IMR JAN 2013 - Indira Institutes

Seth ConsultantsSo, sometime back the formal document ofthe new billing regulations and procedureswas circulated to all of us?L: Might have seen it. Don't remember thedetails.V: It had a preface mentioning that it hadbeen decided to introduce the new billingprocedures from the current year and thatthe new procedures would be applicable toall clients of the company. Some of theothers went to get some clarifications aboutthe new procedures and were told that forongoing projects they could follow theprevious norm. That was a big relief, sincewe are in the middle of many projects and wehad been maintaining billing records in theold way i.e. on the hourly basis format. Nodoubt we could convert the records to thenew format, but this would require a lot oftime and effort. So we continued as we weredoing.Then at the quarterly review, the billingstatement submitted by some of thespecialists in my department following thehourly norm was apparently questioned bytop management. Since none of us werepresent at that meeting, a committee of VP(Operations), VP (Systems & Admin) and VP(HR), was set up to meet and find out why theold norms were still being followed. The CEOin particular was very angry that employeesapparently did not know that the policy hadbeen amended and made some very harshcomments about the consequences for suchemployees. When the people werequestioned by the committee, all of themsaid that they were aware about the newprocedures, but they had understood thatthe new billing was optional for the first yearand that they had been informed that forongoing projects it was not merelypermitted, but also preferable that the oldnorms be followed rather than changeprocedures in the middle of the project andrisk offending the clients. The committee wastaken aback at the response and clarified tothem that the new procedures were notoptional. Then H proved that in his project,following the old norms was beneficial andalso more equitable.( 4) The committee wassurprised but agreed that in his case, perhapsthe old norms could be allowed and he (and I)believed that the matter had been closed.Y: So much fuss over nothing?V: (Growling) Wait. I have not finished.L: Something more happened?V: Yes. A few days after that, H was againdirectly instructed by VP (HR) that allemployees had to follow the new billingnorms and he was asked to rework his billingstatement. I was not called to that meeting,nor was I officially informed about whathappened. But now H is quite confused andalso angry. However there is no way to argueor verify what happened at the meetingbecause there is no official (written)communication - only an oral instruction.JL: Tell me, that day you said you had anotherstoryV: Who said?L: You both didY: About what?L: Our capabilities or some people'sperceptions of our capabilities.V: There is a long story. I believe it is true but Ihave no proof.L: Why the suspense? Please start.V: Okay but after that if I want a rope youshould not ask why! You know that our MDearlier worked at Bizarre Banausic ResearchOrganization (BBRO)?L: It was called something else earlier?V: Pre-independence it was known as theBenefic Bibliophilic Research Organization,Indira Management Review - Jan 2013 79