In many organisations , especially within the traditional style of operations,. HR sometimes plays the role of a destroyer, then a team builder. Personal grudges, personal expectations, , personal issues are mixed up with professional decisions, leading to unfair and unjust actions against employees.
Typically, leadership receives advice from direct reports and may not be aware of any wrongdoing for a while. I am looking for opinions on this matter . How can leadership in larger organizations be more connected to people so they are aware of such wrongdoings? How should they react to such revelations? What are the correctional methods or strategies in these cases?
The leadership should address the issue directly, reiterate the importance of professionalism and adherence to policies, provide training if necessary, and possibly consider reassigning responsibilities or taking disciplinary action depending on the severity of the situation.
Servant leadership can address HR personnel's personal opinions and issues by fostering a culture of growth, investigating the situation, providing training, implementing clear policies, monitoring the situation regularly, and supporting disciplinary action if necessary. This approach promotes a healthy and productive work environment by prioritizing employee needs, addressing the issue, and ensuring fairness and impartiality in decision-making. It also ensures a professional and fair workplace environment.
Always begin with a thorough investigation of the allegations or observations. Gather relevant evidence, including documented incidents, reports, and witness statements, to understand the extent and nature of the problem. Identifying and addressing any underlying issues contributing to biased behavior or personal conflicts within the HR team is also necessary.
When leadership discovers that HR personnel are acting on personal opinions and personal issues with employees, it is critical to take steps to address the situation effectively. For example, some key actions leadership should consider: Listen to their concerns and get details about interactions with HR staff; Look for patterns of behavior and determine if there is a solid basis for the accusations; Take appropriate disciplinary action, which may include verbal or written reprimands, mandatory training, or even termination in serious cases; Clearly define behavioral expectations for HR staff and establish a formal process for filing complaints; Follow up with affected employees
If leadership acts within the laws of the country, in line with the strategy agreed with stakeholders (also employees) and in good faith, HR should support them fully. If not, leadership misbehaviour should be escalated - if necessary to the Board (or, in serious mismanagement, to legal authorities).
But when HR indulges in gossiping or becomes a "trade union from within", subtly undermining company culture, employee motivation and/or leadership efforts, the strongest possible action should be taken against them because they are appointed in positions of trust.
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