HRM is not human resource administration. HRM includes human resource administration. While many people can be human resource administrators, not many can be human resource managers. Human resource professionals are qualified to do more than just arrange interviews, manage staff files and issue memos. They are supposed to be assertive, resilient and judicious individuals who consistently display high levels of discretion and integrity in the way they balance individual staff expectations with organisational objectives. HR professionals are not here just to rubber stamp somebody's (personal) agenda. It is, in fact, unethical and somewhat immoral to expect that HR professional should be available to take 'instructions' on critical professional functions such as recruitment, discipline and performance management. For instance, when the HR department has interviewed and assessed candidates, and has already created a shortlist of likely candidates, you should choose one from that list and not ask the panel to interview someone you brought in on the grounds of 'personal recommendations'. While your authority as the ultimate boss is noted, you should also acknowledge that any recriminations that may arise out of these 'unprocedural' practices will tarnish HR reputations, not necessarily yours. In other examples of close management supervision, HR people have been told, before a disciplinary hearing, to 'make sure you dismiss that person'. Similarly, when it comes to appraisals, there are instructions to make sure that people score within certain limits. There will be no outstanding performers and there will be no performance related increments. Well, what about our professional integrity? What's the point of it all? It would be motivating to see the day when a human resource practitioner can really do what he/she believes is in the best interests of the team and the organisation, without fear or favour. As with everything, this aspiration cuts both ways. At this point, when I talk about a human resource practitioner, I am also including line managers who are expected to have the knowledge and authority they need to make day-to-day HR decisions in their own departments. Some of these decisions relate to the management of those problem employees whose attitudes are so poisonous to staff morale and productivity; those employees whose behaviour is less than desirable, enough to annoy you but not enough to warrant disciplinary action. Admittedly, there are many ways to recognise problem employees, and there are just as many ways for a manager to cultivate a 'problem' attitude in his team. In some cases, management simply do not want to admit that they have a problem, because not only would that admission imply some failure in the system, it would also mean someone has to deal with the problem. Who wants to be unpopular,hmm? Other times, the problem employee is so good in other areas that management, and HR practitioners, find it convenient to play down the problem. Alternatively, as line managers and HR practitioners, we may prefer to philosophise that 'nobody is perfect'. Yet in other cases, due to social ties, a manager will simply look the other way and pretend not to hear the complaints and comments against the 'problem employee'. In a few exceptional cases, management really is genuinely too busy being management to notice anything wrong. Sometimes, a manager may not know whether he would be violating employment legislation if he/she made a move to address the 'problem'. Sometimes, the problem/person was employed informally, the contract was never really defined, and the manager is afraid to revisit the issue, either because he/she does not feel assertive enough, or because he is afraid of making waves. Whatever your preferred strategy, you cannot deny that every once in a while, you come across an employee who you wish had not been employed to begin with. Some of the ways we tend to handle the issue include: - l Avoiding. In the interests of being seen as a nice boss, or for fear of conflict and disharmony, some team leaders will go to lengths to avoid confronting the problem. These managers often view disciplinary - or even counselling sessions - with such apprehension that they convince themselves that such a meeting won't really make a difference. This is a bad approach firstly because it won't erase the issue. Secondly, it may even aggravate the situation and certainly will cost you respect and credibility. At worst, your reluctance to take any form of corrective action will ultimately mean the respective employee has a clean disciplinary record, which will make it harder to dismiss him or her when you really have had enough of their conduct or performance. l Over-reacting. These types of managers tend to let things build up to crisis point and then explode over what appears to be a minor provocation. They use anything, including name-calling and verbal abuse when frustrated, upset or angry with problem employees. These managers find that this strategy is a powerful outlet for frustration and seems justified at times. It seems to work and gives a sense of power or control. However, it is a stressful, unreliable approach that will cost a manager the trust of his team. Since the manager's outbursts often occur in front of all team members, it comes off as unfair because innocent people are also given a dose of castigation. In no time, team members are adept at holding grudges against the cause of the tension, as well as against the manager, which in turn undermines team cohesion and encourages destructive behaviour. l Complaining. Similar to gossiping, 'unloading' onto someone unrelated to the problem is a common and futile habit. As a manager you may feel better after a good cry on a friend's shoulder, but all you are really doing is undermining your image and wasting time. l Lecturing. Informing staff, whether they are listening to you or not, usually in an impatient, righteous and condescending tone, what you will and will not tolerate is not only a big turn off, it doesn't work. As with many challenges we come across in business and in life, the best approach is the direct approach. At the risk of being called insubordinate, as a professional HR manager, the next time you are instructed to guarantee a certain outcome, take the risk and ask for it in writing. If the boss won't do it, pretend he/she didn't say anything and do it your way anyway. It may be prudent to start looking for alternative employment at the same time. In the case of problem employees, just draw up a list of the points you wish to convey, decide on a day to deliver and when the time comes, feel the anxiety but do it anyway. Just don't lose your temper while talking. Remember, you are the one in charge, according to your job description anyway.