The Hindu Business Line : Often, arguments are like accelerating against stonewalls

STORY so far: Gupta tells me that he wants to sack his problem staff Kiran. I decide to meet Kiran over coffee the next day. He seems to be passionate about his ideas on improving the company's processes. Should he lose the job, I wonder.

Episode 72

How does one deal with a problem employee who happens to be bright? That was the question I had wrapped up with last week and there have been interesting responses. "This is common in many corporates," writes K. Krishna Murty. "Normally a fresher would have the following perceptions: Organisations would be as described in textbooks; all employees would work efficiently; every employee would be equally interested in work; and no inefficiencies would be tolerated and efficiencies (in his perception) would be rewarded. Many of these things, for obvious reasons, cannot be done. It takes time to digest reality." Good analysis.

Krishna Murty has laid down a prescription for Kiran's problem: "Put him under a very matured person who has handled such persons. Add responsibilities to Kiran, in phases. Patting has to be given for such persons, though not required sometimes, often. Have a nice mentor to supervise him. Projects given to him have to match his aptitude and ability. This is not an exhaustive list of things but an illustrative list." That's great, and I think I can simply pick off one or more and implement straightaway.

"This is a typical case study where the newly-recruited smart, intelligent wants to change the way of working of the old order which is not relevant to the current way of business," writes Thiraviam. "This is a healthy conflict and it has to be resolved in a very amicable manner. End result should be that both the new person and old person should be able to appreciate each other's views and work together for the benefit of the organisation."

The ideal situation, if only everybody understood. "I have gone through `Solution to problem employee is not a sack order'," writes A. K. Tiwari. "Now I like your writing too much. You, really, write very well. Keep it up! Please take care and stay in touch." Thanks, though I'd have been happier with some thoughts on the issue on hand.

There's this mail from Rajesh, which again is not on Kiran matter. "I am 30 years old, married, a post graduate in corporate secretaryship, working in a private sector undertaking for a monthly salary of Rs 4,500," Rajesh writes. "As my degree does not have much value in the employment market, I do not have a proper job description and I have to do all the work from accounts finalisation to regular typing work. I have much dissatisfaction in my job. I have appeared for professional courses like ACS, which I can't concentrate on my studies as I leave office at 8 p.m. and am living like a machine. Now my question is what are the career prospects available for me? Will I succeed in the game of life?"

Listen Rajesh, I'm sure there must be thousands like you. The only way is to improve your qualification; and to say you can't concentrate on studies sounds too childish as an excuse. Take responsibility in your hands and stop blaming others for your plight. Be happy you have a job and so do it happily. Do I sound too blunt? Tell yourself you need to finish ACS by 2005 and work for it. I'm sure you can do it if you honestly try.

Reverting to Kiran, I look at what Ankan Ghosh writes from Kolkata: "Why should a bright employee be a (HR) problem? Isn't it better to bask in the shine and get enlightened?" Quite disappointing, because it is not clear whether it is Gupta or Kiran or both who should bask in the shine. Also, it is so scorching outside.

*********

It was 6 p.m. and most of my colleagues had left for the day. I was trying to organise my notes and papers, and so staying a bit late at my desk. A sudden burst of noise from the hallway drew my attention, and I went in that direction.

Gupta's room was the scene of action with Kiran and Gupta deep in heated argument. I hesitated for a moment thinking if it would be proper for me to enter, but in common interest gave credence to my gut feel that said I better face the crisis.

*********

As if not to disturb everybody's work, it seemed as if the two men had chosen the hour for fighting. Though the AC was on, I could feel the heat of arguments. If only they had guns I was sure they could have riddled each other like mosquito nets. Gupta was repeating the same things about Kiran's behaviour, while Kiran was repeating his pet concepts about reducing wastage, improving productivity. Since I had spent time with Kiran discussing his ideas, I thought he was accelerating against a stonewall, while Gupta's problem was more a matter of chemistry. As my aunt used to say, "Their stars were not matching."

*********

For a whole hour, I was watching the big fight, and there seemed to be no sign of it getting over. At one point, I said, "Guptaji, what's it you want?" He shot me a look, and said, "He can't work here." I looked at Kiran and asked, "So?" He shrugged and said, "You want me to quit, I can do it straightaway."

Taking a paper, he started writing his resignation letter. Gupta sat in his chair, as if the battle was over. I said, "Guptaji, if you would allow me an opinion, I want to say something." He looked at me quizzically. "Transfer Kiran to another department." Gupta sneered, "To tapal section?" And Kiran stopped his letter-writing and braced himself for another round of exchanges.

But I intervened: "Move him to R&D, internal audit or marketing." The suggestion seemed to make sense to both the men and within minutes we were all talking about what Kiran could do in audit or sales. I grabbed the half-finished letter, made a neat ball of it and tossed it into the trashcan.

*********

I returned to my desk and prepared to shut down my computer and leave. Gupta and Kiran walked past me, waving and chatting about where to go for dinner. "Ah, you can't trust these men," I grumbled.

(To be continued)

Swati_CA@hotmail.com

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