Peer Comparison

It is easier for H.R to manage small organisations with fewer workforces than compared to large corporations. Or is it? H.R‘s role in small organisations is one that of a herculean task if the working environment of the organization is filled with low morale, frustration and factions clashing amongst themselves as it happens to be in the case of Solstice Consulting Services. The reasons for the worsening of the work environment could be the difference in ideologies of the organization and its employees.

Most small companies which are established have a small team of dedicated and loyal members who saw the organization grow from a small sapling to a huge tree spreading its branches. These would be the people who stood as the pillars of the organization and supported the organization in its premature years with their knowledge, talents and innovation. They would be those employees who would have the entrepreneurial joy of creation of a new venture.

But sadly when these very ladders on which the organization climbed upon to garner a foothold, are ridiculed for their ideas. Naturally when the new comers who occupy the top management places thanks to the revamping of the organization structure of the company fail understand the values on which the organization was built on and have a closed mindset of doing things in the same old mundane way, it would obviously infuriate the raring, high voltage charged team of loyal employees who want to take the company to dazzling new heights.

In these type of organisations is that the new comers would usually have say 10 years and above experience and thus they occupy the management positions due to their proven track record and wide expertise. And the middle level employees, i.e. the consultants usually are those loyal employees who helped to build the organization since its incorporation. The top management firmly believes in its proven experience of doing things and looks for stability, orderliness and consistency while the high voltage charged employees look for innovation and newer avenues to be explored.

Clashes of ideologies occur in such cases and the employees would argue that the management lacks innovation and broad minded approach and the management would claim that the ideas of the employees are too fantastic to be implemented. This would lead to strong discontentment and an emotional climate of low morale and dullness in the organization which actually would leave an H.R manager in a confused state being unable to comprehend as to why an organization with a mixture of so much talent and experience is actually low on morale.

The role of the H.R manager in such organisations becomes even more challenging balancing the acts of compensation management, recruitment, developing talent and also acting as a peace maker in the organization. The key would be to strike a balance between the strategists and innovators. A good H.R manager would know the strengths and weaknesses of his men and would look to consolidate on the strengths and work on the weaknesses. And the potentials of all the employees must be made known to the management by the H.R manager for the management may chose to tell that a laid back but a genius worker to be a bad worker for the management never seems to see him work.

To create a congenial work environment firstly the H.R manager should make it known to the top managers about the working styles of the employees that existed since the company’s inception and also before they actually joined the company. Their roles should be defined to be more of a supportive and a nourishing one than that of a policing role. The management should realize