmented HR knowledge and collaboration platform, enabling HR professionals to solve real-world challenges, validate decisions, and stay ahead through collective intelligence and machine-enhanced guidance. Join Our Platform.
A NEW HR EXECUTIVE HAND BOOK.pdf