We discussed an interesting case given below in the Strategic HR class at Asian School of Management today.
(a) Can you identify Glenn India’s real problem?
(b) What advise would you give the CEO and Mr. Tiwari?
Tiwari watched with envy as his friend of many years, Nair, walked into the restaurant with an almost spring-like gait. Greeting him warmly he said: “I am glad you could make it.” “How could I not?” asked Nair. “You sounded anxious last night”.
Tiwari had a lot in his mind. And he knew talking to Nair would help. Tiwari who had joined Glenn India as its HR head early in the year, narrated the events of the previous two days. “I have a manager, Kuldeep, whose performance this year has been abysmal,” said Tiwari. “He’s a wonderful chap, and has an impeccable record. This year has been really bad. I want to know what I should do now, for it appears it is the end of the road. Kuldeep’s boss is clear he has to go, but I am not willing to let him go. I know, as HR head, there are many solutions I can think of. But what I am looking for is an enduring, more sustainable and credible system that will look at a manager in a holistic way. I need to find that soon.
Explaining Kuldeep’s case, Tiwari said: “I had a long chat with Kuldeep and discovered he was facing serious problems in his personal life which was affecting his performance. His sister, had a troubled marriage, and had come back home with her kids. There isn’t any place for all of them,” said Tiwari. “The noise level at home had gone beyond endurance with everyone at war over her marriage.” As Kuldeep says: “The logical outcome of that’s clear to me, but in the interim, I am unable to go back to that environment or go to work with a clear head.”
“Have you mentioned this to Kuldeep’s boss?” asked Nair who himself was HR head of Peacock Industries. “Surely, he will understand what he’s going through”.
Tiwari looked at him hopelessly. “Nair, don’t forget that Glenn India is a multinational. You don’t take your personal problems to work. Of course, I did speak to all of them. Tiwari had met Kuldeep’s boss and the country head of Glenn India and tried to explain the need to adopt a more humane approach towards Kuldeep.
The boss had been quite clear on the issue. He said: ”Frankly, I don’t see any merit in doing so. Everyone has his share of problems and the competence of a manager depends on his ability to handle different situations. However you are free to speak to the CEO for another viewpoint. As for me, I won’t have this man in my team”.
The CEO had been gentler but equally emphatic. “My sympathies are with Kuldeep. I do wish him well, but as an organization how can we grow? You find me a foolproof solution and I’m willing to look at it. Meanwhile the decision on Kuldeep stands.
Look forward to your suggestions! 🙂