How Can I Effectively Bridge Communication Between Operations and Accounting?

Dear All,

Let me introduce myself first: My name is Freda, from Shanghai, China. Currently, I am working in an International Forwarding Company as an HR & Administrative Executive. I am new to the HR field with limited experience, so I would appreciate any advice you can offer. Thank you!

Our company is a branch office with a staff of 8 people divided into four departments: Operation Dept., Sales Dept., Accounting Dept., and HR Dept.

My branch manager is French. He mentioned that he would like me to act as a 'bridge' between the Operation Dept. and Accounting Dept. However, I am unsure how to proceed at the moment.

I would greatly appreciate any guidance you can provide. Thank you very much!

Sincerely,
Freda

Hi,

You can discuss with both departments to find out the expectations from the other department and make sure that those expectations are met.

All the best,
Murali

Hi Freda,

Can you please be more specific about your problem?

Well, actually, I feel that your problem is that your work is not properly defined. Anyways, yours is a small office with just 8 people, and I believe the branch manager also does not have much idea about HR activities, and that's why he connects it with administration and accounts!

Anyways, since you are a fresher, you can take this opportunity to learn various aspects of HR from the internet. The Cite HR community will help you a lot.

Then, be proactive and give ideas to your branch manager to implement employee-friendly activities, and you take the initiative to do it.

Similarly, you also make a write-up of the job roles of each person there, and ultimately whatever remains will be your job! Haha, just kidding... I think if you make a list of the work of each person and show it to your boss and also to each person there, you can clarify your doubts regarding your roles.

That will mark your beginning as an HR person.

Rest, you can do in the next stages.

All the best.

Regards,

CV

Hi CV,

Thank you very much for your reply. :-)
Well, you gave a good idea - to clarify everybody's duties.
CV, could you please tell me your responsibilities in your company and what you do daily? Awaiting your reply.

All the best!
Sincerely, Freda

Freda,

Hi,

I think Murali gave you the answer, but I will make it more clear. What your boss wanted you to do is to CO-ORDINATE the Operation Dept. and Accounting Dept. For that, what you have to do is contact the accounting dept first and check out their budget, plans, and goals for the fiscal year. Then, move to the operations dept, check out their requirements, clearly understand the necessity of their requirements, and move them forward to the approving authority (maybe your boss). Discuss with them at length, and then move to the accounts division to check out their views and finally allocate the budget.

This is one angle. While getting these things done, keep the operations duration in mind. Once you start the process, you will get to know everything. If you face a problem, it will be easy to identify a solution to a particular problem instead of worrying from now. So, worry not, take the lead; the HR team is behind you.

Hi Freda,

I totally agree with CV. First, you need to define the job prospects for all of them and try to be more approachable so that people can come to you with their problems. Initially, when the organization starts and no one is there to monitor anybody, everyone does their own thing. If you implement rules and regulations, they may not follow them. It can be challenging to get people on track, so your major concern should be to keep them happy with the environment and the work culture.

Anita

Freda, Anitha, CV

Even I started my career in administration, and most of the time, it happens so. But in Freda's case, she has an additional responsibility of handling accounts, which will be helpful for her in the future because it provides an opportunity to learn the salary structure in detail, as well as ESI, PF, or any other statutory norms. This will always benefit HR professionals in the long run. Just take it as a challenge.

Siva Prasad
Manager HR.

Hey,

Actually, I don't work for a company now. I'm a consultant and trainer. Well, I think the problem with you is that you want a shortcut way of defining your responsibilities in a scenario where there is a lack of clarity with everyone's roles! As I said, you can discuss your problem with your boss. I think he is an experienced person. Firstly, make a list of duties and responsibilities of each person as I said. Then, you will get more ideas yourself!

Some of the duties of HR are recruitment, training, motivating, administration, coordinating, etc. Check what roles you need to do in this office. In a small office, you may have to do all the roles. You may be doing administrative works and motivating works most of the time, as the boss already said. You may have to be a "bridge" between departments.

Regs, CV

CV,

I think Freda can do one more thing. She can talk to the two departments and check out what the previous HR used to do, his duties, and how he used to coordinate. I think it will work. What do you say?

Regards,
Siva Prasad

Shiva,

But I think she mentioned that hers is a small company which they started recently as a branch or something like that. The problem is that she doesn't have anybody to follow, and she herself has to take the initiative.

Taking initiative and considering problems as opportunities to learn is something which many employees lack!

Regards,
CV

Freda,

It's hard to hear what CV said, but that's the fact. Take initiative, and when you face a problem, you will know what to do. Right now, you are just asked to coordinate. Remember "CO-ORDINATE," not to manage, so just push yourself into the groove. Listen, listen, listen, listen, listen to what everyone says. Then try to act.

Regards,
Siva Prasad.

One more thing, study the story that I am posting here. The last line is the message:

[BUSINESS LOGICS]

Father: I want you to marry a girl of my choice.

Son: "I will choose my own bride!"

Father: "But the girl is Bill Gates's daughter."

Son: "Well, in that case... ok."

Next, Father approaches Bill Gates.

Father: "I have a husband for your daughter."

Bill Gates: "But my daughter is too young to marry!"

Father: "But this young man is a vice-president of the World Bank."

Bill Gates: "Ah, in that case... ok."

Finally, Father goes to see the president of the World Bank.

Father: "I have a young man to be recommended as a vice-president."

President: "But I already have more vice-presidents than I need!"

Father: "But this young man is Bill Gates's son-in-law."

President: "Ah, in that case... ok."

This is how business is done!!

Moral: Even if you have nothing, you can get anything. But your attitude should be positive.

One more thing, study the story that I am posting here, the last line is the message.

BUSINESS LOGICS

Father: I want you to marry a girl of my choice.
Son: "I will choose my own bride!"
Father: "But the girl is Bill Gates's daughter."
Son: "Well, in that case...ok."

Next, Father approaches Bill Gates.
Father: "I have a husband for your daughter."
Bill Gates: "But my daughter is too young to marry!"
Father: "But this young man is a vice-president of the World Bank."
Bill Gates: "Ah, in that case...ok."

Finally, Father goes to see the president of the World Bank.
Father: "I have a young man to be recommended as a vice-president."
President: "But I already have more vice-presidents than I need!"
Father: "But this young man is Bill Gates's son-in-law."
President: "Ah, in that case...ok."

This is how business is done!!

Moral: Even if you have nothing, you can get anything. But your attitude should be positive.

Sorry moderators, if I am out of the topic. I am just trying to motivate this little girl out there.

Freda,

Take the initiative and understand what the contact points are for the two departments. Identify the top 5 pain points and work on a solution. Provide support initially but also create a process-driven solution. Additionally, learn as much as you can about the business and other departments. There is nothing like an HR person who understands operations. Problem-solving can be enjoyable. Make sure to approach your manager after 6 months, state your achievements, and communicate your goals at that time.

A

Hi,

This is my first job in HR. I came from a recruitment firm, and with me, only the HR division started in this company. Initially, I have to take care of all things, including salary, insurance, maintenance. When I joined, we were only 10 members. Now we have grown to 30, and everything is going fine.

My colleagues are very supportive. I took the initiative to work alone, and now I also oversee the accounts and facility departments. So, I suggest you do the same - take initiative! :D

Regards,
Anita

Hi Freda,

You said: "He told me that at this moment, he wishes I could be a 'bridge' between the Operation Dept. and Accounting Dept."

I interpret this as primarily focused on relationship building.

In a new and small organization like yours, visibility and ability are very high. Therefore, people will assess you based on what you deliver to them as the HR/Admin/Finance resource.

So, the HR basics would be:

1) Salary - on time, every time

2) Recruitment - on time, every time

Admin basics would be:

1) Functioning infrastructure

2) Quick complaint resolution or attention.

Once you are able to do these things, while SIMULTANEOUSLY building a rapport/relationship with them, then you can build the bridge that your boss wants. I agree that writing out roles and JDs is important, but so is building HR policies. Here is where you can benefit from CiteHR.

With this bridge, he expects that you have a clear understanding of your people, their issues before they become problems. This, of course, means that you should be able to talk to people about things other than their jobs, and they should respect you for the HR role.

All the best.

Regards,

Ryan

Much has been said on the subject. I would like to add the following:

Firstly, it should be amply clear what is expected of you.

Once it becomes clear in your mind, you can easily perform the coordination work between any two or even more departments. Coordination is an art and does not require learning sound principles of accounting, etc. It all depends upon reasoning and common sense.

Deepak Thukral
Chandigarh

Hi,

I'm very appreciative of the valuable opinion you provided. It has helped clarify things for me, and I will follow your idea. If any problems arise, I will contact you.

Please provide me with your MSN or Skype details for easier communication. My MSN is: [Login to view] and Skype account: fredazym.

Wishing you all the best! :-)

I eagerly await your reply!

Sincerely, Freda

Hi,

I believe Murali has already given you an answer, but I will attempt to make it clearer.

What your boss expects from you is to coordinate between the Operations Dept. and Accounting Dept. To achieve this, you should first contact the Accounting Dept. to understand their budget, plans, and goals for the fiscal year. Subsequently, move on to the Operations Dept. to grasp their requirements and the necessity behind them. Advocate for their needs to the approving authority, potentially your boss, and engage in thorough discussions. Proceed to the accounts division to gather their perspectives and ultimately allocate the budget.

This is one approach. Throughout this process, consider the timeframe for operations. As you delve into the tasks, clarity will emerge. Should you encounter any issues, addressing them as they arise will be more effective than worrying preemptively. Take the lead with confidence, knowing that HR supports you.

Dear Anita,

You're right - that I should make all the staff happy and provide a pleasant environment. But the question is, how can I do that? Kindly give me some steps. Thank you very much! I am waiting for your reply.

Sincerely,
Freda

Hi, Dear,

Do you mean let me find the relationship between the Accounting Dept. and the Operation Dept.? And is your main objective to please the Operation Dept. from the financial aspect, right?

Waiting for your reply. Thank you :-)

Sincerely, Freda

Freda,

As a Manager of HR, I should not be saying this, but there is only one best way of satisfying the staff - "listen to the problems of the staff", that gives them a sense that someone is there to at least take care of us. Even as an HR professional, I listen much more than I speak myself.

Take care,

Siva Prasad
Manager HR

Dear Siva,

Thank you so much for replying. I also want to satisfy all the staff, but I have no idea :(, so please help me! My French manager's goal is to ensure that all the staff respect HR in our company. Tell me more, please. :-)

Sincerely,
Freda

Freda,

Requirements just don't mean monetary satisfaction; it's regarding the project cost, other requirements such as snacks, coffee, tea (office admin works), salaries (HR work), other benefits, leaves, holidays, tours, travels, incentives (personnel dept works), and many other things that you will come to know in the course of your experience. For the time being, just check out what the operations division wants and assess the feasibility with the financial department. Then we will address other matters.

Siva Prasad.

Dear Silva,

Oh... that's very nice of you forwarding me such a meaningful story. Well, Silva, when I was a college student, I started to become more positive and tried to solve problems that I faced. So, you're quite right! Even with difficulties in the HR field, I'll try to do my best! :-)

Wish you all the best!
Silva
Freda

Hi Freda,

"Managerial people can never expect people to respect them." You have to gain respect. For example, how many employees in your organization are below your age and how many are above your age? Could you provide me with your organizational structure? The gaining of respect comes with how strong you are in managing people. Don't worry; you will learn things.

Siva Prasad.

Ah... Dear Silva,

Now you make me clearer.

1. Make a pleasant work environment for them.
2. Check the Accountant to meet their requirements in the maximum aspects.

Ok, dear, I'll do that right now.

Hmm... My idea is to make a form about their opinion of their job, requirements, advice, etc., and then to ask them to fill it in. How do you think?

Best Regards,
Freda

Exactly Freda,

Now you make me more clear.
1. Make a pleasant work environment for them.
2. Check the accountant to meet their requirements in the maximum aspects.

The two steps are fine, but don't take the employee feedback (you said forms, that's actually the feedback form). Now, first, you settle down, spend some time with the job and the staff, and then go for the employee feedback form.

By the way, I am Siva, not Silva.

Dear,

Here's a branch office, and our team is very young. We have four departments:

- Operation Dept: 4 persons (all of them are one year older than me)
- Sales Dept: 1 person (one year younger than me)
- Accounting Dept: 1 person (one year older than me)
- HR & Admin Dept: 1 person (me, 24 years old)

Honestly, in the Operation Dept, the 4 persons are all female, and they don't get along with each other. So, that's another problem that I should solve, right?

Freda

Hi, Dear A,

You mean create a process solution? Oh, I think so as well. Could you please tell me more steps and share more about how you work in this field? Thank you very much.

Wish you all the best,
Freda

Oh poor Freda,

I think that you are living in the world of problems. Never mind, dealing with them is very easy, but keep one thing in mind: never say anything bad about any person to another person. Just listen to everyone. If feasible, conduct a 360-degree performance evaluation once. I think you will learn much more about them.

Since all are of the same age group, there may be some egos prevailing. You can take this to your advantage and mingle with everyone. Don't act bossy for now. Just try to show them that you are there to help solve their problems. Weekly, conduct at least two meetings and discuss everything personal and professional in those meetings. Conduct some interactive games during the lunch break.

Ask everyone to say something about the other employees in the interactive sessions. This will help the employees better coordinate with one another.

The best times for meetings are Monday morning to discuss what they need to do during the week and Saturday to discuss what they have accomplished during the week. This will help us have a clear idea about the progress of work and each employee.

Hope this helps.

Siva Prasad
Manager HR

Hi Siva,

I apologize for the mistake in typing your name. Do you mean not to create the form right now, but to observe their daily job, identify their requirements, and then create the feedback form? I believe that by providing them with the feedback form, they will see and feel that HR genuinely cares about them. What are your thoughts on this?

P.S. I do not have a Yahoo ID, but you can add me on MSN and Skype:

MSN: fredazym1013@hotmail.com
SKYPE: fredazym

Siva, you mentioned the following:
"Now you make me more clear,
1. Make a pleasant work environment for them
2. Check the Accountant to meet their requirements in the maximum aspects."

These two steps are fine, but do not collect employee feedback forms at this moment. First, settle in, spend some time understanding the job and the staff, and then proceed with the employee feedback form.

By the way, my name is Freda, not Silva.

It's okay about my name.

What I meant to say about the form is that the feedback form will be given only after a substantial achievement regarding your work, or if you have spent some time with them, or if you have completed at least three months of your time in the company. The feedback form is issued to check how you have performed till date, but without substantial achievement, I felt like you will face some embarrassment. So take some more time, implement some of the strategies we had discussed and you learned till date, and then issue the feedback form.

Got it.

Siva Prasad
Manager HR

HAHA...sorry, Dear Siva, typed the wrong name for you :oops: Do you mean not to make the form right now, just to observe their daily job and try to find their requirements, and then make the feedback form, right? But I think if I give the feedback form to them, then they can see and feel that HR fairly care about them. What do you think, dear?

P.S. I don't have a Yahoo ID, but I have MSN and Skype. You can add me.

MSN: [Login to view]
SKYPE: fredazym

Exactly, Freda,

(Now you make me clearer, 1. Make a pleasant work environment for them 2. Check the Accountant to meet their requirements in the maximum aspects) The two steps are fine, but don't take the employee feedback (you said forms, that's actually the feedback form) now. First, you settle down, spend some time with the job and the staff, and then go for the employee feedback form.

By the way, I am Siva, not Silva.

Dear Freda,

You have already received some preliminary and basic ideas from the forum, and you can proceed with them. For a better understanding, I am trying to provide you with a brief overview, hoping it will assist you.

01. This is required for job analysis.

First, you should develop a workflow chart outlining your company's activities. This should include how sales are conducted (who formulates policies, how they are implemented), how these sales are reported within your company (to which department and individual), the impact or accounting treatment within the accounts department, and how a sale or transaction is finalized and documented.

02. Create Job Descriptions.

Next, outline the processes of departmental activities. I assume that suitable designations are already established within your company. If not, establish them and then connect human resources with the various departments.

Examine the work relationships (referring to the workflow chart) and then proceed to draft job descriptions for each staff member in your company.

I hope this information proves valuable to you. If it proves effective, please contact me, and I will be glad to offer further assistance.

I have studied various HR topics and have applied theories using my own methods. This is a part of my own approach to managing HR within my company, and both my management and company staff (more than 50 employees) are satisfied with my work.

Thank you!

Md. Mushfiqur Rahman

Siva,

I'm sure I never say anything bad to others, especially when I realize I'm the HR. Honestly, we have no meetings (amazing?), I guess my branch manager doesn't like meetings but is active. So, dear, how can I organize the meeting and how should I start it? What if the staff say nothing in the meeting?

Freda

One thing Freda, "NO MEETING, NO BUSINESS". Meetings are a very important job activity of an HR manager. A lot of my problems will be solved in meetings. About the process of meeting arrangement, prepare an agenda, prepare minutes, send a circular asking everyone to meet in the conference room (if no conference room, ask them to meet in the HR room). At the scheduled meeting, explain the importance of the meeting to everyone and explain that there will be a meeting every week as planned. Explain what will be discussed in the meeting. Convince your Branch Manager to organize a meeting first. Even he needs to participate in the meeting. Starting the process of arranging meetings at regular intervals will be a bit difficult initially, but once you start, the process will go on easily.

Siva Prasad Manager HR

Dear Freda,

If you were in my position, what subject should be discussed during our first meeting?

My thoughts are as follows:
1. Explain the importance of the meeting.
2. Inform everyone that we will have routine weekly meetings.
3. Set goals for the week and discuss how to achieve them.
4. Exchange operational problems, including pricing, costs, and customer issues.

Do you have any additional suggestions, dear? I believe these meetings should be led by the branch manager as I am relatively new to the company (2 months) and am of a similar age to my colleagues. I fear that if I were to lead the meeting, it may not be effective.

Freda

"One thing, Freda, 'NO MEETING, NO BUSINESS,' meetings are a vital job activity for an HR manager. Many of my problems are resolved during meetings. Regarding meeting arrangements, prepare an agenda, minutes, and send a circular asking everyone to gather in the conference room. If there is no conference room, suggest the HR room. At the scheduled meeting, emphasize the importance of these gatherings and the weekly meeting schedule. Convince your branch manager to lead the first meeting and participate in all subsequent meetings. Initially, organizing regular meetings may be challenging, but once you commence the process, it will become more manageable.

Siva Prasad
Manager HR"

No, again your 1, 2, 4 points are okay, but you should not discuss goals at this point. Check the work progress during the initial meetings, and based on the output, let them decide what they can achieve better (ask them, "What are you planning to achieve this week?").

General meetings should be organized by the BM, but you can organize an HR meeting on your own. However, before doing so, seek the opinion of the BM, and I am sure he will approve the meeting.

When HR calls for a meeting, every person, regardless of their age or designation, will attend the meeting. If you can demonstrate your capabilities in the first meeting, consider yourself successful. So, stop worrying and start taking action in organizing a meeting.

Good luck. Siva Prasad.

Ok, dear. I'm about to discuss this (meeting) with my BM, and later if any problem arises, I'll contact you, Siva. I remember you said you started from Administration, right? I graduated from university last year, and my first job was Manager Assistant and Administration. I quit that job this May. Not that I don't like the position, but I don't feel my manager is a good person.

Dear, tell me:
- The relationship between HR and Admin,
- How about your daily job?
- Does it mean, if we expect to be successful, we have to work overtime?

Freda

Freda,

Now, that's a big question. HR duties, you know - but admin relates itself to different areas: facilities, office, housekeeping, documenting, upkeeping of office goods (maintenance), and looking after the security areas (managing all the above said areas in a small organization).

My day-to-day activities include:
- Checking emails
- Calling specially skilled candidates for interviews or organizing the recruitment team to do so
- Communicating with team leaders to understand their requirements
- Discussing with senior management to understand and work on their needs
- Reviewing job portals
- Managing candidate leaves and more

It's not important what other HR professionals are doing; what's crucial is focusing on the tasks specific to your functional and industrial areas.

Siva Prasad

Hi,

Thank you for your reply.

Regarding your question about building an HR policy, it does imply creating some regulations which may cover work instructions, leave regulations, and so on.

Freda

Dear Siva,

Now new questions have arisen:

- How can we make the meeting more active? What if staff are too shy to share and discuss during the meeting?
- My Branch Manager is a kind and friendly person; he is very considerate to everyone, and we do not feel intimidated in front of him. However, the issue is that after asking staff, "What are you planning to achieve this week?" and they have planned, in reality, they do not follow through with their plan because they perceive the Branch Manager as very kind, leading to a lack of concern if they do not follow or achieve their weekly plan.

Freda

SivaprasadHR wrote:
Freda,

Now, that's a big question. HR duties, as you know, are related to various areas, while admin is linked to different aspects such as facilities, office management, housekeeping, documentation, maintenance of office supplies, and overseeing security (managing all these aspects in a small organization).

My day-to-day activities include:
- Checking emails
- Contacting specifically skilled candidates for interviews or coordinating with the recruitment team for candidate communication
- Engaging with team leaders to understand their requirements
- Discussing with senior management to understand their needs and addressing them
- Reviewing job portals
- Managing candidate leaves, and the list continues.

It's not crucial to know what other HRs are doing; what matters most is focusing on the tasks you should be working on, considering the differences in our functional and industrial areas.

Siva Prasad.

Freda,

The meetings can be more active by making them interactive instead of one person speaking while others listen. Add some lively, motivating stories, and try to make them comfortable.

For your second question, your BM may seem like a soft guy, but by observing employee performance regularly, you will identify who is underperforming. You need to discuss their performance with them, explaining how it can impact their appraisal and motivating them to perform better. Always approach the conversation as if you are on their side, providing hints and suggestions.

Check out,
Siva Prasad.

Dear,

I'll go home now. I'm very appreciative you helped me so much! And I had a nice day talking with you!

Siva, I wish you have a good afternoon and good night soon :-) See you tomorrow. Take care, Freda.

Good morning, Siva. I wish you a nice day. Yesterday before off work, I told my BM about the routine meeting, and it seems he's interested in that! :) So, I told him that I'll plan it to be more feasible and available and then act on it. How do you think? Freda

Dear Freda,

I am also working for the freight forwarder, as you do. Normally, people fail to understand the roles that each person is playing and consider others' jobs inferior to their own. We have developed an orientation for each person. For example, the accounts person undergoes work training in other documentation and operational departments, works with individuals at the port and CFS to understand the work conditions. Similarly, operational staff are trained about overall accounting, the need to support certain documents, and the justification of expenses. Once we are able to help each other understand the roles of others, the gap between the two departments begins to fade. Another strategy is to hold regular joint meetings between departments to discuss and resolve work issues and follow up on progress.

Thanks & Regards,
Amal Shere

My current profile with my new firm involves structuring the total HR policy, resolving departmental issues, setting job responsibilities, and establishing HR practices across our companies in the group.

Thanks & Regards,
Amal Shere

Good Morning, Siva. How are you doing?

Yesterday, I talked with my BM face to face about the routine meeting, and we planned!

In our view, in the first meeting, all the Operation Dept. staff should attend. And we'll have three points to discuss:
1. the vendor
2. one week's work
3. problem sharing
The significant part is the "Vendor" (the important part of our business). During the meeting, the BM will speak in English, and I'll explain in Chinese to all the staff, and then give them the paper to sign and read. After the meeting, I'll send them the email to confirm.

Dear, how do you think? Kindly tell me your opinion!

Sincerely, Freda

Hi Freda,

In most of the meetings (for the first time meeting), we will bring in fewer business details and more employee satisfaction and motivational programs, such as: checking out their requirements, promising them a better future and prospects, explaining the company goals, and asking them how they can be achieved better in their own words so that they can feel a sense of accomplishment. Also, discussing when and how the future meetings will take place (frequency of meetings, their regularity, meeting concepts, how employees need to be prepared for the meetings, what will be discussed on Monday mornings and weekend evenings).

To start, ask how everyone feels about the company and about one another. This will help them understand each other as well as the company.

Check them out, and if this is not sufficient for the first meeting, I will add some more.

Siva.

Dear Siva,
How are you doing these days?

Today we start our first routine meet, and it goes well. Let's discuss and share problems. I have received a mission from our headquarters; I need to establish working rules for our branch office by the end of August 2007. Could you kindly provide your advice and some examples of working rules? Thank you very much! Wish you all the best!

Awaiting your reply.

Sincerely,
Freda

Hi Freda,

Can you please be clearer about your requirements? What specifically do you need: role and level descriptions, workflow, or process flow? I believe I can assist you if you provide me with a clearer picture.

Thank you.

Dear,

Well, I mean the whole working rules, including leave/holiday... (all). So I would appreciate it if you could help me.

And, Siva, see our meeting going well, so what's the next step I can take?

Thank you.

Sincerely,
Freda

Dear Siva,

How are you? Did you receive my last email?

Well, now I have received another mission, which is to create leave rules for our branch office. Let me explain our situation, Siva.

Every staff member who has worked in our office for one year will receive 15 working days of holiday each year. The issue we are facing is that all colleagues are requesting leave each week for various reasons (sickness, outside learning, personal matters, etc.). Our Branch Manager is quite annoyed by this as almost everyone asks for leave each week, and some staff members exceed the 15-day limit.

For example, yesterday, a staff member requested leave for about one hour every Tuesday and Thursday to attend an outside class, even though she had already used her 15 working days of holiday last year. Consequently, our Branch Manager does not approve of her leaving one hour early on Tuesdays and Thursdays, although she needs to attend the class.

So, Siva, as you can see, I need to find ways to address this situation, right?

Should I separate the 15 working days of holiday from their leave days?

Here is what I propose:

- If a person has already used their 15 working days of holiday last year, they are entitled to the following rights until the end of this year:
1. They can request less than 2 hours of leave per week (except for sick leave, family emergencies, etc.).
2. They can request less than 9 hours of leave per month (except for sick leave, family emergencies, etc.).

- Any individual who has not utilized their full 15 working days of holiday can apply for leave until it is exhausted. Sick leave will not be counted in the 15 days of holiday entitlement.

- If someone requests leave or to attend an outside class more than twice a week, they must provide certification.

Dear Siva, do you think this approach is suitable? It's quite challenging, and I'm feeling confused. Additionally, our office is small, and I want to keep the leave rules simple.

Please assist me, Siva. Any additional advice is greatly appreciated. Thank you very much!!

Sincerely,
Freda

---

Hi Freda,

In most meetings (especially for the first time), we tend to focus less on business details and more on employee satisfaction and motivational programs. For instance:
- Understanding their needs
- Promising them a better future and growth opportunities
- Explaining the company goals and seeking their input on achieving them
- Setting expectations for future meetings, their frequency, and content

To start, gauge everyone's feelings about the company and each other, fostering better understanding and unity.

Review these points, and if they are insufficient for the first meeting, I can provide additional insights.

Siva.