What Is Best Under This Situation?
The top management team of a very big corporation was discussing on the appointment of one of their senior vice-presidents; who was invited to act as chairman of a Domestic Inquiry panel set up by their competitor.
The Chief Executive Officer was not happy with the appointment, especially getting involved with their competitor. He is of the opinion that the senior vice-president concerned should have consulted the top management first before taking up the appointment. He insist that disciplinary action should be instituted against this senior vice-president otherwise a precedent will be set, and that others will follow suit.
There were practically pin drop silence inside the conference room as the Chief Executive Officer called for further deliberation on this issue. lt seems that all were in agreement with the action proposed by the Chief Executive Officer.
Then, a shivering voice was heard. "I beg to differ, Sir." "The senior vice-president took up the appointment as chairman of their Domestic Inquiry panel in his personal capacity. His appointment is based on merit. He is recognised as the most proficient in handling all labour related matters in this area. Due to his competency and the transparency in all his actions, he is given the appointment by our competitor.
Some of those present began to nod their heads as if they were in agreement with what was just mentioned. Others were motionless and looked serious although they remained quiet.
The Chief Executive Officer than said "He should not be offering his services to our competitor. He is a senior vice-president in our corporation and should focus all his activities within this corporation. Even in his personal capacity. No one should anyway. Any other opinions on this?"
Again the conference room went into 'quiet' mode again. The same shivering voice broke the unusual silence again by saying "What the senior vice-president did was offering his service to his fellow workers using his expertise in his profession. As long as he is not doing any damage to the corporation, he should be allowed to carry out his appointment as chairman for the Domestic Inquiry panel for the benefit of everyone working around here."
The Chief Executive Officer looked at the others present at the meeting. There was complete silence for a few minutes. Then, the Chief Executive Officer said "action have to be taken and seen to be taken. We have to issue a show cause letter to the senior vice-president concerned. Have him suspended. And if deemed necessary, we may have to conduct a domestic inquiry on this." The meeting ended with no other agendas to be disscussed.
Do you feel that the senior vice-president should be allowed to carry out his duties as chairman of a Domestic Inquiry panel for a competitor? Or, do you feel that he should be punished for accepting this appointment before going through the proper channel? What is you take on this?
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It's ok to allow the senior vp to sit as the chairman of a DI panel. What is wrong in that? His heart is still with his corporation. His invitation to chair the DI panel reflects on his competency, capability and in his capacity as a HR man. The CEO should be proud of his subordinate's appointment and should in fact offer the senior vp encouragement and moral support. To issue a show cause letter and a suspension is not seen as reasonably fair measures to be taken against the senior vp. The CEO should not view working with the competitor in such issues are a 'no-no'.
Comment by A1— 2008/06/08 @ 06:05 PM — (Reply)
The CEO should not be so narrow minded. He should view the appointment of his senior vice-president in good faith, in a positive light and as a gesture of goodwill from the competitor. If the senior vp is leaving to join the competitor his unhappiness is understandable. But, it is'nt the case now. Who knows this appointment may eventually lead to more communication and a better working relationship between the two later on. Who knows they may even decide to merge later? After all, in a domsetic inquiry panel, the chairman is ideally an unbiased person. So, why issue show cause letter and suspend him? It's not reasonable at all.
Comment by Ann— 2008/06/08 @ 09:38 PM — (Reply)
The CEO have the right to express his unhappiness on the appointment of his subordinate. He have the right to take whatever action he sees necessary. Even to the extent of firing the poor guy. On the other hand, whether his action is acceptable to the relevant governing authorities is another matter. Only then, we will know what is just and unjust to the poor guy.
Comment by roslan— 2008/06/09 @ 12:08 AM — (Reply)
This is a very small matter. The CEO should call the SVP into his office and have a closed door, four-eyed meeting. The CEO should allow the SVP to speak freely on his appointment.Then, the CEO can express his concerns. Both should be equally matured to handle this issue. Its a matter of communicating thoughts and feelings. Let that be expressed and a solution can be found in any case. The CEO should not politicise this matter and should try to solve it tactfully without having to be seen in the negative light.
Comment by das— 2008/06/09 @ 02:24 PM — (Reply)