Complaints? No! Insights
Why is it that any time somebody presents a situation you think that they are complaining and are upset? Why on earth does the word "upset" come to you so easily?
You - any lucky, blessed manager or leader who escaped any upheaval of any sort despite low morale - have not lived what the word "upset" would mean to employees. By the way, they are too scared of retaliation to show you that they are upset. Sad thing. And, no, you have not seen a large group of employees coming to your office to complaint about the leadership style in the organization. You have not lived one single meeting with unhappy union representatives. You have not seen one single senior executive walking out of the board meeting. You have neither seen nor heard some of your employees telling a corporate leader that your favorite partner is "worthless." You have always defused any attempts of complaints by giving empty promises and counting on fear of retaliation. That is unfortunately your overwhelming power. You are lucky that you do not really know the meaning of the word "upset". And you are very lucky to benefit of the coaching of an extraordinary Corporate Employee Relations Director.
Things are not perfect. It is the nature of situations, correct? It only means that processes can be improved. A static organization would not survive. As a matter of fact, an organization that consistently dismisses employees' inputs would not survive.
Granted that there is a vast difference between the controlling power of a divisional and that of a corporate leader; the issue at stake remains that communication needs to be open and transparent. If employees cannot bring their insights or inputs to their leader at the divisional level, what would their next option be? Logically, pick up the phone and address the issues to the concerned corporate leader? But, in worse case scenario, if employees in a divisional organization have no access to any contact information how would they do that? Very few would dare going to "higher hierarchy". Some would call DOL or OSHA. The fact is that the major difference between a divisional and corporate leader is the ability of the later to think strategically. Some divisional leaders seem to be unable to move beyond tactical viewpoints despite their promotions with impressive titles.
So, there we are. Some distressed employees make a call. Some call corporate leadership. Some others call government agencies. The results? Employees are fired. "Free-minded" executives are called to resign. Responses are posted. Correctional steps are taken regarding OSHA violations. But divisional leaders would steadily be staying in their positions. Why? Because they get the needed results . KPI? Sometimes, all is about metrics, with a blind eye turned on HR metrics. Unique situation? Doubtfully so. Linkages and correlations between factors are often conveniently overlooked.
Insights are not complaints. Take them into consideration. Have an open mind. Pass the message. Embrace true leadership.
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| © 2013 AR_HRCom Insights |
Things are not perfect. It is the nature of situations, correct? It only means that processes can be improved. A static organization would not survive. As a matter of fact, an organization that consistently dismisses employees' inputs would not survive.
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| 2008 SHRM Foundation |
A Blind Eye on HR Metrics?
Granted that there is a vast difference between the controlling power of a divisional and that of a corporate leader; the issue at stake remains that communication needs to be open and transparent. If employees cannot bring their insights or inputs to their leader at the divisional level, what would their next option be? Logically, pick up the phone and address the issues to the concerned corporate leader? But, in worse case scenario, if employees in a divisional organization have no access to any contact information how would they do that? Very few would dare going to "higher hierarchy". Some would call DOL or OSHA. The fact is that the major difference between a divisional and corporate leader is the ability of the later to think strategically. Some divisional leaders seem to be unable to move beyond tactical viewpoints despite their promotions with impressive titles.
So, there we are. Some distressed employees make a call. Some call corporate leadership. Some others call government agencies. The results? Employees are fired. "Free-minded" executives are called to resign. Responses are posted. Correctional steps are taken regarding OSHA violations. But divisional leaders would steadily be staying in their positions. Why? Because they get the needed results . KPI? Sometimes, all is about metrics, with a blind eye turned on HR metrics. Unique situation? Doubtfully so. Linkages and correlations between factors are often conveniently overlooked.
Insights are not complaints. Take them into consideration. Have an open mind. Pass the message. Embrace true leadership.
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