Untold : OFFICE POLITICS- 2 x 3 STORY
I worked for a tire ...: OFFICE POLITICS- 2 x 3 STORY I worked for a tire company. First major experience in life of witnessing office politics. Three Cases of ...
Wednesday, December 19, 2018
OFFICE POLITICS- 2 x 3 STORY
I worked for a tire company. First major experience in life of witnessing office politics.
Three Cases of three GMs being forced out by Two VPs
Story One- This GM was an old timer- tire man, working in this company for decades, well-known name in tire fraternity. Was not promoted as VP. The fresh blood injected developed enmity with him. GM was totally side-tracked. His team (in front him) started (or was forced to) neglecting him and work under new VP- Younger, ambitious chap (outsourced from other Indian tire giant). This GM used to occupy his cabin patiently, read something. Stopped talking to others. Was not invited for meetings anymore. Spent seven-eight months in isolation and one fine morning got "retired." exit unceremonious (at least formally) after offering a big chunk of life to the organization.
Story Two- This GM was an outsider, brought in to replace existing GM. Not from tire industry. Organization was finding suitable fitment for existing "loyal" GM. Till such time, the new person was not offered any work/assignment. For more than two months, he was idle in his cabin. One fine morning, he occupied plant GM's cabin officially ( the old timer was 'accommodated" in HO in logistics department.) Even though new GM had no tire background, he started transforming plant. Brought in new concepts of " visual factory", displays, 5S and so on based on his expertise. This was not only sensed but was also appreciated at the top.
Story Three- Another GM was brought from MNC at second plant, since the earlier GM had retired. Again non-tire background fellow. His style of supervising was unique- no orders, no instructions. One daily meeting of department heads and then he was in his cabin. Unless there is an issue, nobody used to bother him . Here also transformation began, via MNC route. He used to openly criticise seniors. Was very proud of his MNC background. Production went up, rejection came down. Had tough treatment to Union. No appeasement. This was also noticed and appreciated at the top.
GMs of story Two and Three were plant heads, running their shows effectively and delivering performance. When VP (Manufacturing) resigned, another big name in tire industry was brought in as new VP of both plants and GMs of story two and three were his reportees.
Due to his vast expertise in tire industry, He obviously wanted to establish himself in new chair and role and offer performance. VP simply started playing politics with both GMs. Easy route was- Bringing restrictions, reducing their authorities and powers. Occasionally insulting them or ignoring them. GM of story two was wise. He sensed future and resigned. VP quickly brought " His" man from outside, in GM's place. One plant safe.
GM from MNC was still in fighting spirit. He openly challenged VP, stopped taking directions from him and continued to run his show efficiently & single handed. One fine morning he was transferred as GM- Projects in another plant. Since no new projects or procurement was on cards, he was idle. His team was taking instructions directly from VP. He was humiliated like anything but he tolerated this treatment for more than a year and finally resigned. Thus VP was successful in getting rid of another competent team member. Last but not the least, VP brought same chap as GM at that plant, who was second in command of earlier GM and had left due to difference of opinion with GM. He was having good relations with VP and for his reinstatement, VP ensured ouster of GM.
When I look back, my key learning are-
1) Top Management & HR were silent spectators of this dirty game.
2) Organization suffered a lot, bringing down morale of employees.
3) Outgoing GMs were not affected much in their careers, except this bad patch.
This could have been avoided, had all of them shown magnanimity and utilized their combined strengths for lifting up the organization from bad patch.
I worked for a tire company. First major experience in life of witnessing office politics.
Three Cases of three GMs being forced out by Two VPs
Story One- This GM was an old timer- tire man, working in this company for decades, well-known name in tire fraternity. Was not promoted as VP. The fresh blood injected developed enmity with him. GM was totally side-tracked. His team (in front him) started (or was forced to) neglecting him and work under new VP- Younger, ambitious chap (outsourced from other Indian tire giant). This GM used to occupy his cabin patiently, read something. Stopped talking to others. Was not invited for meetings anymore. Spent seven-eight months in isolation and one fine morning got "retired." exit unceremonious (at least formally) after offering a big chunk of life to the organization.
Story Two- This GM was an outsider, brought in to replace existing GM. Not from tire industry. Organization was finding suitable fitment for existing "loyal" GM. Till such time, the new person was not offered any work/assignment. For more than two months, he was idle in his cabin. One fine morning, he occupied plant GM's cabin officially ( the old timer was 'accommodated" in HO in logistics department.) Even though new GM had no tire background, he started transforming plant. Brought in new concepts of " visual factory", displays, 5S and so on based on his expertise. This was not only sensed but was also appreciated at the top.
Story Three- Another GM was brought from MNC at second plant, since the earlier GM had retired. Again non-tire background fellow. His style of supervising was unique- no orders, no instructions. One daily meeting of department heads and then he was in his cabin. Unless there is an issue, nobody used to bother him . Here also transformation began, via MNC route. He used to openly criticise seniors. Was very proud of his MNC background. Production went up, rejection came down. Had tough treatment to Union. No appeasement. This was also noticed and appreciated at the top.
GMs of story Two and Three were plant heads, running their shows effectively and delivering performance. When VP (Manufacturing) resigned, another big name in tire industry was brought in as new VP of both plants and GMs of story two and three were his reportees.
Due to his vast expertise in tire industry, He obviously wanted to establish himself in new chair and role and offer performance. VP simply started playing politics with both GMs. Easy route was- Bringing restrictions, reducing their authorities and powers. Occasionally insulting them or ignoring them. GM of story two was wise. He sensed future and resigned. VP quickly brought " His" man from outside, in GM's place. One plant safe.
GM from MNC was still in fighting spirit. He openly challenged VP, stopped taking directions from him and continued to run his show efficiently & single handed. One fine morning he was transferred as GM- Projects in another plant. Since no new projects or procurement was on cards, he was idle. His team was taking instructions directly from VP. He was humiliated like anything but he tolerated this treatment for more than a year and finally resigned. Thus VP was successful in getting rid of another competent team member. Last but not the least, VP brought same chap as GM at that plant, who was second in command of earlier GM and had left due to difference of opinion with GM. He was having good relations with VP and for his reinstatement, VP ensured ouster of GM.
When I look back, my key learning are-
1) Top Management & HR were silent spectators of this dirty game.
2) Organization suffered a lot, bringing down morale of employees.
3) Outgoing GMs were not affected much in their careers, except this bad patch.
This could have been avoided, had all of them shown magnanimity and utilized their combined strengths for lifting up the organization from bad patch.
Thursday, May 31, 2018
Untold : HR DIMENSION OF BUSINESS- STORY FIVE
Untold : HR DIMENSION OF BUSINESS- STORY FIVE: Unique method of Recruitment & Selection The organization which I joined in Pune as Head- HR had a unique method of Selection & R...
HR DIMENSION OF BUSINESS- STORY FIVE
Unique method of Recruitment & Selection
The organization which I joined in Pune as Head- HR had a unique method of Selection & Recruitment especially for senior positions besides normal face- to -face interviews.
Once the candidate is through the normal face to face interview, our Chairman used to place a polite offer to the candidate- " Since you are leaving a prestigious position(organization) and taking a risk of joining us (which can affect your interests, in case you join us), we suggest, you take leave for 2-3 days from your present organization and spend time in various departments/locations of our organization and then decide."
The candidate hardly could smell the trap. After receiving his/her consent, my HR team would arrange for the visit program and inform concerned HODs. The candidate after completion of his visits, used to get call from the Chairman. " Now having seen our organization, can you please give me your observations/ suggestions in writing?"
Meanwhile concerned HODs ( where the person has spent time) would fill HR format and submit me their views/comments about the candidate. This was a kind of Hands on Assessment by a panel (who were obviously not involved in interview). Based on the candidate's report and views of HODs, we used to take a call about considering or not considering the candidate. In the entire game, the candidate never knew that he is getting assessed by a team (kind of kaleidoscopic process) and 8-10 people are giving their comments to the Management.
The beauty is further- If the candidate joined, on the very first day, the Chairman used to call him to greet and calmly used to put his suggestion paper in front of him. " These were your observations and suggestions for improvement in the department/organization. These are your KRAs now. Try to achieve them so that at the end of probation, you will be confirmed in the services of the organization.
Many had to cut sorry figure and resign before probation for non-fulfillment of their KRAs, which were incidentally their own suggestions.
The organization which I joined in Pune as Head- HR had a unique method of Selection & Recruitment especially for senior positions besides normal face- to -face interviews.
Once the candidate is through the normal face to face interview, our Chairman used to place a polite offer to the candidate- " Since you are leaving a prestigious position(organization) and taking a risk of joining us (which can affect your interests, in case you join us), we suggest, you take leave for 2-3 days from your present organization and spend time in various departments/locations of our organization and then decide."
The candidate hardly could smell the trap. After receiving his/her consent, my HR team would arrange for the visit program and inform concerned HODs. The candidate after completion of his visits, used to get call from the Chairman. " Now having seen our organization, can you please give me your observations/ suggestions in writing?"
Meanwhile concerned HODs ( where the person has spent time) would fill HR format and submit me their views/comments about the candidate. This was a kind of Hands on Assessment by a panel (who were obviously not involved in interview). Based on the candidate's report and views of HODs, we used to take a call about considering or not considering the candidate. In the entire game, the candidate never knew that he is getting assessed by a team (kind of kaleidoscopic process) and 8-10 people are giving their comments to the Management.
The beauty is further- If the candidate joined, on the very first day, the Chairman used to call him to greet and calmly used to put his suggestion paper in front of him. " These were your observations and suggestions for improvement in the department/organization. These are your KRAs now. Try to achieve them so that at the end of probation, you will be confirmed in the services of the organization.
Many had to cut sorry figure and resign before probation for non-fulfillment of their KRAs, which were incidentally their own suggestions.
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