Help What did I do Wrong?
yrunvus
13 Posts
Today I was notified by my supervisor that I as HR have overstepped my authority by listening to the employee complaints & problems. To explain this better, my agency has an open door policy which outlines the chain of command (i.e start with supervisor, then move up the ladder. etc. etc.). Well I was told that I failed to follow the chain of command by listening to the employees problems.
I explained to management that I do let the employee know that they must follow the chain of command when they have a work related problem. But I still listen to the problem. I even go on to explain to the employee that even if they tell me but state that they don't want to go talk to their supervisor that I will let the supervisor know that they came to see me about a work related problem. So it would be easier if they talk with their supervisor first.
But I don't cut them off because I need to listen to what the problem is to decide if it something I should handle. Management has told me that when an employee comes to my office that before they even open their mouth I should start my little speech about the chain of command.
Some people just want to come show me pictures of their babies or talk about problems they might be having in school etc. The problem is that the employees will not talk to management at all and I do mean at all. Annualy I conduct an employee survey and every year the employees talk about how management is unapproachable. I have notified management of this but they don't seem to care.
But here's the catch. Management can come into the office and tell me about the problems they are having on the job and they have supervisors that they report to also. They can come in and tell me about the divorces etc. and I am not supposed to stop them and tell them I can't help them and they need to go speak with their supervisor. When I mentioned this to them I was told its different because they are management.
I'm I the only one experiencing this at work? Any advice you can give me on this matter would be much appreciated. Also if your wondering my job description does allow me to counsel the employees on work related issues, etc. Go figure!
I explained to management that I do let the employee know that they must follow the chain of command when they have a work related problem. But I still listen to the problem. I even go on to explain to the employee that even if they tell me but state that they don't want to go talk to their supervisor that I will let the supervisor know that they came to see me about a work related problem. So it would be easier if they talk with their supervisor first.
But I don't cut them off because I need to listen to what the problem is to decide if it something I should handle. Management has told me that when an employee comes to my office that before they even open their mouth I should start my little speech about the chain of command.
Some people just want to come show me pictures of their babies or talk about problems they might be having in school etc. The problem is that the employees will not talk to management at all and I do mean at all. Annualy I conduct an employee survey and every year the employees talk about how management is unapproachable. I have notified management of this but they don't seem to care.
But here's the catch. Management can come into the office and tell me about the problems they are having on the job and they have supervisors that they report to also. They can come in and tell me about the divorces etc. and I am not supposed to stop them and tell them I can't help them and they need to go speak with their supervisor. When I mentioned this to them I was told its different because they are management.
I'm I the only one experiencing this at work? Any advice you can give me on this matter would be much appreciated. Also if your wondering my job description does allow me to counsel the employees on work related issues, etc. Go figure!
Comments
Separating management from non-management like this is such a kiss of death. If you are not in a union environment, this is a sure way to pave the way for local such and such to break down the door.
I suggest your managerial staff get a clue as to how dysfunctional their attitudes and behavior are and might even suggest you see if you can find a psychologist who makes house calls.
Good luck. Nice to know there's a company out there whose managers are more clueless than mine. x;-)
(note: This is only one person's opinion, but it's mine. It is not intended to offend anyone. It's based solely on what I infer from the posted question. It could be wrong or it could be right. If you have an opinion different from mine, voice it rather than challenging mine.)
There are some other issues here that I'm sure you all can figure out. I'm 20 years younger than my boss. I was the first HR person this agency has had. Previous person was a social worker. They actually had her sitting with the employees conducting HR business. Needless to say nothing was confidential. In other words the CFO and the CEO pretty much told her what they wanted her to do when disciplining employees.
When I came on board I requested an office and although I was there to support and it took me two years to get the staff to trust me. I mean any time I called to speak to an employee they would always ask me if they were in trouble. I would only be calling them about their benefits, etc.
But yes the resume is being sent out daily. Thank you all for responding. I appreciate it very much!
I guess you can try to educate your supervisor, but I doubt it. His primary purpose in life is to NOT rock the boat. Kinda like mushroom management.
The email stated that now that we are in fact hiring a 4th person in less than one year we really should take a look at some of the problems in the billing department. I don't know maybe I overstepped my boundaries by sending it by email. Yes that could be it.
Well needless to say the CEO and CFO had to take action now. But my efforts ended making them angry at me. To make a long story short I was told I was being put on a 30-day PIP (smile) for overstepping the boundaries of my position. Yes its true!!!!
I think they felt I was trying to take control over the situation, when in fact I thought I was trying to help by at least giving them documentation. Now I've been here 3 years and we have trying to clean department up for all three of those years. The employee complaints have been brought to managements attention before and quick fixes have taken place that last about a week and then its back to business as normal.
Just a note the supervisor of the billing department is the CFO who is my direct boss. This is a person who tells me almost daily that she has 15 years experience in HR (smile).
Sorry this is so long. I had lots to say. Finally I did pass the PIP (document) along to attorney for review and they laugh.
What was the quick fix? Some more info would help us answer your questions?
Thanks for the words of encouragement and advice. It is very much appreciated.
Yes, it does sound as if your agencies has some real issues, and yes, it sounds as if you have probably been accurate in identifying where they are stemming from.
If you reported directly to the CEO your actions would have been appropriate.
Hindsight, using some politics, go to the CFO w/ the issue and a solution and let them be the hero and give her the opportunity of presenting it to the CEO.
Good luck
So I did follow the chain of command from start to finish. When I emailed the CEO and the CFO it was after the 3rd person terminated and the situation was totally out of hand. At the point since the chain of command had been followed I had no other choice but to take it up the next step.
Also I was told by the CFO that her and the CEO have no secrets. So even if I went to the CFO like I had done in the past the CEO was aware of the situation.
Again, thank you all for your help. I look forward to talking with you again.
Since you found out some of your information through exit interviews and I assume you are tasked with this function, how could you be overstepping your bounds?
One of the problems with an open door policy is that EEs will often use it as an excuse to enlist others to fight their battles. Chain of command is usually the right way to go, but there is a valid purpose to just having someone with whom to vent. Just being able to verbalize issues often will help get them in perspective, relieve the pressure and thereby improve the work environment.
In some organizations, the leader of HR is a VP under the CEO. In other organizations, the leader of HR is middle manager.......but always part of management.
Too often, HR folks think they are the middle men between management and the troops. You are a manager responsible for the smooth operation of the labor force and compliance with labor laws.
I think the sooner you see yourself as a manager and act accordingly you will be treated as a partner by the other managers.
Shawn: I do consider myself a manager, and yes you are correct the CEO & CFO do not. So matter how hard I try to be a part of management top management has to want the same thing.
Thanks!
We also have the chain of command and open door policy. If they employee is having trouble, they are encouraged to go to their supervisor, or their supervisor's supervisor to try to resolve the issue. However, in the event of discrimination, sexual harassment, etc., the employee has the right to come directly to HR.
But if the employee has TRIED to talk to their supevisor and did not get any results or it resulted in only a temporary change, the employee has the right to talk to HR.
But you mentioned that people come to your office and talk about non-work related issues. Is it possible that their chit-chatting with you is causing delays in productivity - both yours and theirs???
Just my thoughts and opinion.
LFernandes
As I explained to you on several other post. If you liked me to say I yelled, kicked or assaulted any one, sorry didn't do that. If you like me to say that I didn't follow the chain of command from start of employment to the finale email tht started this sorry can't do that either. Let me say this again, I'm in what you call hot water because and I'll type this just how it is written on my PIP. EVEN THOUGH YOU NOTIFIED THE COMPLAINING EMPLOYEE THAT YOU HAD NO AUTHORITY TO ASSIST THEM IN SOLVING THEIR PROBLEM, YOU STILL LISTENED TO THEIR PROBLEM.
Also I wish it were a time management issue, its not. I'm doing my work and assisting other departments. I'm doing my job per the policies, I'm doing my job per the State policies etc.
Sorry guys for bringing this situation to the forum. I know I should have done something major to be in hot water. But I'm quoting from their documentation, not mine.
Amen.
What did the employee tell you during the exit interview?
What were the previous issues in the billing department that you had discussed several times with the CFO?
What were the "quick fixes" that never really worked?
There has to be a very good reason that they got so upset that you sent an email regarding employee concerns. In the normal world of HR, it's nonsensical. I know I've aggravated many a manager by bringing up issues they'd rather not deal with, but it would certainly never result in my being disciplined for it. So, we need a little more info, or else we'll all just keep agreeing that your CFO and CEO are crazy and you need to find a new job.