Annabhau Damle, 50, has worked on this shop floor for the past 32 years. He is now Supervisor. He has always been popular in the factory. The management looked at him whenever any cultural event had to organized. He took on the responsibility happily. Over the years he had become the unofficial arbitrator for any disputes, quarrels or disagreements on the floor. Before taking any step, the management always consulted him to pre-empt the response of the employees.
This was till a few months back. Over the past few months there has been a marked change in his demeanour and attitude. He is irritable and angry often. At other times he is glum and quiet. He gets offended easily. His friends in the factory tell you in hushed tones that this started when the new, young 25-year old supervisor joined the company at a higher grade. The young manager was now his immediate boss. He had to report to him.
So is Damle wrong in feeling this way? Or is the young manager not giving him enough status and space? And by doing that could he be jeopardizing his own role or responsibilities? Or does the ‘mistake’ lie not with either of the two men but somewhere else?
I think over this real-life situation and wonder if there is a solution. I believe that if Damle and his colleagues were sensitized to the changes in the management structure earlier, may be things would have been different. I feel that instead of dropping the bombshell – read spanking new manager- on the shop floor, an orientation exercise should have been conducted. In the absence of such an exercise everyone stands to suffer: the older workers feel endangered and naturally resent the new fellow; the new fellow for no fault of his has to wade through the resentment and difficult vibrations in his work place.
Companies have grandiose growth plans. But rarely are people’s issues addressed right from the start of such plans. More often, solutions to such issues are afterthoughts and hastily put together. Change management training is done but seems more like a routine, mandatory requirement rather than something that actually focusses on the emotional quotient required for a bunch of co-workers to stay together in spirit.
But change management after all can’t be only for direct profit-making. Your thoughts?
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ReplyDeleteI)
Hello Mam,
The scenario in your mail below is not an unusual one. It happens in almost every firm since management always looks forward to hiring the young and the best talent for fresh and innovative ideas. In this case, every person has to accept that a day like this will come at some or the other stage in his career and move on in life. I feel a one to one interaction with Annabhau Damle should have been carried out which would have helped him go through the transition phase. And I feel Annabhau should also carry out a self assessment and think as to why was he not promoted despite of serving the shop floor for 32 years (was it not because he worked without keeping any goals in life).
This is what I think abt the situation.
Best Regards,
Reshma
II)
Dear Madam,
In most of the organizations, there is a disparity in compensation between a person, who has reached a position by virtue of his performance and experience through promotions, and another person who newly joins the same position by virtue of his qualifications. This is unavoidable as Organizations have to pay as per market demands to attract fresh talent. But after 1-2 years, the compensation becomes logical based upon the performance level of both the person.So proper counseling of the senior person can bring him to see logic and continue performing to the best of his abilities.
With best regards
Sanjeev Chaturvedi
I quite agree with both nirupama and Reshma's views. In fact managements keep such decisions close to their chest and suddenly foist them over an unsuspecting person.
ReplyDeleteOn the other hand managements fear Unionist roadblocks if they are upfront and transparent in their decisions.
Organizations belong to both employees and management. Both need chang management orientation
Rgds
Giri