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I am on bench from 1 nov 2022. I am PA.
I joined Infosys 5 days back. I want to leave because the project allocated to me is not matching to my skill set. When i asked same thing to my hr , they informed me that I will be getting kr for that. What should I do now?
Will abscond a good idea or something else. Please help. Infosys
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Chief
I would ask the manager how many times they've actually spoken to the employee about their performance. I'm dealing with that now -- a manager who thinks "documentation" is merely a list of the employee's misdeeds rather than a record of the times they actually spoke to the employee about their performance and how it needed to improve.
I'm close to retirement, and I frankly am sick and tired of these managers. You want the big bucks that come with being a leader? Then learn how to freaking lead and give your employees an opportunity to improve before you fire them.
Chief
Two things in reply:
I do NOT tell managers that I am sick and tired of them. I just coached the manager who fired someone without ever having told her that she was screwing up. That's going to cost us a settlement.
HR does not hire people. We do the paperwork after the HIRING MANAGER selects one of the candidates, unless there's some mass hiring event and the company doesn't care if there are 20 losers out of the 100 they mass hire. In my 34 years in corporate HR at about 14 different companies, I have never been the person who selected any candidates unless they were going to report to me. That's at companies from 3 employees to half a million (literally) employees globally. At the company with three people, I was the third, and my job was to build the staff, but all I did was present candidates to the hiring managers and THEY selected them.
This is such a basic issue albeit ambiguous. As an HR Manager you should be able to effectively advise. What does the manager want to do? What are the specific issues and how have those been previously addressed? Is it an ability issue? A willingness issue? Is it a training issue? Has the employee been coached? What is the employee’s record of performance reviews? Progressive corrective action started?
That is much more professional advice. I hope the HR manager pays attention.
HR 101: if it isn't written down, it never happened. There needs to be a formal process with documentation started.
Nasdaq 1. Documentation and formal process are not the same thing. Coaching conversations should still be documented as a record of what was said and when. The goal of all of this is to hopefully illicit positive change and have the individual metamorphize into the ideal employee you want them too. But if they don't and you need to go down that dark road, you need the documentation to show that you have tried everything you can to help the employee be their best. If you aren't writing it down, then you are literally starting from scratch having to now document those conversations to justify the inevitable termination. If you don't write it down, it never happened. Ask any lawyer, they'll tell you that.
Pro
Ask the Manager what they want to do.
The situation that was described offers nothing to go on as to formulating a solution.
Are they wanting to terminate?
Do they want advice on coaching techniques?
Do they want to place the person on a PIP?
Do they want to begin documenting the performance issues?
Have they enjoyed a McRib recently?
Rising Star
No disagreement on a PIP; I just floated it as an example of the OP missing some additional context for us to offer meaningful support.
A never ending issue. A prerequisite course on basic mgmt needs to be mandated to new managers. Else it fall on the shoulders of HR to "pull rabbits from a hat".
First find out why they are not performing, if it has to do with medical, even a hint then ADA or FMLA may be an option. When there isn't documentation I would ask the leader start the process to end up on a PIP if needed.
I would have the manager have a one on one with the employee to go over expectations of the job, retrain and track PI to see if improvement is being made.
Chief
I would start documenting from today rather than trying to recreate the past. Without evidence, it is difficult to support any formal process fairly.
Excellent responses here. I would add that you as the HR Manager need to train your managers how to document and work with you as the HR professional to handle performance/attendance issues. No employee should be terminated without HR input/assistance.
Full investigation. What are the concerns? What has been communicated to the employee? How long has the employee worked for the company? How long have these issues gone on?
In parallel I would look to see if there were any ADA, FMLA or eeo type of allegations from the employee.
Having more information then helps you to decide the next steps.
In addition to this particular employee, this needs to be done across the board. It can't just be used when you want to get rid of an employee, but as a consistent process in all departments,