Get the right people and get the people right.Introduction Managing people is perhaps the most challenging--and if you get it right--the most rewarding of all management activities. Good people management plays a key role in: * developing good working relationships * creating a positive organisational culture * boosting morale and job satisfaction * enhancing performance * unlocking employee potential Line managers are increasingly sharing responsibility for various aspects of people management with personnel specialists and in smaller organisations; managers often act as their own personnel officers. This checklist provides an introduction to the main responsibilities of people management for those new to the role. National Occupational Standards for Management and Leadership This checklist has relevance for the following standards: D: Working with people, units 3, 4 Definition "Getting the right people" means planning and carrying out the recruitment process so as to select people whose skills, knowledge and behaviours are consistent with the needs of the business and can be fully used in the job role to which they are appointed. "Getting the people right" means adopting consistent policies and practices for the induction induction, in electricity and magnetism induction, in electricity and magnetism, common name for three distinct phenomena. Electromagnetic induction , training and development of new members of staff. It also entails integrating them into the organisation and involving them as partners in the business. Action checklist 1. Plan the recruitment process The first step is to decide whether you have a vacancy VACANCY. A place which is empty. The term is principally applied to cases where an office is not filled. 2. By the constitution of the United States, the president has the power to fill up vacancies that may happen during the recess of the senate. to fill or a case for reallocating tasks amongst existing staff. Look at the job in the context of the organisation as a whole and in the light of likely future developments. Consult with other staff in order to define the job and the kind of person you need to undertake it. You may want to recruit someone with specific skills, aptitudes or experience, but you may equally be interested in looking for Looking for In the context of general equities, this describing a buy interest in which a dealer is asked to offer stock, often involving a capital commitment. Antithesis of in touch with. someone able to make a general contribution and flexible enough to change jobs within the organisation, if this proves desirable for them, or for the organisation. Decide how you will attract candidates. Decide which employment agency to use or where and how to advertise. Draw up a short-list short-list tr.v. short-list·ed, short-list·ing, short-lists To include (a candidate for a job, for example) on a shortlist. of preferred candidates but reply to everyone, perhaps keeping some in reserve as a contingency contingency n. an event that might not occur. . 2. Revise and use job descriptions and person specifications Once the vacancy has been agreed, take a close look at: * the principal purpose or objective of the job * areas of, and limits to, responsibility * functional and cross-functional relationships involved in the job * the main duties and key tasks Consider also what will be required in terms of: * education and qualifications * experience * skills and knowledge * disposition 3. Draw up a contract of employment Review any problems which may have recently arisen with existing contracts. Consider whether a short-term contract is preferable to a long-term one in light of your plans and objectives. Ensure that all legal requirements are met. Consider possible extra clauses relating to relating to relate prep → concernant relating to relate prep → bezüglich +gen, mit Bezug auf +acc the particulars of this post, such as mobility, home working or planned job changes. 4. Prepare for and conduct the interviews In preparation for the interviews consider: * the style--one to one, sequential or panel * the environment (including seating arrangements seating arrangements npl → distribución fsg de los asientos seating arrangements seat npl → Sitzordnung f seating arrangements )--formal or informal * the schedule--allow adequate time for each person and plenty of time to prepare for the next * the availability of appropriate documentation--application form or CV, person specification and job description * a list of questions--open, leading, probing or closed * how you will observe and listen for unspoken indicators * a constructive and purposive pur·po·sive adj. 1. Having or serving a purpose. 2. Purposeful: purposive behavior. pur interview closure. 5. Organise the induction Once someone has been selected and appointed, plan a thorough introduction to the organisation as a whole as well as the specific job area. Don't try to cover everything on the first day, or even in the first week. Make sure that organisational policies, procedures, standards and targets are explained to the newcomer. Build in reviews during and at the end of the induction to ensure that the new recruit has the best launch pad possible. (See Related Checklists) 6. Consider mentoring Mentoring is a relationship in which one person--usually not the line manager--helps the learner or new recruit to discover more about themselves, their potential and their capability in the workplace. The mentor's role is not one of giving instruction, rather one of helping the learner to form their own views and develop. Mentors need to have appropriate skills including the ability to: suspend judgement and prejudice; give constructive feedback; and help plan ways in which the learner can access learning opportunities within the organisation. (See Related Checklists) 7. Integrate the newcomer into your team Remember that team-working may prove a new or daunting daunt tr.v. daunt·ed, daunt·ing, daunts To abate the courage of; discourage. See Synonyms at dismay. [Middle English daunten, from Old French danter, from Latin environment for the newcomer; that your team will have its own culture; and that newcomers must be introduced with care and consideration. Take care to explain established working practices and rules such as: * decision-making and reporting processes * open and honest communication without fear of blame or recrimination A charge made by an individual who is being accused of some act against the accuser. Recrimination is sometimes used as a defense in actions for Divorce. Traditionally the underlying theory was that a divorce could be granted only when one individual was innocent and the * flexibility of team roles--for example, if the leader is seen not just as the leader, but also as a participating team member. 8. Empower empower verb To encourage or provide a person with the means or information to become involved in solving his/her own problems your team Empowering those who work with and for you means: * being honest about your own opinions and attitudes * being aware of the need for a culture of genuine trust and openness * creating the right balance between encouraging staff to get on with the job and establishing the boundaries of responsibility and authority * ensuring that staff have both the resources and skills to contribute fully to team performance * establishing effective, ongoing feedback based not on personality, but on tasks and performance. Recognise that--in the right environment--it is possible for people to cooperate with and support others they may not like personally, in the pursuit of common goals. Be aware that empowering people is the surest way to gain their commitment, providing mistakes and failures are not followed by blame or penalties. Building trust also means encouraging constructive conflict. This can help to define the power relationships within a team, focus attention on individual contributions, bring emotive e·mo·tive adj. 1. Of or relating to emotion: the emotive aspect of symbols. 2. Characterized by, expressing, or exciting emotion: and irrational ir·ra·tion·al adj. Not rational; marked by a lack of accord with reason or sound judgment. irrational adjective Unreasonable, illogical arguments out into the open, resolve longstanding conflicts, enhance problem solving problem solving Process involved in finding a solution to a problem. Many animals routinely solve problems of locomotion, food finding, and shelter through trial and error. , and act as an emotional safety valve safety valve, device attached to a boiler or other vessel for automatically relieving the pressure of steam before it becomes great enough to cause bursting. . In the same way, recognise and discourage destructive personal conflict, which destabilises relationships, leads to a polarisation of views and positions, undermines focus on common objectives, leads to negative and defensive behaviour, and leads to win/lose conflicts in which emotion becomes more important than reason. 9. Set clear objectives Empowerment em·pow·er tr.v. em·pow·ered, em·pow·er·ing, em·pow·ers 1. To invest with power, especially legal power or official authority. See Synonyms at authorize. 2. should not be an excuse for abdicating responsibility. On the contrary, it is all the more important to set objectives which are SMART: Specific, Measurable, Attainable, Realistic and Time-scheduled. Meeting objectives is closely linked to decision-making, so clarity on decision making processes and who can decide what is vital. Measures of efficiency (how quickly you deliver), and effectiveness (how good the delivery is) also play a key role in meeting objectives. From time to time, check that roles and responsibilities are clearly defined. Optimum performance is highly unlikely if they are ambiguous. Make it your business to demystify de·mys·ti·fy tr.v. de·mys·ti·fied, de·mys·ti·fy·ing, de·mys·ti·fies To make less mysterious; clarify: an autobiography that demystified the career of an eminent physician. , clarify and remove ambiguities. 10. Appraise appraise v. to professionally evaluate the value of property including real estate, jewelry, antique furniture, securities, or in certain cases the loss of value (or cost of replacement) due to damage. performance The performance appraisal Performance appraisal, also known as employee appraisal, is a method by which the performance of an employee is evaluated (generally in terms of quality, quantity, cost and time). or review is a focal point focal point n. See focus. for team members' learning and development. Appraising the performance of team members involves: * encouraging self-assessment and helping with problem diagnosis * offering help and suggestions but letting the appraisee arrive at their own solutions to problems * focusing on specific tasks and activities not generalities * getting a better understanding of the appraisee's potential and needs * agreeing goals and plans. 11. Coach for solutions, don't dictate TO DICTATE. To pronounce word for word what is destined to be at the same time written by another. Merlin Rep. mot Suggestion, p. 5 00; Toull. Dr. Civ. Fr. liv. 3, t. 2, c. 5, n. 410. answers Coaching is a proven method for developing skills, potential and performance. Coaching means working one-to-one with the learner and: * establishing the most appropriate approach to learning * encouraging the learner to experiment * providing encouragement * guiding the learner with objectives in mind. 12. Reflect on how to motivate your team The key to successful and consistent motivation involves finding out what people want most from their work. Reflect on what most motivates you. Is it more interesting work, greater involvement, greater recognition, better support, more opportunities for development, or merely being better informed? Accept that different people will respond in different ways to stimuli--that some like active involvement while others learn more from observation and reflection--that some like to try things out while others do not like being thrown in at the deep end. How not to manage people Don't: * assume that you have a job to fill without first looking at current work loads and job roles * ignore the legal aspects of recruitment and selection * forget that starting a new job is a stressful experience for most people * assume a new team member will be fully integrated from day one * fail to give encouragement and praise when it is merited * avoid addressing any people or performance problems that may arise * neglect the training and development of your team Additional resources Books Personnel practice, 4th ed, Malcolm Martin and Tricia Jackson London: Chartered Institute of Personnel and Development The Chartered Institute of Personnel and Development (CIPD) is the leading professional body for those involved in the field of personnel, training and development. Membership of the CIPD is highly respected and widely accepted by employers as a requirement of practice. , 2005 Recruiting excellence: an insider's guide to sourcing top talent, Jeff Grout Grout A binding or structural agent used in construction and engineering applications. Grout is typically a mixture of hydraulic cement and water, with or without fine aggregate; however, chemical grouts are also produced. and Sarah Perrin Maidenhead Maidenhead, city (1991 pop. 59,809), Windsor and Maidenhead, S central England, on the Thames River. It is a residential town with brewing and milling industries as well as a resort. The 13th-century stone bridge was rebuilt in the 1770s. : McGraw Hill, 2005 Managing people, 2nd ed, Jane Weightman London: Chartered Institute of Personnel and Development, 2004 Human resources The fancy word for "people." The human resources department within an organization, years ago known as the "personnel department," manages the administrative aspects of the employees. for the non-HR manager, Carol T Kulik Mahwah NJ: Lawrence Erlbaum Associates, 2004 Managing people, 3rd ed, Rosemary Thomson Rosemary Thomson is a Canadian conductor and chorus master; currently the Music Director of the Okanagan Symphony Orchestra and chorus master of the Calgary Philharmonic and Assistant Conductor for the Canadian Opera Company. Oxford: Butterworth Heinemann, 2002 This is a selection of books available for loan to members from the Management Information Centre. More information at: www.managers.org.uk/mic Related checklists Coaching for better performance (029) Conducting a performance appraisal (036) Mentoring in practice (082) Organising the induction of new recruits (001) Planning the recruitment process (023) Internet resources People Management: www.peoplemanagement.co.uk Online HR magazine produced by the CIPD CIPD Chartered Institute of Personnel and Development (UK) CIPD Conferencia Internacional sobre la Población y el Desarrollo (Mexico) CIPD Center for Innovation in Product Development . Personnel Today: www.personneltoday.com Online magazine with information covering HR and employment law topics. |
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