When Sales Manager put down his
papers, his boss, Sales Director was very unhappy, unhappy with the HR. Sales
Manager was high performer and probably was the successor of Sales Director in the
future. He was happy in the organization, but somehow for last few days he was
not much engaged. Sales director and CEO were unhappy not because of Sales
Manager put down the paper, they were unhappy because this news was shock for
them. The issue was discussed in the meeting and CEO asked HR Head, “Why his resignation
is surprise for all?”
When Sudhashu, Plant HR Head was
called by his boss, Sudhanshu never thought that internal union members were
planning to get the external affiliation. In day to day activities, he was so
tied up that he could not get the feel of workmen in the organization. When his
boss told this, we was actually surprised, why he was not able to get this news
before his boss.
In both incidences, management
has some expectations from HR. Management clearly wanted to know such news from
HR. When it came via other channels, it was considered error from HR side,
though not a major failure.
Does such cases are frequent in organizations? Is HR senses
what’s happening in the organization? Are there any channels where management
comes to know any events, pulse, feels before they becomes the surprises? It is
not expected that HR should keep an eye on everything in the organization, but
when it comes to HR related issues, definitely HR is expected to break such
news.
If you are a HR professional, irrespective
of your profile, you need to be more proactive while dealing with the people. I
always tell my team members that every paper, every issue coming on your table,
is the opportunity to start interaction and further opportunity to build the relationship
with the person. This help you to build the trust. And if you build the trust, people will
come to you to speak, not only official issues, but they will give you the
feeling of the people. They are your communication channels.
It is not just for the sake of communication
only, but then you get the time to act and possible certain positive actions on
the issues.
I have three suggestions for HR professional
and even other functional line managers.
- You should be the first: You should be the first person who should come to know every function related information. Your team members are your eyes and ear of your function. It depend upon you how you build the relations, and how people are comfortable coming to you.
- You should be Proactive in approach: You should not be reactive in approach. Exit interviews are the reactive approach. Why you should act after the event? In 95% resignations, there is less probability, that employee will stay back in the organization. They already made up their mind. There is no point in discussing why he is leaving the organization and what better could have been done for him. Exit interviews still can be conducted, but more proactive approach (e.g. stay interviews) should be adopted.
- Your approach should be long term: Most of the time, reactive approach leads to short term solutions. If your approach is proactive, you can think long term Consequences. Compliance attitude may lead you in mess. Just think, how the particular solution will be long lasting, off course not necessary permanently.
These are not technical
and functional competencies. These come through experience, but awareness of
this will definitely help you.
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