A company is known by the way it punishes. Here is how you can spare the rod and save your people
Intelligence alone is not nearly enough when it comes to acting wisely."1 I was reminded of these words from 'Crime and Punishment' when I was recently asked to review a case of termination. A highly intelligent management team had ratified the decision to dismiss an employee for what seemed an open and shut case of transgressing the organization’s values. While I am not at liberty to reveal the details of the case, it turned out that proceeding with the termination would not just have been of questionable fairness, it would have been at variance with the sparkling and well-deserved image of being open and humane that the organization had spent years creating. That such very smart and honest people could not anticipate the consequences of an over-hasty exit prompted me to talk to several HR professionals and line managers on the subject. One of them, who had seen me in action for a large part of my career, observed that, for all my reputation as a no-nonsense disciplinarian, I had, on more than one occasion, avoided awarding severe punishments (like dismissals). I thought I owed it to her and to other HR colleagues to explain what were the circumstances when I thought it wiser to step back from the harshest penalties. My reasoning on the subject may well be at variance with some formal principles of jurisprudence but since it has helped me think through many such cases that have come up during the decades I have practiced as an HR professional, I feel it could also be useful to the readers of this column.
هذه القصة مأخوذة من طبعة July 2019 من People Matters.
ابدأ النسخة التجريبية المجانية من Magzter GOLD لمدة 7 أيام للوصول إلى آلاف القصص المتميزة المنسقة وأكثر من 9,000 مجلة وصحيفة.
بالفعل مشترك ? تسجيل الدخول
هذه القصة مأخوذة من طبعة July 2019 من People Matters.
ابدأ النسخة التجريبية المجانية من Magzter GOLD لمدة 7 أيام للوصول إلى آلاف القصص المتميزة المنسقة وأكثر من 9,000 مجلة وصحيفة.
بالفعل مشترك? تسجيل الدخول
How Digital Transformation Can Power The Great Reset
Technology has the potential to serve as the key enabler of change between digitalising administrative tasks and fostering human connections
The Crypto Meltdown Of 2022
FTX implosion: A setback, but not the end for the crypto market
Govern Pre-IPO Unicorns to Create Value; Not Valuation
Billion-dollar startups always make the headlines. But is there true value behind those eye-catching valuations? How can proper governance be implemented for these much-hyped companies?
On change and change management
The best way to end the year, especially such a disrupted one as 2022, is by laying the groundwork for the year to come. Michelle Yong, Head of Resourcing at Shell, offers some insights on change management to bring us forward into 2023
The Great Reconnection: A paradigmatic moment for employers and employees
This year has not been a good one for employee retention. The Great Resignation, originally thought to be a US phenomenon, has emerged in Asia now. But is there a way to turn it into the Great Reconnection?
Lessons Managing in leadership: a global hybrid team
What takeaways can we draw from the pandemic? Fatima Koning, Chief Commercial Officer at IWG, shares what the last five years have taught her about managing a global sales team across 120 markets in the hybrid model
Eight HR trends that we saw throughout 2022
As companies manage their workforces in a dynamic era, HR departments have continually adapted and adjusted, and never more than this year as digital acceleration and workplace evolutions came together
One way to turn the tide of employee retention
There's a surprising link between skill development opportunities and job satisfaction. Here are some ways of boosting skilling and thereby talent retention
A key focus for L&D going into 2023 should be business alignment
Venkat Subramaniam of Degreed believes that learning is core to business success and organisations need to invest in the right processes and technologies to adapt to continuous change
WOMEN IN LEADERSHIP CAN BE GAME GHANGER FOR INCLUSIVE FUTURE OF WORK
BREAKING FREE FROM THE STEREOTYPES IN THE INSURANCE SECTOR, PAMELA THOMSON-HALL SHARES HER JOURNEY OF BEING A CHAMPION FOR WOMEN AND BRINGING ABOUT A CHANGE IN A MALE-DOMINATED INDUSTRY