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Thanks for invitation,
I do prefer the following technique in order that HR Manager handle clashes with higher management;
1- Recognizing when the clashes or conflicts are occured.
2- Find the exact reasons for the clashes or conflict.
3- Put the big picture in focusing for all the parties concerned.
4- Set some boundaries to avoid complications.
5- Organize Consistent Coaching.
Compromise with your higher management beacuse Boss is always right
amer zawde By samer zawde , Middle East Deputy General Manager, global international LIGHTING COMPANY - 30 minutes ago handling clashes between the HR manger and the higher management must be handled via the internal rules of the company as all companies must have their own internal rules and that all employees of whatever position /level they are employed for must and should know about them while signing their employment contract and that must be included in their contract so any clashes the HR department that may arise with higher management the hr must show the higher management on the company internal rules they have signed on when they where employed all are equal when it comes to company inter rules or any new rule issued by the owners of the company and that is and must be signed on by all the company employees at all levels in the company any employee that does not agree with the new rules must resign from the company but these rules must be in line and agreed by the labor law
Thank you for the invitation
The human resources officer often clashes with his senior management. Here it is necessary to distinguish between personal clashes and professional clashes, and each of them has methods to confront them.
The personal clashes are followed by the method of avoidance and calm
The professional clashes require a good diagnosis of the problem and research the causes and then engage in dialogue and discussion with all parties to the problem to reach appropriate solutions
Alia Hassan, clashes between members of all hierarchy levels are one of the most delicate issues you may encounter. Instinctive defensive reactions, susceptibility outburts and splashes of temper are three of the most damaging problems in any org. They tend to damage conections, disrupt the harmonic flow of work and if unatended, they'll tend to remain under people's skins for years.
Every clash holds within a map with A- its source; B- its weak and strong edges and C. its hidden solutions. If the clash is a foreseeble threat do anything you can to prevent it. If it has already unleashed, you must do damage control, if it has gone to the fearful point-of-no-return (resignations, firing, insults and offenssive exchange) you need to work harder. However, sometimes a rotten apple needs to be cast out for the pie to cook fine.
Prevention: Talk to your staff, Gather them in a round table and work on these issues. After you have them release all that can be talked about the issue, warn them that it may appear sooner or later. Draft a simple table form where they may write down the probable causes of a few of these issues and have them write down their proposed solutions.
Gather them again and discuss their choice of solutions and ask them how can they help you in handling these problems, for their own sake.
The best timing for these discussions could be late friday under some social short exchage with managers.
