EMOTIONAL QUOTIENT: NEED FOR SUPERVISORS

IBM Daksh is the leading global provider of innovative business process services for clients seeking to cut costs, improve operation efficiency and take advantage of the opportunities in the global economy. We provide solutions across various verticals such as Banking, Insurance, Travel, Telecom, Technology, Distribution, and Utilities. Our core expertise lies in Customer Relationship Management (CRM), Finance & Administration (F&A), Procurement & Supply Chain Outsourcing, Human Resources Outsourcing, and Industry-specific Back Office and Analytics services. Our network of delivery centres comprises offshore centres in India and Philippines and is further supported by IBMs global delivery network of 50+ centres. Being # 1 in employee satisfaction doesn't come easy. To get to that point, IBM Daksh has invested heavily over the years.

IBM Daksh recognized as the #1 "Preferred Employer" as per the DQ-IDC BPO Employee Satisfaction Survey 2005. This recognition is very special since it has come from IBMers themselves - IBM Daksh had the highest percentage of employees who named their own company as a preferred one. IBM has also topped the stack of "Dream Companies" in the same survey. They have always endeavoured to create a work-culture that is open, positive and rewarding; where there are exciting growth opportunities for every deserving IBMer; where every IBMer is encouraged to learn new skills on the job as well as through formal training programs. But things always do not go as expected. Xyz was an employee of this company working for one of their process named Google Adwords which was being outsourced by Google from sep, 2010 to march ,2011. Although she was a very hard working and a very efficient employee her supervisor was not happy with her, maybe because of her humourous and casual nature. Xyz was a person who used to work by adding a bit of fun and humour on the floor. There were times when she used to crack jokes with her teammates and the supervisor as well. But the supervisor took it in an offensive way and asked Xyz not to do this again. Xyz apologised for her mistake and the little issue got over there & then. There used to b quarterly feedbacks from the employees about their supervisors and work environment and the supervisor dint really used to get a good feedback as most of the employees under her were uncomfortable working under her. Her supervisor and the company had no doubts on her credibility as she got awarded thrice in just a span of 6 months. Employees of the month ( 2 times) Stacks topper (1 time)

After completing 4.5 months with the company, due to some personal family problems Xyz became a bit irregular at work and she thought it would be better for both the company and her to resign. When she conveyed her resignation news to the supervisor he called her for a meeting asking her the reason for her resignation. She did not wanted her to resign at that particular point of time as the company was facing some problems and there was a lot of workload. So the supervisor requested Xyz to cooperate and stay in the company. Being a loyal and dedicated employee Xyz understood the companies situation and decided to carry on with the job even though she was facing some family problems. But after seven months she was not able to cope up with the work and her family alongside and when the workload became less she decided to resign from the job. This is the general procedure of the company that when an employee resigns the supervisor has to accept it and issue a relieving latter for the same mentioning a YES/NO for the rehiring of the same employee in future. The supervisor of Xyz wrote NO for rehiring and mentioned that she is not fit for the job. This hurt the sentiments of Xyz because when the organisation was in need she cooperated but now when she needs the support of her supervisor, her supervisor refused to cooperate and instead raised a question on her efficiency. Xyz then approached the HR manager Mr Atul to discuss the matter and told him the entire case and requested him to look into the matter. Knowing the nature of the supervisor as he got complaints earlier and discussing the case with the senior manager of that process Mr. Atul got the rehiring option changed to YES. Xyz was really happy with the response of the HR department and once again the Hr department of IBM Daksh proves itself right. This case raises a few questions in the minds of the employees as well as the supervisors of all the levels like:Q.1 To what extent emotional quotient is necessary for HR manger nd the employees if an organisation? Q.2 Is it the duty of just the HR department to retain the employees or of the supervisors as well?