EMPLOYER-EMPLOYEE RELATIONSHIP & INHERENT HUMAN RESOURCE PROBLEM IN NEPAL

Apr 2, 2020

EMPLOYER-EMPLOYEE RELATIONSHIP & INHERENT HUMAN RESOURCE PROBLEM IN NEPAL 

Jack loves or NOW we can say loved to work! He never took himself as an employee, but always as the subordinate of the employer. However, he has changed! 

Jack doesn’t own or doesn’t have access to a private vehicle; Jack uses time-killing public transport in one of the busiest cities of the world! You may call it his mistake, disability or whatever! Also, Jack HAD this ethics of work, during his office hours - Jack shall confine himself to his job ONLY, no side businesses or personal involvements! Then, all of a sudden a chunk of personal responsibilities and professional assignments entangled Jack. Nevertheless like Jack, these may entangle a lot of people who are the DOERs of their family, community; be it by wish or compulsion, but that gave Jack an unwanted shock! 

Jack started working since 2008 in the service and consulting sector, and on this 10th work anniversary, Jack happened to gather some beautiful and bitter experiences as an employee and an employer. 

 

  1. Every other office also operates on the normal 10-5 timeframe! 

Most of the corporate houses run at the 10-5 timeframe, so if you expect to get a job done, [For example, getting a Debit or a Credit card, registering for your insurance plan, doing something that requires your personal appearance, you have to step out of the office only after asking for permission which is MOST LIKELY to get objected as – “Is it really necessary to go???”, with or without any reasons whatsoever, no matter how unoccupied you are. If it wasn’t really that necessary, who would ask? Asking is a tough task for a human, asking unnecessarily the toughest, at least for a human with ethics and self-respect! 

 

  1. Your bosses’ professional promises and problems (small or huge) are always MORE 

IMPORTANT than your personal problems, no matter how huge they are! 

The fence of Jack’s farmhouse was destroyed by a group of locals citing safety reasons. As his dad was always unavailable, Jack had to travel 400 kilometres and fix the fence. Jack was about to board the bus at 4:00 pm. As he was also heading an assignment, he had to conclude the report, but the urgency of the report was wrongly communicated to him, communicated as “Just check the figures!”, that he had done the day before. Now, another work was added to him at this late hour, which he was in no way interested or available to do! After Jack was communicated the urgency of his personal work, the boss was like “Can you do it on the train? Can you go tomorrow? No one will rob your house overnight if it’s locked. I have already have made the promise to deliver by evening!” Jack thought “F*** you! I am quitting this job!” but couldn’t say so. At last, he extended his work-time, did whatever he could in it, hired a cab, shortened the time he had allocated for packing and left. 

 

  1. You are always expected to over-perform and be mentally healthy, without prior assessment of your mental state and your performance capability! 

Idealistically, and also as per our BOSSES, we are limitless once you’ve given the example of performance beyond par! We are the greatest talents in the industry and what’s not possible if we dare! But, sometimes, an employee may also get some setbacks because of the nature of the assignment, unavoidable personal and professional responsibilities and events or traumas that have occurred to him! He might have decisional fatigue, a sick family member, or feeling low! The harsh culture of not approving recreational holidays and deputation of the maximum work to employees in the name of PROFESSIONAL GROWTH has also brought disinterest in the job amongst employees. As a human being, you may or might not perform exceptionally well, and that has determined, over the period, how employees have established or plan to establish themselves in the industry or the office, as a CEO, Manager or an assistant. How often is the mental status, the calibre and the loss in interest of the employee discussed in the workspace? 

Jack used to work with full ownership of the job, however after he encountered the aforementioned scenarios, he became divergent and has now thought of starting his own. After he starts his own, he too will have to deal with the employees who will go through similar experiences as mentioned above. 

Based on my work experience as a freelancer, executive and a manager, I have categorized employees in three categories: 

  1. Employees with a sense of ownership - Who own the job, proactive, vital to the growth of the organization, solution-oriented and sheer performers (10% of the workforce) – The organization should retain and award these at any cost.
  2. Employees who are required to do the job - Who are there to do the job only assigned, reactive, do routine works (50% of the workforce) – The organization should retain these and try to upgrade them to Category 1 through assessments, motivations and consultations.
  3. Employees who confuse themselves and the employers - Who are there only because they are appointed and need a salary to survive, inactive, find ways to skip the works assigned and play the blame game, or problem-oriented (40% of the workforce) – The organization should find a way to get rid of these if alternatives are available. The up-gradation of this category of employees is herculean and some of these employees would even be using the organisation's Internet facility to look for job opportunities in other organisations, forever! 

 

As the world is talking about 20 hour week work, mobile workspace, knowledge and process outsourcing, remote access, online jobs, flexible timings, are we still stuck in the traditional work culture? Are we contributing what we can actually contribute to the organization? Are we assessing the happiness and satisfaction of the people who work for us and for the organizational goals? Are we planning our time and manpower to perform rhetorical tasks? 

The ideal workforce is utopian. The world doesn’t have ideal employers or ideal employees. Everyone gets their share of criticism. Nevertheless, teamwork has always been and will be the key success factor, for any individual and the organization. In this era of global competition and exponential development, it is high time the employees least try to deliver well within their capabilities and the employers stop professionally harassing the employees. The major problem of Nepal has never been unemployment, it has always been the gap between the required skill sets and the skill sets that colleges and universities have produced academically and also the reluctance of students to study and work beyond their comfortable school-home routine. Any person who has shown some interest in working has shown a great learning curve and organizations love these employees grow even at times they are not fairly equipped and still making mistakes. Utopia is an idea, and every idea is achievable provided the right set of planning and implementation!

 

CA Rajmani Pokhrel