Hi Friends,
I am sure that in citehr forum, there are many who are heading the HR departments in their organisations. We always talk about the organisation, its human resources, committment etc., Does we have any responsibilities towards our own subordinates in our department? I am sure you all have! Can you all share your views, ideas and doings about your subordinates?
I request all the HR heads who are in the forum put forward their views. I feel by doing this we can educate, fill the minds of the junior executives about what they can look forward from their bosses!
Hope you will all share your views!!
-Srinaren
From India, Bangalore
16I am sure that in citehr forum, there are many who are heading the HR departments in their organisations. We always talk about the organisation, its human resources, committment etc., Does we have any responsibilities towards our own subordinates in our department? I am sure you all have! Can you all share your views, ideas and doings about your subordinates?
I request all the HR heads who are in the forum put forward their views. I feel by doing this we can educate, fill the minds of the junior executives about what they can look forward from their bosses!
Hope you will all share your views!!
-Srinaren
From India, Bangalore
HI Srinaren,
This is a great one.
My style of developing my subordinates is :-
1. Give/share my work challenges ask them to recommend ideas or practices and give them due credit in my reports to Top Management.
2. Ask them to handle the responsibilties which is normally handled by me like compensation negotiation with candidates in my presence where i would be a silent spectator. After the meetings tell them as how they could have handled the situation in a better way;mentoring.
3. Ask them as how they would like to do the work assignment and back them in implementation. Just recently i asked my no.2 as how she would like to organize the office party on the occassion of X-mas - she recommended that we have a party on the boat at Gateway of India - that's what we doing..helped her out in nitty- gritty of the planning.
4. Share your learnings and challenge them to think differently.
It is said that when you share..you learn more!
Unfortunately, most HR professionals are typically like to do all the work thereby lose the power of effectiveness and generally have the tendency to clamp up the information in a fear that they would "occupy" his position. I beleive this fallacy prevents them to move up the value chain of profiles.
Regards,
Rajat Joshi
From India, Pune
This is a great one.
My style of developing my subordinates is :-
1. Give/share my work challenges ask them to recommend ideas or practices and give them due credit in my reports to Top Management.
2. Ask them to handle the responsibilties which is normally handled by me like compensation negotiation with candidates in my presence where i would be a silent spectator. After the meetings tell them as how they could have handled the situation in a better way;mentoring.
3. Ask them as how they would like to do the work assignment and back them in implementation. Just recently i asked my no.2 as how she would like to organize the office party on the occassion of X-mas - she recommended that we have a party on the boat at Gateway of India - that's what we doing..helped her out in nitty- gritty of the planning.
4. Share your learnings and challenge them to think differently.
It is said that when you share..you learn more!
Unfortunately, most HR professionals are typically like to do all the work thereby lose the power of effectiveness and generally have the tendency to clamp up the information in a fear that they would "occupy" his position. I beleive this fallacy prevents them to move up the value chain of profiles.
Regards,
Rajat Joshi
From India, Pune
Hi Rajat,
It was a great feeling when I realised that you have posted your views on the subject. I felt as if we have our thoughts and views in the same frequency when I went through your view.
Whatever people say, they will have the fear of somebody lower to him will occupy his seat! And as you rightly said this fallacy prevents them to move up the value chain of profiles.
I posted this topic with a particular and specific purpose. I wanted all the senior managers to speakout so that the juniors will know exactly what they look for from their seniors/superiors so that they can also take some initiative to learn or ask for a reasonable share of what their bossess are doing.
My only concern in how many seniors will respond and post their views on this subject! I sincerely hope many will respond so that there will be some useful and healthy discussion on this subject.
To make our life easy, we have to develop our second line of people. In fact I insist even my second line people to pass on the same to their subordinates so that they will also get uplifted in their work.
Thanks for your views.
-Srinaren
From India, Bangalore
It was a great feeling when I realised that you have posted your views on the subject. I felt as if we have our thoughts and views in the same frequency when I went through your view.
Whatever people say, they will have the fear of somebody lower to him will occupy his seat! And as you rightly said this fallacy prevents them to move up the value chain of profiles.
I posted this topic with a particular and specific purpose. I wanted all the senior managers to speakout so that the juniors will know exactly what they look for from their seniors/superiors so that they can also take some initiative to learn or ask for a reasonable share of what their bossess are doing.
My only concern in how many seniors will respond and post their views on this subject! I sincerely hope many will respond so that there will be some useful and healthy discussion on this subject.
To make our life easy, we have to develop our second line of people. In fact I insist even my second line people to pass on the same to their subordinates so that they will also get uplifted in their work.
Thanks for your views.
-Srinaren
From India, Bangalore
Hi Srinaren
First of all thanks a lot for starting such a great topic. It definitely would be learning experience if all seniors put their ideas or style of working.
Secondly, thanks to Mr. Rajat for sharing his idea. It is indeed a good way of working.
Regards
Sujata
From India, Faridabad
First of all thanks a lot for starting such a great topic. It definitely would be learning experience if all seniors put their ideas or style of working.
Secondly, thanks to Mr. Rajat for sharing his idea. It is indeed a good way of working.
Regards
Sujata
From India, Faridabad
Hi Srinaren,
This is a very interesting topic, thanks for starting this.
I would like to say what Rajat has shared can really work as an example for those who are insecure.
We donot have a big HR department in India, it is just the team of three people.
I make sure that I give them enough authority which goes hand in hand their responsibility. Even our Sales guys have the authority to take decision related to few lakhs ruppes. I consider authority of taking decision at all the levels is very important.
Open and clear communication is very very important. Where many people talk of transparency but are not able to walk the talk, I make sure of doing that.
Give them chance to commit mistakes and then let them learn from this, it can be called mentoring.
There are many more things, I'll share in next mail.
Regards,
Archna
From India, Delhi
This is a very interesting topic, thanks for starting this.
I would like to say what Rajat has shared can really work as an example for those who are insecure.
We donot have a big HR department in India, it is just the team of three people.
I make sure that I give them enough authority which goes hand in hand their responsibility. Even our Sales guys have the authority to take decision related to few lakhs ruppes. I consider authority of taking decision at all the levels is very important.
Open and clear communication is very very important. Where many people talk of transparency but are not able to walk the talk, I make sure of doing that.
Give them chance to commit mistakes and then let them learn from this, it can be called mentoring.
There are many more things, I'll share in next mail.
Regards,
Archna
From India, Delhi
Hi Archna,
Thanks for your response. In fact I was wondering what had happened to you, Shyamali, Prof. Lakshman, ...... etc., who are the pillars of citehr forum! I started this so that the seniors have a soul search and mend their way of working if they are feeling insecure and let the juniors who really have ambition and drive, come up in the careers. I recollect what Mr.Rajat has said in his view - THE MORE YOU SHARE , THE MORE YOU LEARN.
My only request to the seniors to be bold and come out with their views, comments on this topic so that all the myths are done with and some positive transformation happen in the HR world.
-Srinaren
From India, Bangalore
Thanks for your response. In fact I was wondering what had happened to you, Shyamali, Prof. Lakshman, ...... etc., who are the pillars of citehr forum! I started this so that the seniors have a soul search and mend their way of working if they are feeling insecure and let the juniors who really have ambition and drive, come up in the careers. I recollect what Mr.Rajat has said in his view - THE MORE YOU SHARE , THE MORE YOU LEARN.
My only request to the seniors to be bold and come out with their views, comments on this topic so that all the myths are done with and some positive transformation happen in the HR world.
-Srinaren
From India, Bangalore
Hi!
I am a little late with this.
I would only do two things for my subordinates, and not more. (I am a little lazy I guess
:twisted::twisted::twisted::twisted::twisted:
:twisted::twisted::twisted::twisted::twisted:
:twisted::twisted::twisted::twisted::twisted:
:twisted::twisted::twisted::twisted::twisted:
:twisted:)
1 Empower them to take decisions.(Mentor them, coach them and do whatever it takes to ensure that they have the knowledge; understanding and the skills to ensure that the things happen; let them be creative; take away bureaucracies and red tape;)
2 Take care of their well being.(Give them a happy place to work in;Happy people are productive people; they discharge positive energy in the environment; they can synergise beautifully)
Regards,
Shyamali :twisted:
From India, Nasik
I am a little late with this.
I would only do two things for my subordinates, and not more. (I am a little lazy I guess
:twisted::twisted::twisted::twisted::twisted:
:twisted::twisted::twisted::twisted::twisted:
:twisted::twisted::twisted::twisted::twisted:
:twisted::twisted::twisted::twisted::twisted:
:twisted:)
1 Empower them to take decisions.(Mentor them, coach them and do whatever it takes to ensure that they have the knowledge; understanding and the skills to ensure that the things happen; let them be creative; take away bureaucracies and red tape;)
2 Take care of their well being.(Give them a happy place to work in;Happy people are productive people; they discharge positive energy in the environment; they can synergise beautifully)
Regards,
Shyamali :twisted:
From India, Nasik
Well...I have a team of seven people and for me the first thing is to make them so comfortable that they can have confidence in me...they can trust me.
Then comes...day-to-day motivation. That I do by removing their fears, doubts and insecurity of any kind.
Giving them Challanges...giving them opportunity to grow...that I do by giving them challanging assignments; sending them for trainings and seminars.
Another thing...I do is that...during the days, when I am under pressure...or I am upset....or I am tensed...I don't pass that to those people.
I try to coach them...to mentor them...in their work and life...but don't tell them this like...."I am your Guru" etc etc. My only lesson to them is..."Think Logical"..."Be Perfect in your Basics" (whether at work or in life) and "Learn from your Experiences"
I am not able to think anything else. I will edit this comment...if I recollect anything more.
Regards
Sanjeev Sharma
From India, Mumbai
Then comes...day-to-day motivation. That I do by removing their fears, doubts and insecurity of any kind.
Giving them Challanges...giving them opportunity to grow...that I do by giving them challanging assignments; sending them for trainings and seminars.
Another thing...I do is that...during the days, when I am under pressure...or I am upset....or I am tensed...I don't pass that to those people.
I try to coach them...to mentor them...in their work and life...but don't tell them this like...."I am your Guru" etc etc. My only lesson to them is..."Think Logical"..."Be Perfect in your Basics" (whether at work or in life) and "Learn from your Experiences"
I am not able to think anything else. I will edit this comment...if I recollect anything more.
Regards
Sanjeev Sharma
From India, Mumbai
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals.
KRA Head of HR.xls
Head of HR.doc
The Challenge of hiring and retaining women - An interview with Head HR eBay.08.pdf