ABC organization had designed their layout in a different way. As per the initial layout, AGM and above employees had been given cubicles. Senior Managers had been given a separate area with a small particle. Managers, Deputy Managers, Assistant Managers and also the Senior Executives have been given bigger tables. When the staff grows, the company faced to a problem at seat allocation for the new Managers because there were not enough tables.
As a solution HR Department suggested a change to the seating arrangements with a location change to the departments. HR Manager had a meeting with the Heads of the Departments where all the Heads agreed to stand by the plan and to sort out the issues possibly coming from the employees.
But something different happened at the day of the shuffle actually happened.
As Senior Executives had been given tables similar to Managers (as per the lay out of the company the actual plan is also to locate senior executives in the manager tables) one person didnt change his place to the suggested place where other senior executives sat. He is an old employee who had been in the company for a long time, but the grade is senior executive.
In a scenario like this, most common incident is passing the ball here and there by Head of the Departments, HR Manager and even the CEO of the company because no one talks the responsibility of negotiating and explaining the organizational view point of the company.
What are the learning of this type of a scenario?
1. Management should talk one language. There should not be behind the wall talks, criticisms or passing the ball efforts.
2. It is not only the HR Manager’s responsibility. All the Heads of the Departments are equally responsible to stand the change.
3. As this is a rectification action to a wrong decision taken in the initial stage, there will be definitely grievances. Therefore whatever the change done should be indiscriminative.
4. The organization always should do the change on a rationale.
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