can he do this.....

frugallass

Savvy_Sue wrote: »

How long has he been in post, and how long have you been in post?

You must have a grievance procedure so if you really want to pursue this, follow that.

We (3 of us) started in November 07 and he started in May 07 (I think), he's never managed staff before and there were no policies and procedures in place when we started - in fact he's leaving it to me to 'create' the office manual i.e. I copy and paste from other companies policies to create our own.

floss2

frugallass wrote: »

Of course I don't - my point was that he had other options, he didn't necessarily have to make the call to the bank at that particular time, when everyone was there to overhear every single word he said.

Have you ever tried to speak to the department at your company's bank which deals with payroll? I would almost guarantee that they only work between 9-5, and probably only have certain times when they can take or make calls to clients. It was quite possibly the only time that both he AND the payroll section at the bank were available.

Would you rather have not been paid, than hear him make an important phone call?

We (3 of us) started in November 07 and he started in May 07 (I think), he's never managed staff before .....

Perhaps he needs guidance & support, rather than what could be seen as back-stabbing?

.....there were no policies and procedures in place when we started - in fact he's leaving it to me to 'create' the office manual i.e. I copy and paste from other companies policies to create our own.

I assume that your company have no Quality accreditation, or IIP then if you have no office policies or procedures in place - this lack of structure needs to be addressed by your HR office & your Board - it's not always good practice to merrily copy other companies' policies as they may have slight but very important differences.

bestpud

frugallass wrote: »

Director of a charitable organisation (answerable to the Board of Directors) states that there isn't a flexi-time policy in operation

Director arrives at work 09:45am every day - states that he has his phone with him and is contactable by email and phone from 9:00am

Director often (but not all the time) takes 2 hour lunch breaks and very rarely works overtime

Is the lack of flexi time your main gripe? Would you rather your hours were more flexible?

If that is the case, why not bring that up in appraisals? Not as a dig at the director as there is no need to mention what he does - it's irrelevent. But if you can present a good case for a flexi time policy, then why not try?

Personally, I think you need to sit down and think about this situation objectively, because you do sound bitter (I don't mean to offend but if you sound it here, you will in the appraisals too).

If you are hoping to get things changed, or you have an idea which will make things better for the charity and/or workers, then you need to approach them from a work point of view and be objective. Prepare a case and deliver it without getting personal.

If you are just going to voice your opinions about your boss then I don't think you are going to get very far. If you really want to point out he is not working hard enough (in your opinion), you will need firm evidence and will have to be very careful how you word it.

What are you actually hoping to achieve as that is as good a starting point as any?

frugallass

bestpud wrote: »

What are you actually hoping to achieve as that is as good a starting point as any?

What I am hoping to achieve is fairness amongst a very small team of 4 -simple as that really.

To be honest with you I'm quite happy with my working hours and, to date, haven't needed to request flexi-time - but there may be a time when I do, so I suppose I could ask if flexi-time is there if I need it, if he says no I'll probably challenge it.

I can assure you that I'm not bitter, I'm not that kind of person - we're all working our socks of to get our organisation established and promote a positive and efficient image and he seems to be the 'slacker' amongst us - not usually the kind of image a director should portray to his staff is it.

It's not just my opinion either, I know one of my colleagues is extremely peeved with his attitude - probably more so than me.

bestpud

frugallass wrote: »

What I am hoping to achieve is fairness amongst a very small team of 4 -simple as that really.

To be honest with you I'm quite happy with my working hours and, to date, haven't needed to request flexi-time - but there may be a time when I do, so I suppose I could ask if flexi-time is there if I need it, if he says no I'll probably challenge it.

I can assure you that I'm not bitter, I'm not that kind of person - we're all working our socks of to get our organisation established and promote a positive and efficient image and he seems to be the 'slacker' amongst us - not usually the kind of image a director should portray to his staff is it.

It's not just my opinion either, I know one of my colleagues is extremely peeved with his attitude - probably more so than me.

You may not be bitter but you sounded it iyswim? I was trying to suggest your views may well be misinterpreted at your appraisal too.

Perhaps you could suggest constructive ways of evening out the workload rather than criticising anyone? It would be viewed much better.

Don't ask me how though, as I haven't a clue! :rotfl: Sorry!

Have you tried asking him directly if he will take on more work as you are snowed under? Have you said anything to him at all about any of this? I'm just wondering what your working relationship is actually like?

frugallass

bestpud wrote: »

You may not be bitter but you sounded it iyswim? I was trying to suggest your views may well be misinterpreted at your appraisal too.

Perhaps you could suggest constructive ways of evening out the workload rather than criticising anyone? It would be viewed much better.

I understand what you're saying thanks - I'll chose my words very carefully at the appraisal

We're all really busy and he knows that - maybe if we all suggest he helps out he might take some notice !

bestpud

frugallass wrote: »

I understand what you're saying thanks - I'll chose my words very carefully at the appraisal

We're all really busy and he knows that - maybe if we all suggest he helps out he might take some notice !

Well, you never know - it may just work! It will definitely be harder for him to resist if you all ask - perhaps even more so if you sweeten him up with coffee and a cake first!

Good luck!

floss2

frugallass wrote: »

.....We're all really busy and he knows that - maybe if we all suggest he helps out he might take some notice !

Maybe you could have an office planning meeting - including him - to find out what needs doing, by when & then sort out by whom.

He may realise he's not been pulling his weight when everybody discusses their workload & plans how to share it more effectively, utliising everyone's individual skills.

Savvy_Sue

It is very hard to know how to manage staff if you've not done it before. I've been in situations where I'd have welcomed support and training, rather than "You're useless at this part of your job". I don't know who else will be in on your appraisal, but if there's someone from your Trustee board there then flagging up a possible need for support in this area might be tactfully done, but perhaps better done outside YOUR appraisal IYSWIM.

However, if you feel that you've been left to do things without adequate support and training, that is something which can be validly mentioned.

Sorry, possibly not making a lot of sense right now!

fengirl_2

I understand how frugallass feels. In the voluntary sector, Directors and CEO's often get away with murder (or, in the case of one organisation I stepped into, £130,000). The Trustees often do not know what is going on and only get to find out what the CEO tells them. Its often said that CEO's can be gatekeepers and trustees often allow them to be, either because they don't understand their own responsibilities, or because they think the CEO must be a great guy because they appointed him, or because they simply don't have the time to manage him/her properly. None of this helps frugallass with the timekeeping issue as she is very unlikely to be able to go to the trustees and say that she feels the Director is not pulling his weight. One can only hope that some bright trustee spots that the work isn't being done and starts to crack down on him.
The reading out of personal details issue I think can be dealt with as there is clear evidence and it is clearly out of order. A formal grievance can be raised about it, but I'm not sure that being that 'heavy' about it will be positive. I would raise it at my appraisal - be firm and assertive about it and say that you thought it was inappropriate. If he apologises gracefully, then accept it. If he denies it or tries to justify it, there may be grounds for taking it further.