• Vasudevan

    Creating a shared vision for the outcome of collective endeavour of the whole Organisation, through an LSIP to FSC has enabled many Indian Organisations tilt the scales to more productive engagement, creative contribution and better work satisfaction.
    Downsizing creates anxiety, delegation makes managers lazy and laid back. Excite them with new projects or take up a community / society development CSR project involving the idle members, hey start working and find work to do tool…

  • http://www.talenttalks.com/ TalentTalks

    Chris – While I appreciate the outline of action items you provided and agree these are areas where HR should be contributing to an organization, I’m struggling to make the connection to the original “problem.”

    The “problem” I detected is that the CEO by the nature of his observation and reaction appears to have a command and control mindset and antiquated managerial mentality based on a butts in chairs = productivity. It seems that his expectation is for the HR leader to function as the “get back to work” and “stop goofing off” police. And, worse, the HR person is taking action as a “yes person” follower of the CEO rather than a rational business person / functional leader interested in understanding concerns before leaping to conclusions.

    Maybe the employees were goofing off or maybe they were just taking a breather. Either way, I didn’t notice any recommendation for HR to examine the situation from a (bigger picture) cultural perspective and ask the CEO to do the same.

    Further, if someone (CEO or otherwise) demanded to know “what I was going to do about this” related to that type of situation, my first thought would be why are you bringing this to my attention rather than the accounting manager, CS department director or perhaps COO or CFO? Why is this automatically deemed an HR issue and not a managerial / leadership / communication opportunity within the immediate environment? Obviously, I’d offer HR support, if needed, but let’s put the accountability where it belongs first before launching into an entire production of revamping HR’s role to fix it.

    Finally, I’d prefer to leave pieces of furniture out of the equation, but IMHO blindly taking orders and jumping to implement “solutions” without first investigating a complaint is not the way to build credibility with a CEO or anyone else in the organization. The initial example may or may not have required any of the interventions suggested and there is nothing wrong with doing any of those items. But it comes across as if HR is to assume the CEO’s assessment and opinion of what he saw was accurate without question…

    ~KB @TalentTalks:disqus

  • Florence Smith

    I’m detecting a theme this week in many of the posts I have seen. It all comes down to managing expectations and appearances can be deceiving.. The HR manager is not really in a position to manage expectation, but they can pass on the observation to the appropriate person. Care must also be taken in the handling, just in case some of the employees were actually engaging in online research or idea generation for a company project. That would need to be communicated back up the ladder.

  • Robert DeProspo

    I like your conclusion. Problems are usually nothing more than opportunities in disguise. Good article.

  • http://ladyatheist.blogspot.com/ LadyAtheist

    Managers need to know that they can crack down if necessary without worrying that HR will crack down on them. Everyone is afraid of a lawsuit, and you could lose a lawsuit if person A isn’t treated the same as person B even if they report to different supervisors. HR is supposed to set the standard so nobody feels they’re being picked on unfairly when they are reprimanded. Whether they deserve it or not is irrelevant if every other manager ignores the rules and lets employees get away with nonsense.