Tardiness - Who"s Responsibility Is What?
HR is basically a line function. The old school of thought consider HR as a departmental function, solely the jurisdiction of a few people in the HR department. If this was given enough serious consideration, HR people would be very powerful, and very burdened.
Line leaders are responsible, not only for the output of production (product) but also for the resources to produce that product - the most critical of which is MAN. The leader is primarily responsible for his people - the good, the bad, and the ugly.
In my seminars on leadership, I always compare supervision to a family setting. If I"m the father of my children, anything they do, they answer to me directly. I wouldn"t allow my brother (their uncle) to discipline them for me. The same principle shall hold true in a workplace setting.
And what"s the role of HR?, invariably they ask. HR provides guidance and proper perspective, being the "watchdog" (sorry for the terminology) of the whole house. HR should see that there is equity of application, fairness in dealling with specific situations. HR should ensure that "due process" is observed all throughout, from issuance of the show-cause memo to the awarding of the final verdict, termination - the point of no return.
As members of the management family, leaders (no matter at what level), must be responsible enough and provide the expected balanced maturity to look into the multi-dimensions of their functions, which cover MAN, machine, money, materials, and methods. Product is one side of the coin; production capability is the other. Product is "the golden egg," process is "the goose" that lays the golden egg.
What about managers sanctioned for being tardy?
I had that unique record which is still unsurpassed to date, to be the only manager in an export processing zone being suspended for tardiness, and I enjoyed my 1-week vacation (without pay) by then.
Before working in that firm, I came from another multinational as middle manager - with a very different culture. In that organization, we were measured by the results we produce and not the number of hours we put in.
When I transferred, however, I failed to quickly adjust to the new culture - the new organization, and continued acting as if I was still on the other side. As I look back, I can see the many areas needing improvement in the situation which would cover a half-day learning session if given the time.
Suffice to say, I told my superior during the discussion - "I would gladly accept the suspension, with no hard feelings. However, let it be known to all that the HR manager was suspended for TARDINESS, and from this day henceforth, nobody comes in late and receive special consideration - including you, sir."
And the word was made flesh . . .
Is it wrong for a company to suspend (sanction) managers for being late? I don"t think so - as long as due process is observed; as long as expectations were explicitly agreed from the start; as long as the manager accepts the conditions when he joins the organization; as long as . . . well . . .
But does it make one less of a manager if he is covered by time the same way the ranks are? I don"t think so. In fact, the great Mr. Ford once said (of his leaders); "I don"t care what time you come in, as long as it is before 7 a.m. And I don"t care what time you go home, as long as it is after 7 p.m." This is an excellent example of leading by example, and I learned my lessons well during that 7-day vacation without pay.
Produce if you must, but to be truly responsible, one must walk the talk . . .
TIMELINESS and RESPONSIBILITY. Blame it on the weather, the spouse, the lousy traffic - the truth remains: When your are late, you are not on time!
Be well,
Rey Misoles
The Leaders" Ladder