Hi all,
I am working in a tea manufacturing company and have been with the organization for one month. I have been tasked with identifying the reasons why employees are not working when the chairman/owner is not in the office and finding solutions for this issue. I would appreciate your thoughts on this matter.
Thanks in advance.
Regards,
Aparna
The organization consists of 50 to 60 employees at the head office with an average age of 40 to 45. I have 1.4 years of experience in HR and currently work as an HR executive, being the sole HR personnel in the company. My role involves creating and structuring organizational policies and HR development. I am now seeking different ways to address the employees' attitude and understand why they have developed this behavior towards the organization.
Regards,
Aparna
Dear Shenbagarajan,
Thank you for your insights.
I work in the head office of a manufacturing company where the official staff is located. While I can measure their weekly performance, it is not feasible to measure their daily performance.
Please feel free to provide more input if you have any.
Regards,
Aparna
I have compiled some of Aparna's responses to clarify her query and facilitate suitable advice.
Simhan
From India, Kolkata
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1I am working in a tea manufacturing company and have been with the organization for one month. I have been tasked with identifying the reasons why employees are not working when the chairman/owner is not in the office and finding solutions for this issue. I would appreciate your thoughts on this matter.
Thanks in advance.
Regards,
Aparna
The organization consists of 50 to 60 employees at the head office with an average age of 40 to 45. I have 1.4 years of experience in HR and currently work as an HR executive, being the sole HR personnel in the company. My role involves creating and structuring organizational policies and HR development. I am now seeking different ways to address the employees' attitude and understand why they have developed this behavior towards the organization.
Regards,
Aparna
Dear Shenbagarajan,
Thank you for your insights.
I work in the head office of a manufacturing company where the official staff is located. While I can measure their weekly performance, it is not feasible to measure their daily performance.
Please feel free to provide more input if you have any.
Regards,
Aparna
I have compiled some of Aparna's responses to clarify her query and facilitate suitable advice.
Simhan
From India, Kolkata
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Hi,
Same here in my office. Actually, one quote is prevalent: "where there is no fear, there is no respect." So, the boss is our fear, and when he/she is not present, it's out of our minds. That's the reason we are not working because in a job, that means just obeying your boss.
From India, Delhi
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Same here in my office. Actually, one quote is prevalent: "where there is no fear, there is no respect." So, the boss is our fear, and when he/she is not present, it's out of our minds. That's the reason we are not working because in a job, that means just obeying your boss.
From India, Delhi
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Dear Aparna, Kindly provide more information about your organization (number of workers, your role, etc.). There is a saying in English: "When the cat is out, the mice will play." Are there no targets set for workers?
Ensure there is a single line break between paragraphs.
From United Kingdom
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Ensure there is a single line break between paragraphs.
From United Kingdom
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Hi Harsheeta, I do understand when the boss is not around people are not working, but how to fix this issue as an HR, what are the things necessary to over come such situation. Regards, Aparna
From India, Kolkata
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From India, Kolkata
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Hi Aparna,
You told them, "If you are not working properly, I will file a complaint for the same." As an HR professional, you have the right to complain to your boss, and you must be firm on that.
Regards,
Harsheeta
From India, Delhi
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You told them, "If you are not working properly, I will file a complaint for the same." As an HR professional, you have the right to complain to your boss, and you must be firm on that.
Regards,
Harsheeta
From India, Delhi
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Hi Aparna,
I understood your situation over there, and I have a plan to avoid these issues in your organization. Those who are not working when the boss is not around, identify them and try to motivate them. If there are any positive changes from the person in the future, it shows that your motivation is effective. If it is not working, issue a warning letter to that person. The warning letter should be given twice if the person continues the same behavior. If the same person is caught for a third time, issue both a warning letter and a termination letter. By implementing this strategy with 2-3 individuals, no one will repeat the same mistakes in the organization.
Please discuss this plan with your boss and implement it from the HR Department side.
Regards,
Chandraprakash.K
From India, Bangalore
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I understood your situation over there, and I have a plan to avoid these issues in your organization. Those who are not working when the boss is not around, identify them and try to motivate them. If there are any positive changes from the person in the future, it shows that your motivation is effective. If it is not working, issue a warning letter to that person. The warning letter should be given twice if the person continues the same behavior. If the same person is caught for a third time, issue both a warning letter and a termination letter. By implementing this strategy with 2-3 individuals, no one will repeat the same mistakes in the organization.
Please discuss this plan with your boss and implement it from the HR Department side.
Regards,
Chandraprakash.K
From India, Bangalore
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Dear Aparna,
Without detailed information about the scenario, it's like "stabbing in the dark." Please correct me if I have mistaken the scenario. As I gather, it's a family-owned company, and you are concerned about the people in the head office idling when the owner is away from work. You are not complaining about shop-floor workers in the manufacturing plant.
From United Kingdom
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Without detailed information about the scenario, it's like "stabbing in the dark." Please correct me if I have mistaken the scenario. As I gather, it's a family-owned company, and you are concerned about the people in the head office idling when the owner is away from work. You are not complaining about shop-floor workers in the manufacturing plant.
From United Kingdom
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Dear Aparna,
If the employees are not working when the Head, Owner/Head is absent, it means the employees don't have any fixed target.
Each employee should be measured for their contribution and appraised based on that. There should be a weekly review of what the team has accomplished.
In big companies, the CEO/Chairman/owner may not be present, but the work continues because every department's employees are accountable for the daily results and are reviewed on a weekly basis.
Since you are in a manufacturing company, you likely have daily targets to achieve. It is important to track whether these targets are being met.
In businesses like banking, insurance, retail, and consultancy, individuals have daily targets, but there are days when targets are not met due to external factors such as foot traffic in stores, customer purchasing decisions, job candidates' interest, or individuals opening accounts and making deposits.
In the manufacturing industry, if the procurement of raw materials is smooth, the plant must deliver as planned. Mistakes in even one department or production line can cause delays in the entire process.
Therefore, it is crucial to ensure that employees have daily targets to meet and are fully engaged during their working hours. When these aspects are addressed, work can continue seamlessly even if managers, HODs, CEOs, or Chairpersons are absent.
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I have corrected the spelling, grammar, and formatting errors in the text provided. Let me know if you need further assistance.
From India, Mumbai
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If the employees are not working when the Head, Owner/Head is absent, it means the employees don't have any fixed target.
Each employee should be measured for their contribution and appraised based on that. There should be a weekly review of what the team has accomplished.
In big companies, the CEO/Chairman/owner may not be present, but the work continues because every department's employees are accountable for the daily results and are reviewed on a weekly basis.
Since you are in a manufacturing company, you likely have daily targets to achieve. It is important to track whether these targets are being met.
In businesses like banking, insurance, retail, and consultancy, individuals have daily targets, but there are days when targets are not met due to external factors such as foot traffic in stores, customer purchasing decisions, job candidates' interest, or individuals opening accounts and making deposits.
In the manufacturing industry, if the procurement of raw materials is smooth, the plant must deliver as planned. Mistakes in even one department or production line can cause delays in the entire process.
Therefore, it is crucial to ensure that employees have daily targets to meet and are fully engaged during their working hours. When these aspects are addressed, work can continue seamlessly even if managers, HODs, CEOs, or Chairpersons are absent.
---
I have corrected the spelling, grammar, and formatting errors in the text provided. Let me know if you need further assistance.
From India, Mumbai
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You have understood right. It is a family owned company.When the owner is in office people work may be due to fear and when he is not around the situation is bit different.
From India, Kolkata
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From India, Kolkata
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Dear Aparna,
As you said, it is a family-owned company, ask the chairman/owner to have a MIS meeting on a weekly or monthly basis with the department heads.
In the next month's MIS meeting, ask the chairman to review the status of the last MIS meeting and check whether it has been corrected/rectified or not. If this continues for 2-3 months, everyone will be aware that the chairman is tracking the status every month, and they will also have the motivation to work harder to present well in the next MIS meeting.
Since you receive weekly performance updates, introduce a daily performance sheet that must be sent to the owner on a daily basis.
I request you to conduct a market study of the daily production, compare it with your company's production, and implement improvements based on the study.
Furthermore, down the line, recruit younger individuals and replace non-performers with the owner's assistance.
In a family-owned company, you have to be diplomatic in conveying messages, as many staff members may have joined through the owner's references or are relatives. Even when communicating with the owner, justify each decision you plan to implement so that he will agree to the changes.
In today's scenario, every owner is willing to transition from old/traditional methods to a more professional style of working.
From India, Mumbai
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As you said, it is a family-owned company, ask the chairman/owner to have a MIS meeting on a weekly or monthly basis with the department heads.
In the next month's MIS meeting, ask the chairman to review the status of the last MIS meeting and check whether it has been corrected/rectified or not. If this continues for 2-3 months, everyone will be aware that the chairman is tracking the status every month, and they will also have the motivation to work harder to present well in the next MIS meeting.
Since you receive weekly performance updates, introduce a daily performance sheet that must be sent to the owner on a daily basis.
I request you to conduct a market study of the daily production, compare it with your company's production, and implement improvements based on the study.
Furthermore, down the line, recruit younger individuals and replace non-performers with the owner's assistance.
In a family-owned company, you have to be diplomatic in conveying messages, as many staff members may have joined through the owner's references or are relatives. Even when communicating with the owner, justify each decision you plan to implement so that he will agree to the changes.
In today's scenario, every owner is willing to transition from old/traditional methods to a more professional style of working.
From India, Mumbai
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