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A management consulting firm came to do a restructuring in a Conglomerate I worked and Evil almost had it's way. When the consultant submitted her draft report for discussion by HR Community made up of over twenty (20) Managers,  on the prompting of the HR Group Head, the consultant recommended that the HR Group Head should no-longer report to the Group Managing Director but to the Chief Operating Officer who reports to the GMD. My lone voice against the recommendation was rebuked by the HR Group Head pointing out that the COO has more daily operational duties. However, the absolute minority position was upheld in the final recommendation and today the Human Resources Director reports directly to the GMD.

I needed to fill a vacant position of a Personnel/Admin Manager in one Division of the Conglomerate I worked for. We were a fourman interview panel. At the end of the interview, my three other Senior colleagues chose a particular candidate which I rated to be fit only for a clerical position. My direct boss who was Senior to the four of us, overruled me and I employed the gentleman. However, five weeks into the employment, the Personnel/Admin. Manager fought with a Cleaner in his department. He was asked to write an apology letter to the Cleaner which he did. I di

Our third experience was in a factory just like the first. The activities here included:- - Open door policy - Monthly interactive forum - HR Department, All Management Staff, All Heads of Departments, All Shift Managers, Three selected staff each from all departments and no staff was allowed  to attend the forum more than three times a year. - The forum was a no hold bar meeting. - Nothing said at the meeting resulted in disciplinary action. - Selection of the Employee of the month was based on Cost Effective Implimentible suggestions. - Voting was done by all employees for the best three suggestions. - Employee of the month was given a gold coloured uniform for the month in addition to a cash reward - Display of the Employee of the month at the company reception. - Staff that report their own mistakes were never disciplined. - HR Department responded to all staff matters within 24 hours. - HR Manager can be approached by all staff at any time and location in the factory.

In this second situation, it was a service organisation. The engagement was more involving and include the following activities:- - HR Manager operated an open door policy, no staff was disallowed from seeing him at any time. - Management by walking around. - HR Manager can be approached by any staff for interaction at any location and time during working hours. - Employee of the month selection was by customers through satisfactory service. - Monthly industrial relations meeting. - Monthly staff party - Strict adherence to the disciplinary procedure.

I shall share here three experiences classified as Good, Better and Best. In one factory I worked, the way we handled employee engagement was by a monthly interactive meeting that consisted of the HR Department, All Management Staff, All Heads of Departments, Branch Union and Senior Staff Association Executives and other selected junior and Senior Staff from all departments. Matters that were discussed at these meetings were of mutual interest to workers and management. There was no attempt at negotiations. The Inter-Comm. Number of the HR Staff in charge of security, canteen and staff discipline was made available to all employees. All staff were free to make complaints, suggestions and give any information without identifying themselves. We had a staff strength of over 2,500 employees.