By Dr Frank Njenga
I have been hired by a medium-sized company
as the head of human resource and my first task is to wield the axe. I
have realised that the company has a lot of dead-wood and needs to
replace some of the senior managers.
My only worry is that this might create enmity
and I might be sabotaged. Should I ignore my fears and do what I think
is right or do I retain the status quo?
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Your question bothers me because you do not seem to be the right person for the job. Before you “wield the axe” you must first examine yourself and determine if this is what needs to be done. If it is, then ask if you are the right person to do the job at this time.
How did you get the job? What influence if any,
did you peddle to get there? What formal qualifications do you have to
do the job?
Where have you worked before and what results did
you get from past acts of wielding the axe? In a nutshell are you
qualified for this job?
I will assume that you are qualified, that you got
the job without undue influence and that you do indeed have some
experience in human resource matters.
You have not been in this company for long and you
probably know relatively little about the organisation, its history,
culture and why it exists.
You must start off with history taking. When did
the company start? Who started it? Why did they start it? Most
crucially, how has the company dealt with past challenges and with what
kind of results? This might shed light on what you may or may not do.
It might also be useful, before wielding the axe,
to try to get a better understanding of the company, its people,
products, markets, priorities, challenges, opportunities as well as ways
in which it has it has dealt with similar issues before your arrival.
To put it plainly for you, find out what the
problem is before offering the solution. Who told you that what is
required is axe wielding?
Who told you that it is the senior managers who
are the problem? What background information do you have that points to
this group of people?
On the assumption that you are right, find out why
the company has kept them for so long. Have they been waiting for you
all these years?
If the company is doing well, to the extent of
hiring you, perhaps it is doing well because of the stability associated
with what you now want to get rid of.
Before you fire anybody, talk to the people you
find there — the directors, senior and junior staff, suppliers and
customers. You might surprise yourself.
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