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Success in Business
Published by Martin Books Pty Ltd ACN 112 719 052 20 Blackwoods Road Boat Harbour NSW 2484 Australia Tel: (61 2) 6679 1051 Fax: (61 2) 6679 1535 Email: firstname.lastname@example.org Web: www.martinbooks.com.au
Copyright 2002-2007 Martin Books All rights reserved. No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system, without prior permission in writing from the publisher National Library of Australia Cataloguing- in-Publication entry: Overton, Rodney Managing Human Resources ISBN 978-1-921360-44-2
First published 2002 in soft cover eBOOK version September 2007
The writer - Rodney Overton
is an international award winning writer (published in four languages) of more than twenty-five popular business skills ‘how-to’ books covering a wide range of business, human resources, management, planning and sales and marketing topics. Publishers in a number of overseas countries produce and distribute localised versions of these books. He works as business consultant and strategist and has wide experience in facilitating, writing and developing business training courses.
Martin Books have a combined range of more than 100 books, CD ROMs and Training Facilitators Manuals available, covering areas of business such as Administration, Planning, Finance, Human Resources, Management, Marketing, Sales and Small Business. We also have a Training Facilitators Manual available for a training course titled HUMAN RESOURCES. Our books are distributed and published in three languages in a number of overseas countries.
covering areas of business such as Business Administration. comments and suggestions. CD ROMs and Training Facilitators Manuals available. The business press on almost a daily basis gives coverage to the latest round of retrenchments which often fly in the face of sound Human Resource management. Successful Human Resources involves many stages from recruitment to induction. To do this successfully of course involves motivation and making people feel that they are an important part of the business.our customer list reads like a who’s who of Australian business. maximising the potential of your people is of paramount importance in business.Foreword This book is an enlarged and vastly revised version of a similar and very popular title which was first published in 1994 with subsequent numerous reprints. special thanks to all those people who have purchased our books . We also have a Training Facilitators Manual available on this topic. We welcome your feedback.their people. We currently have a combined range of more than 100 books.from the novice small business operator to Human Resource professionals.com . Thus. Our books are distributed and published in three languages in a number of overseas countries. Many people would agree that Human Resources Management is one of the most difficult tasks in operating a business . Finance. Finally. Marketing. training and ideally promotion to mention but a few stages. Business Planning. Increasingly in many cases the only difference between companies selling similar products or services at almost identical prices and identical trading terms is their people. More than ever the management of Human Resources in any organisation is a key success factor.if not the most difficult. Many organisations fail to harness and utilise their most valuable and potentially their most lucrative resource . Human Resources. A recent and highly publicised case of a major retail chain hiring a new CEO was followed a short time after by news of major retrenchments by the new CEO! This book is intended as an aid for those who wish to study and learn the basics of Human Resources and to act as a prompt for those wishing to write their own Human Resources manual . Sales and Small Business. Management. Rodney Overton September 2007 rodney@sydneybusinesscentre.
.....................................................................................................................................40 • Communication.............28 • Salary packages.............19 • Steps in the recruitment process..............................................21 • How to recruit and keep the best staff........ 4 • Human Resource Policies.................. 17 • Staff recruitment................................................................................ 49 • Company culture.............................................................................. 20 • Writing a Job Description.............................................................................................. 42 • Meetings.............................................................................................................................................................................................................. 51 • Cultural attributes......3 • Human Resources Planning and Development (HRPD)............................................................................................................................... 35 • Why do people fail?................................27 • Body language................... 24 • Some interview questions...................... 33 • Planning for and managing replacement and restaffing.......................60 ............................44 • Typology of organisations.......... 38 3 Organisations and people.........................................58 • Negotiation......................18 • Basic requirements for recruitment...................................................39 • Mission statements...................................................................................22-23 • The interview process..................................................................................57 • Code of conduct........10 • What should staff contribute to the business?...........................5 • Steps in the Human Resources process................2 • The role of the Human Resources Manager..................................50.......................................................31 • Induction of new staff...................Table of contents 1 Human Resource Planning and Development (H....29 • An Interview Evaluation.............. 6-8 • An organisation and its stakeholders.................................................................................................................................................................................26 • A 10 step hiring process....................................................................................................................................................................................................... 12-16 2 Recruitment............................................47 • Work cultures..........................................................9 • The politics of Human Resources.......................................................................new personnel.................................................................59 • Creative negotiation.........................................R.................................................................. 53 • Downsizing....41 • Six steps to managing your career....30 • A press release ................................54 • Some Peter Principles Occupational Health & Safety...37 • How to keep your staff interested.......................................................................................................................................................46 • Managing change..................32 • Internal integration............. 43 • Organisational structure........................................................................................52 • Crisis Management..............................................P..................................................................................................... 11 • Components of Human Resources...........................................................D.................................................................................)................34...............55 • Discrimination.....1 • What is Human Resources?..............................................................................................56 • An employee handbook ...............................................................................25 • How to interview...............................45 • Bureaucracy...... 47 • Executing change......................... Induction and Integration.............................................................36 • Disengagement interviews.................................
............................................................... 66-69 • Empowerment............................................... 63 My Job ..............................................................................................89 • Evaluating personal strengths ............................................................................................................. 103 • Personality attributes...................................................................................................76 • Motivation by shareholding...........................................................69 • Future vision..........93 • A Rating Form for Management.............................................................................................................................................. 79 • Productivity and motivation.......70 • Leading a team............62 Questions..........................................81 • Stress and work....................109 • Some Mistakes Candidates Make at Job Interviews..................................110...86 • Competency Based Training.............................................................94 6 Case Studies.................. 88 • Training Needs Analysis.........77 • The people working for you will expect.......................107 • Rating your manager...............................................................................................................................105 • Personality traits.............90 • Setting personal goals and objectives..................100 • Some acronyms................................................... 111 Index.........................................97 • Economies of scale............My Role...............................................................................................................................61 The negotiation conference.................................91 • Staff Appraisals....85 5 Training and Evaluation........................................................................................................................................101 • Interstate branches..........................................................................................................................................80 • Does your workplace suffer morale problems?......................106 • Some euphemistic translations............................................................................................................................................................................................................................................................84 • Leadership quiz.............. 102 • some people adages......................• • • • The process of negotiation...............................................................................................112 ............................96 • Human Resources check list..................................... 83 • Retaining scarce talent....................................................99 • State sales administration............................................. 64 4 Leadership and Motivation..................... 72 • Motivation.............................................. 92 • A Performance Review................................................................................87 • Recognition of Prior Learning................................................................................................................................. 108 • Are you a people person?.................................................................73..................................................... 98 • Community obligations and charities................. 74 • Maslow’s hierarchy of needs............................................................................................................................104 • Determinants of personality.............................................................. 95 • An efficient office...........................75 • Motivation and needs..........................96 • The changing world of work..................................78 • Determinants of behaviour................................................. Empowerment...................................65 • Leadership ............................82 • What attributes do you require to be a workaholic?.....................................................................................................................................
1 Human Resource Planning and Development .
special toilets for staff and exclusive management dining rooms. HR Managers have a responsibility to recruit. Robert Reich 2 . bad blood. Human Resource issues can lead to tension. out of all the countless tasks in the management of your business operation. “Why would someone want to come and work in this organisation?” Can you gain more from your people by empowering them? Can you increase the ability of your people to achieve by enhancing their self-esteem and improving their skill set? A well established definition of Human Resources is: Human Resources Management should be running their companies so people get more satisfaction from their work.is readily acknowledged as the greatest resource that any organisation possesses. However. and their ability to work together. cliques and them and us mentalities. and what they carry around in their heads.Managing Human Resources What is Human Resources? Human Resources (HR) . disputes. Your most precious possession is not your financial assets. Many organisations have no reserved car spaces. the management of people is arguably the most difficult aspect of any business and the cause of many problems. Those who arrive at work first get to choose their car spot. Conversely many very successful organisations claim a major reason for their success is their people. develop and motivate a team to produce defined results. arguments. Their people are complaining to each other about the reserved car spaces for management. The management of many organisations are proud to boast about their good Human Resource policies while at the same time they have their people offside. Human Resource managers should constantly ask themselves.the people employed by an organisation and the use of their skills in that organisation . The greatest resource / asset of any business is its people. (to save the managers from having to walk an extra few metres). Your most precious possession is the people you have working there.
Staffing. 3 . • Establish methods for reviewing performance. • Provide and encourage a motivational environment. and many others as well: • Understanding the needs and requirements of management and the organisation. • Be responsible for evaluating and comparing the performance of employees / staff.1-Human Resource Planning and Development The Role of the Human Resources Manager An effective Human Resources Manager may be responsible for all of these areas. • Be responsible for hiring and training employees / staff. • Be responsible for providing job descriptions. • Establish quantitative control standards. • Contribute to work force morale. • Be responsible for Planning. • Convene Human Resources meetings. • Be a spokesperson and figurehead for the organisation in Human Resource matters. • Co-ordinate other Human Resources functions. Directing and Controlling in the Human Resources area.
Some organisational goals in the management of Human Resources: Productivity Promotability Innovation and flexibility Special skills Can management define what behaviours it wants in order to accomplish certain goals? Without such a specification we will not accomplish very much! There can be little growth and development for employees at any level in a sick and stagnant organisation. after the next round of drinks. ‘What’s that?’ Interestingly.D.a true story In our recent experience we encountered the Managing Director of an organisation employing around 50 people. Pay Promotion Training Job rotation Cross functional assignment Performance evaluation Supervision All of these areas are strong tools to modify behaviour. 4 . However when the phrase ‘Human Resources’ was introduced into the conversation his response was.Managing Human Resources Human Resource Planning and Development (HRPD) Any company controls a portfolio of the most powerful tools for changing behaviour. the same person spoke with some degree of pride and achievement about the ‘100 people I have fired in the last 3 years’. It is in the best interests of both the individual and the organisation to have a healthy organisation that can provide opportunities for growth. always took great pride in claiming (usually after the second round at the local bar) that he was the possessor of high levels of ‘people skills’. What’s that? . This particular M.
terms and conditions • Health and safety of employees • Equal opportunity and affirmative action • Promotions and transfers • Discipline procedures • Grievance procedures • Absenteeism policies and procedures • Training and development of employees • Recruitment procedures and standards 5 . including: • Security of employment • Conditions of employment • Remuneration Pay scales and methods Pay arrangements Compensation and benefits Incentive schemes Superannuation policy and arrangements Performance-based remuneration Incentive programs • Retirement policy.1-Human Resource Planning and Development Human Resource Policies A variety of policies relating to the human resources of the organisation need to be developed and monitored.
Managing Human Resources
Steps in the Human Resources process
RECRUITMENT of staff using a job description and specification. TRAINING and INDUCTION of staff to acceptable levels. ASSIGNING of staff to a job or area with specific responsibilities, goals, objectives and targets. MOTIVATION of staff to achieve goals, objectives and targets. FORECASTING, MEASURING, COMPARING Forecasting future Human Resources requirements. Review and evaluation of staff performance against goals, objectives and targets. REVIEW and EVALUATION of staff performance for advancement and promotion and for setting levels of remuneration Human Resources involves a number of functions in areas including: SELECTION and PLACEMENT • Forecasting future staffing needs • Recruiting staff • Handling redundancies, retirements and termination's of employment • Relocating employees to other positions or locations TRAINING and DEVELOPMENT • Inducting new recruits to the organisation • Training and developing new employees • Determining the future competencies and skill mix required by the organisation • Training employees to meet current and future needs CAREER DEVELOPMENT • Ensuring that employees develop new skills • Ensuring that employees are challenged in their jobs • Maintaining and monitoring performance appraisal systems • Maintaining an up-to-date succession plan, particularly for key positions within the organisation LEGISLATION • Making required government returns, such as fringe benefits tax and equal opportunity reporting. • Ensuring and monitoring conformity with all employment legislation such as health and safety and equal opportunity.
1-Human Resource Planning and Development
POLICY FORMATION • A variety of policies relating to the human resources of the organisation need to be developed and monitored, including: • Security of employment • Conditions of employment • Pay scales and methods • Retirement policy, terms and conditions • Health and safety of employees • Equal opportunity and affirmative action • Promotions and transfers • Remuneration • Discipline procedures • Grievance procedures • Absenteeism policies and procedures • Training and development of employees • Recruitment procedures and standards EMPLOYEE RELATIONS • Negotiating and liaising with unions, employee representatives and employees on such areas as: • Legislative matters • Workforce restructuring • Industrial democracy • Enterprise bargaining • Pay awards • Employment contracts EMPLOYEE WELFARE • Ensuring the health, safety and welfare of all employees through organising or monitoring such things as: • Conditions of work • Provision of specialist crisis counselling, such as alcohol or drug abuse • Confidentiality of personal employee details REMUNERATION • Pay arrangements • Compensation and benefits • Incentive schemes • Superannuation policy and arrangements • Performance-based remuneration • Incentive programs
Managing Human Resources
ORGANISATIONAL DEVELOPMENT Designing and implementing organisation change initiatives Introducing organisation development and change programs, such as TQM, Benchmarking, ISO Certification, job redesign, enterprise bargaining Ensuring the organisation is structured in a way that will achieve its vision and objectives Implementing and overseeing internal communication programs MISCELLANEOUS In addition, personnel departments often undertake a variety of miscellaneous duties such as: Overseeing the company canteen Producing an employee newsletter or news video Making business-related travel arrangements for employees Overseeing the company nurse and doctor Liaising with outside consultants and organisations on personnel-related issues, such as arrangements for temporary staff, and making or recommending charitable contributions Managing and maintaining HR information systems (HRIS) Human Resources, People and Flight Centre Graham Turner, the Chief Executive of travel success story Flight Centre Ltd has this to say about the way his business is run. ‘Flight Centre does not sell travel the conventional way. Everyone is on meaningful profit-share incentives. It places considerable importance on people being able to earn whatever they put their mind to, through incentives that are not capped. People who work in the shops earn a profit based on their individual business; the team leader earns a profit on the whole business, and so on. Ownership is not just about profit share, but is about operating the business believing it is yours and not just the company’s. There are no privileges unless everyone has them. No company cars, no car parks, no secretaries, no individual offices, and no receptionists. Our structure is team bases. This is based on the inherent desire of the human race to live and work in families (teams of up to seven people), villages (3-5 teams) and tribes (100-300 people). Standard systems operate throughout the company. There is only one best way to do anything. If you have one small business operating successfully and you can systemise and replicate that business, there is no reason you cannot have 100 or more businesses operating successfully. Flight Centre believes that profit is the best way of knowing whether you are offering the community something it wants.’
Many people suggest that the best form of organisational performance is stakeholder satisfaction 9 . but the long term survival of any business depends on it. Balancing stakeholder satisfaction is very difficult to achieve. and their two-way dependency relationship with an organisation. The illustration above shows six stakeholder groups.1-Human Resource Planning and Development An organisation and its Stakeholders OWNER INDUSTRY STAFF COMMUNITY SUPPLIERS CUSTOMERS ORGANISATION The ultimate success of any organisation depends on a number of stakeholders being satisfied with the performance of that organisation.
• Offer information freely without expecting favours .Managing Human Resources The Politics of Human Resources The positive • Networking . nonaggressive manner. • Forget about ‘brown nosing’. • Spreading rumours and sowing inaccurate information about people or circumstances is a definite no.. posturing for the benefit of your peers. communicating to superiors should be done on the basis that new news is bad news. In the 1990’s well known business writer Max Walsh wrote in his Sydney Morning Herald column about an organisational disease which he called ‘the snake pit of organisational politics’. threaten to withhold or reveal critical information. The cover-up routine is not confined to the top of the organisation..develop contacts throughout your organisation and industry. All employees soon learn that . Never let people down and be aware that people have very long memories. 10 . The negative • Never reinforce the failure of others to reinforce your cause. • Never indulge in power plays.eventually your critical mass of goodwill will be returned. build opposition or refuse to give support. In the cover up process messengers are highly vulnerable and expendable. • Be thoroughly professional in everything you do. • Continually promote and self market yourself in a positive.
Help to support and change the culture of the organisation as expressed through its performance. quality. innovation.1-Human Resource Planning and Development What should Staff contribute to the Business? Staff should: Provide value for money for the organisation. Support managers and management in the achievement of their goals. Be easily controllable so that policies can be implemented consistently and costs contained within budgets. Continually improve competence and personal development. Improve co-operation and effective team working at all levels. risk-taking. Be an integrated part of the management process of the organisation. and help improve the organisation’s effectiveness and competitiveness. Support the attainment of the organisation’s mission statement. 11 . flexibility and team working. Assist in achieving continuous levels improvement in quality and customer service Reward people fairly and consistently according to their contributions. Motivate other employees to achieve higher performance. Be easily manageable. so that undue administrative burdens are not imposed on managers and staff.
currently required and those required in the future are addressed. JOB ANALYSIS To specify what jobs need to be filled and identify the required skills. They may be focused on the numbers of people in given categories and /or designed to ensure that given assumed growth there will be an adequate supply of people in those categories. priorities. learns how to get along in the organisation. Often considered as a dynamic kind of job analysis. and organisation structure or design. how to work. INDUCTION. RECRUITMENT and SELECTION The process of finding people and developing systems for deciding who to hire. 12 . where continuing reviews of skills. how to master the particulars of the job and so on.R. MANPOWER PLANNING and HUMAN RESOURCE INVENTORY These activities draw on the job descriptions generated in job planning and assess the capabilities of the present H. future directions. geographical location. against those plans or requirements. The goal should be to facilitate the new employee becoming a productive and useful member of the organisation both in the short run and in terms of long range potential. STAFFING PROCESSES To ensure that the organisation acquires the necessary human resources to fulfil its goals. The changing focus of Human Resources Not so many years ago people used to wear gloves at work to protect their hands: now they wear gloves to protect the product. Part of this process is to communicate to prospective employees a basic understanding of the company and its approach to its people. values etc. the new employee learns the ropes. knowledge.Managing Human Resources Some Human Resource Components OVERALL PLANNING COMPONENTS The function of these components is to ensure that the organisation has an adequate basis for selecting its human resources and developing them toward the fulfilment of organisational goals. how to fit in. JOB/ROLE PLANNING To determine what actually needs to be done at every level of the organisation. SOCIALISATION and INITIAL TRAINING After hiring. STRATEGIC BUSINESS PLANNING To determine the organisation’s goals. market growth rate. products..
guiding. coaching. The system should be based on the organisation’s need to fill jobs as they open up and the employee’s needs to have some sense of progress in their working lives.salary increases. PERFORMANCE APPRAISAL and JUDGEMENT OF POTENTIAL These systems serve a number of functions . with a set of activities that are neither too hard nor too easy. Co-ordination between HR and the immediate supervisor in this situation should be maximised. and that training of supervisors in how to handle new employees is a valuable organisational investment. by thinking through its implications and value to furthering future total development. either by promotion or lateral movement to new functions or assignments. and maintain their job satisfaction? FOLLOW UP and EVALUATION OF DEVELOPMENT ACTIVITIES Devise a system to ensure that plans are implemented and that activities are evaluated against individual and organisational goals. CAREER DEVELOPMENT PROCESSES To match the organisation’s needs for work with the individual’s needs for a productive and satisfying work career. The system must provide some kind of forward movement for the employee through a succession of jobs. JOB DESIGN and JOB ASSIGNMENT The issue is how to provide optimal challenge to a new employee. The actual process of supervising. Also a basis for regular reviews between boss and subordinate to supplement day to day feedback and to assist with career planning and counselling. SUPERVISION and COACHING It is generally accepted that the first boss is crucial in giving new employees a good start in their careers. or total organisation. Can be done by department.1-Human Resource Planning and Development INVENTORY OF DEVELOPMENT PLANS An effort to plan for the growth and development of all employees. DEVELOPMENT PLANNING How will long term employees who may stay 30 or 40 years in the organisation. and neither too meaningless nor too risky from the organisation’s point of view. make on-going contributions. division. remain motivated and productive. promotions. and monitoring are considered to be important components. and other formal organisational actions in respect to the employee. Potential conflicts can arise as to what level of feed back the employee receives. Does management want the employee to know their potential for 13 .
They should be matched to the needs of the individual and the needs of the organisation. PLANNING. PROMOTIONS and JOB CHANGES An effective HR system should concentrate on developing career paths. as much as possible be tied to job/role planning. talents. CAREER COUNSELLING. Managers should set goals and philosophies based on what the organisation is trying to reward and what employees needs actually are. and lateral job moves to ensure growth of human resources. PAY. RECOGNITION As organisational careers become more varied and as social values surrounding work change. PERQUISITES. PROMOTION.Managing Human Resources promotion? If individuals do not get good feedback around their development needs. Can the organisation open up the communication channel between employees. Training should. outside development programmes and other educational activities are necessary in the total process of human growth and development. and lay the groundwork for realistic individual. ORGANISATIONAL REWARDS. This should be linked to performance appraisal. BENEFITS. development planning? 14 . because they can see a benefit in their career path and see that it fits into their total career. TRAINING and DEVELOPMENT OPPORTUNITIES Companies should realise that periods of formal training. The individual wants to attend the course. Evidence suggests that optimal challenge is what keeps human growth and effectiveness going. their bosses and the HR system. Many companies have great difficulty addressing this area and use consistency and other organisations as models. Employees cannot manage their own growth development without information on how their own needs. At different career stages and in different types of careers employees will need different ‘things’. How to ensure that the organisational rewards are linked to the needs of the individual and to the needs of the organisation for effective performance and development of potential. FOLLOW UP and EVALUATION The organisation should provide a means for employees at all levels to become more proactive about their careers and a method for discussions. values and plans fit with opportunities the organisation can offer. they will remain uninvolved in their own development. changing assignments. systems of job rotation. for most by promotion. reward systems should become more flexible.
flexible working hours. and then the training required for that work once the employee sees the need for it? For this strategy to work continuous feedback is required between employees and managers. "People" are the key to business success. while GE aspires to be No. part time work. specialist counsellors.1 or No.) Is it desirable to design a special. but no one does anything about it. and ultimate retirement. GE and a few other big companies have cultures that strongly encourage effective management and people development.I.everybody talks about it. job redesign or rotation perhaps they should examine whether these employees are in responsive mode or not. job sharing. relationships with other workers. but in the vast majority of 15 . CONTINUING EDUCATION and RETRAINING Is it better to provide challenging work. ENRICHMENT and ROTATION After a few years of employment many workers become unresponsive to the job requirements and pay more attention to factors such as the type of supervision. obsolescence. Rather than attempting to ‘cure’ levelled off employees by remotivation. pay and many other issues. Managers should be trained in handling preretirement employees. Legendary former GE Chairman Jack Welch makes an interesting point that.P. mechanical and financial assistance should be provided. are just a few examples. Conversely there is nothing wrong with less motivated and involved employees if the quality of their work meets the required standards. as most people realise. child care programmes. personalised programme for all or some employees? RETIREMENT PLANNING and COUNSELLING There should be a clear planning function that forecasts retirements and feeds this information into replacement and counselling functions. 2 in every market it competes in. But "people" as a success factor is like the weather . PERSONAL IMPROVEMENT PROGRAMMES (P. ALTERNATIVE PATTERNS OF WORK and REWARDS Rostered days off. by skilled. JOB REDESIGN.1-Human Resource Planning and Development PLANNING FOR and MANAGING DISENGAGEMENT Organisations should recognise various options to deal with problems of loss of motivation. They should cater for the needs of the organisation as well as the employee and be closely linked to each other. Psychological. Welch claims that their core competence is developing people.
It shows people you care about them. That is obvious but so often not done. and will be more likely to follow whatever the outcome. even if you really do. This is one way GE keeps their people "electrified" and loyal." but all the employees see is the stone wall of silence.F. respond quickly. But employee emotions are extremely time sensitive. Before initiating change or "improvements. and they forget the importance of communicating with everyone about what's going on with the company. Managers get busy putting out fires and trying to be sure clients' needs are met. The Greatest Management Principle in the World. Consistency is extremely important. "I don't care about you. Michael LeBoeuf a few years ago wrote a book called. Avoid e-mails or memos for any information which might be misunderstood or possibly construed as negative." Studies of non-managerial employees usually find that they consider internal communication to be inadequate. The reinforcement principle of behaviourism was discovered by B. People want to know what is going on and how it does or will affect them. No one leaves the room until the top manager decides what action will be taken on the problem. If you want it done. If you do not ask. If you want somebody to repeat a behaviour. reinforce it with some type of reward that they will appreciate. and that is his key point. The decision may be to act now or to delegate the problem to a task force if more information is essential. 16 . you sustain their enthusiasm and energies. Not communicating says you don't care about them. it is amazing how people can resist in many subtle ways that ultimately sabotage the outcome. They may rationalise that. the emotional peak passes and you will not have another chance like that for a long time. "I’m in charge and I know what I'm doing. The most effective communication is always face to face. and you cannot overdo that. that does not happen. Discussion focuses on one problem. respect you for asking. You lift their hopes when you seek their input. You cannot not communicate.Managing Human Resources companies. refers to the fact that not communicating with someone says to them. Here are a few key truths about people as a success factor which may be helpful for you: That which gets reinforced gets repeated. You do not have to do what they ask." let the people who will be responsible for implementation have a say in the way the changes will be handled. but some action is always taken. they appreciate being heard. Face time says "I care about you" like nothing else. And guess what? It works just as well on both (including kids). and if you act on that input. When you ask for people's input. Skinner and has been rejected by some people because it applies as much to rats in a cage as it does to humans. Everyone involved gets in one room and one manager is in charge. ask the doers. from The Pragmatics of Human Communication. That axiom. This is one reason GE has been so successful with their "workout" sessions. Even if you go against their preferences. If you wait too long.
2 Recruitment. Induction. Integration .
Why is it important to take great care in filling a job vacancy? • To benefit the company • To avoid the expense of having to hire a replacement after a short time • To increase profits • To create a team work atmosphere • The wrong person may create disharmony • The right person will do the job better • To raise levels of professionalism. and in good management the solid foundation stones are: SELECTION TRAINING SUPERVISION Individuals as a rule tend to have a far different perception of motivating factors than does management. Training. as to what really motivates them. they stand on solid foundations. Does the candidate have the appropriate aptitudes. Does the candidate have the appropriate attitude to accomplish the task and fit in with the team in a positive. Three major considerations in the selection process: 1.Supervision These three items. These are the true basics and without them nothing in Human Resources management is possible. Selection. medium or long term? Will they last and show resilience? 18 . co-operative manner? 3. What is the candidates time frame? Short. MOTIVATION Motivation is the roof and spire of the building. skills. and Supervision are the absolute corner stones of good Human Resources management.Managing Human Resources Staff Recruitment Selection . Roofs and spires don’t stand on air. qualifications and experience to do the job? 2.Training .
Have a competitive edge that gives them the will to win and makes them unafraid of embarking on tough courses. The four E’s of recruiting people: People must have: 1.2-Recruitment. Integration Some basic requirements for good recruitment include: The recruitment of the correct number of people to meet the sales and overall objectives. Providing a workable job description. The reduction of staff turnover by the correct selection of suitable people. 4. productive activity rather than ‘putting out fires’. In order to achieve these aims the organisation will be faced with a number of problems: Defining the nature of the job and determining how many people will be required to do it. Be able to energise others 3. The maximum use of management time in pro-active. carrying out operational plans and coming up with the numbers 19 . To minimise the problems which can be inherent in recruitment and employment. Deciding where responsibilities for recruitment and appraisal will lie. Maintaining of a high level of responsibility by management for employees / staff. Building and maintaining long-term stable relationships with customers. Plenty of energy 2. Induction. To be able to execute by setting a vision. The maximisation of the return to the company of the investment made in the employee. Determining the type of person required to do the job.
20 . the Sales Manager.do the applicants meet our person specification? • Preparing a short list. • Offering the job and negotiating terms and conditions.ideally this should be presented to candidates at the first interview.phone or written. • Psychological testing. • Review and evaluation of effectiveness. a committee? • Second and third interviews may be required. • Promotion or transfer. • Screening the applications .Managing Human Resources Steps in the Recruitment Process • Analysing the tasks of the position . by internal promotion? • Call for applications . • Training and retraining the person • Evaluating the training. • Interviewing the candidates . • The induction process. • What type of person would be best? • What skills. • Checking references of those preferred.where can we find an ideal person? By head hunting.who should interview? The Human Resources person.and writing a person description. by advertising. • Identifying sources of talent . qualifications and experience will be required? • Preparation of a job description .
21 . No attempt is made to describe in detail how they are carried out. but some indication is given of the purpose or objectives of each task. chronological order. planning. organising. MAIN TASKS: Some suggestions for identifying the main tasks: • Identify and list the tasks that have to be carried out. • Decide on the order in which tasks should be described. setting objectives. supervises. Many people start paragraphs with an active verb. and the processes of management that are carried out. Induction. e. co-ordinating. REPORTING TO The title of the manager or superior to whom the job holder is directly responsible is given under this heading.g. The aim being to convey in a few sentences a broad picture of the job which will clearly identify it from other jobs and establish the role of the job holder. operating. directing and motivating staff and controlling. OVERALL RESPONSIBILITIES This section describes as concisely as possible the overall purpose of the job. • State what is done as succinctly as possible and why it is done. prepares. daily.2-Recruitment. • Analyse the initial list of tasks and simplify the list by grouping related tasks together so that not more than. such as: • Frequency (hourly. liaises with. order of importance.). thus indicating the purpose of the job and giving a lead for setting targets and performance standards. etc. The job titles of all the posts reporting directly to the job holder are given under this heading. continually. weekly. • Describe each main task briefly and separately in short numbered paragraphs. say. Integration Writing a Job Description An essential ingredient for successfully hiring any employee is a Job Description. recommends. The Job Description should be based on a detailed job analysis and be as factual and brief as possible. 7 or 8 main activity areas remain. ensures that. PERFORMANCE MEASURES How will the performance of the person be measured? Obviously very important for sales positions. Some commonly used headings are:JOB TITLE The existing or proposed job title indicates as clearly as possible the function in which the job is carried out and the level of the job within that function. completes.
5 SHOW YOU CAN DO IT Know how to do every job in your organisation. Don’t let your ego get in the way of the team performance.Managing Human Resources How to recruit and keep the best staff 1 HIRE THE BEST Your success depends upon your staff. Say thank you. You should listen to both groups very closely. 2 DON’T PAY PEANUTS Don’t pay peanuts unless you want monkeys. 7 COMMUNICATE Talk to your staff and ask for their suggestions. Three staff should be able to do the critical tasks. initiative and integrity in everyone you employ. 4 HAVE A BACK-UP Everybody should be able to do at least two jobs in the company. Acknowledge each person’s contribution to your success. If you can show an employee that you have taken the time to learn their job. Retain the ultimate authority though. Pay over the market rate and expect more. The two groups who have the best information on your business and its performance are your staff and your customers.and let them do it! Give encouragement. Reward your employees both financially and emotionally. You can also act as a back up. Tell everyone that you expect their absolute best. Trust them to do their job. Look for intelligence. you show that you think the job is worthwhile. preferably three. Most people would rather feel needed and respected than be given a pay increase. Show them where they fit in the system that produces the final result. 3 BUILD A TEAM Let each employee know they are a valuable member of the team. 22 . 6 DELEGATE Do what you do best and delegate the rest. Give your staff the responsibility and authority to do their jobs .
Reward ideas that work. Three major considerations in the selection process: 1. Let your staff know that your deputy has your confidence and your authority when you are absent. Get suggestions on how to improve your product. service. Don’t accept second best personally or your staff will follow your lead. Then go on holidays to test the system. Integration 8 ENCOURAGE PRIDE Show pride in your company and its products and encourage others to take pride in their work. What is the candidates time frame? Short. co-operative manner? 3. Induction. Encourage on-going commitment.2-Recruitment. Does the candidate have the appropriate attitude to accomplish the task and fit in with the team in a positive. medium or long term? Will they last and show resilience? 23 . skills. qualifications and experience to do the job? 2. 9 ENCOURAGE CREATIVITY Meet with your staff at least once a month for a brainstorming session. Does the candidate have the appropriate aptitudes. customer satisfaction or profit. 10 HAVE A SECOND-IN-COMMAND Groom a deputy who shares your goals and ideas. Set a high example.
The interview process is consistent for all applicants.Managing Human Resources The Interview Process Personal interviews are an important part of the selection process. First line managers should be involved in the selection process of people who will work under them to increase the probability that the person selected will be someone able to relate to their immediate superior. Questions are not ambiguous and are designed to gather information relevant to the position applied for. Notes are taken for future reference and applicants are ranked according to predetermined criteria. The interview process is as relaxed as possible and applicants are given ample opportunity to answer questions. They should be carefully planned to provide the best results. It will also assist in the first line manager to become aware of the criteria adopted for selection and the overall rationale used. a person who will have a commitment to getting the newcomer trained and integrated into the work group as quickly as possible. Because of time involved managers should only be meeting with people who seem qualified to fill the vacant position. Interviewers should ensure that: Questions are not discriminatory to certain groups of applicants. Where possible an independent person should be part of the interview panel to assist in ensuring consistency and lack of bias. 24 . The interview should relate to work issues and should not infringe the personal rights of applicants. Interviews should not be ad hoc.
how have you determined when you were pushing too hard? • Give me an example of when this happened. Induction. • What were the alternatives you considered? • Why was it a good decision? TO ALL STAFF Now that we have established KWALITY CONTROL please THINK AHEA D 25 . • What approach did you take? • Why were you successful? • Tell me about a time when there was not much room for creativity in your work. • How satisfied were you in that situation and why? • Describe a face-to-face meeting in which you had to lead or influence a very sensitive individual.2-Recruitment. Integration The Interview Process Some suggested interview questions • When dealing with a direct report. • Describe a complicated task that you have had difficulty teaching someone to perform. • Give me an example of a good decision you made recently. team member or peer.
I see and I agree’. including taste in clothes. and act positively. confidence projected and tone of voice. ‘What happened here?’ and observe how the interviewee responds. of course. Smile! • Make positive comments like. • Do you like being with them? • What contribution do you think this person would make to the mood of the people around them? • Ask yourself what it would be like to work with this person on a daily basis. Some people don’t function well under stress and any interview situation unnerves them. it is useful to bring up strengths in their resume. and listen. Consider their sense of style.some suggestions Before the interview know what you are looking for • Prepare a list of features you are looking for. • Do they feel comfortable with their style or is it for impression? • Is this person reaching or are they understated? • If you are hiring someone to project the company image. firmness and dryness of handshake. • The interview begins the moment the other person walks in the door. Remember you are trying to see how the other person functions at their best.Managing Human Resources How to Interview . • Would it be depressing. every aspect of their appearance is important. • Allow the other person to talk. Ask yourself how you feel in the other person’s presence. exactly. or a privilege? • What is the feeling the other person projects . Be patient and take your time to discover the other person. and confident? • Do you feel any embarrassment for them or being with them? 26 . Ask yourself why you feel this way. With such people. • Look for something about the other person you like and mention it. • The best way to make people feel comfortable is to respond positively every time they do well. • Let it be the other person’s interview. • Ask. Avoid dominating the interview. Pay attention to your first impression. sincere.optimism or defeat? • Is this person really interested in their work? • Do they have a strong sense of industry? • Will they enhance the productivity of the workplace? • Would you feel comfortable going to lunch with this person? • Are they socially aware. inspiring. Nod agreement.’ yes. let them. • Look at the other person’s appearance. a drain. boring. good. Try to get an idea of the other person’s thinking. poised. Be appreciative. or setting rigid goals. • Once the other person starts to talk. • Consider how this person makes you feel.
project.E. Can the person. Does the home life match the description in the interview? 7. The successful candidate has to pass muster with the master.E. talks with the candidate in their home in the presence of their wife and children.2-Recruitment. persuade and communicate clearly over the phone? 5.O. It is usually most helpful in addressing some-one’s strengths or weaknesses after you hire them. Integration A Ten Step Hiring Process Below is a hiring process which will obviously not suit all organisations. Check out the candidate in the Industry. 27 . The interviewers discuss their findings and make a specific hire / reject recommendation with reasons why. See the candidate’s personal values at work in the most revealing setting. The candidate is invited over for an interview. The C.O. talks with some outside sources. The candidate is invited over for a number of follow up interviews. Every city has a master of profession . A trip to the counsellor. The C.O. How does this person act in a social setting? Especially important for sales people as they need to be their most skilful and persuasive.s peers in other. talks with the candidate on the phone for 30 minutes.E. The C. 2. 3. The candidate sees 2 or 3 of the C. Also a good integrity test. The visits are brief and need to be reciprocated by reviewing the peer’s candidates in turn. 1. Make a point of knowing the masters . 10.E. The industrial psychologist’s analysis is often enlightening but never binding. socialises with the candidate in a different environment.O.E. A trip to the Master.E.O. Let the candidate talk and not be bombarded by the C. They talk to the C. The C.their leads can be a good way to find candidates in the first place. Induction. Is the candidate a music or movie buff? Off to the concert hall or theatre with the candidate and spouse. 9.O. but should ensure a quality candidate. 8.E.E. It will require considerable amounts of time and effort. talks with the candidate for 30 minutes.O. Who knows or should know about this person? 6.master controller. master executive secretary etc. The personnel manager should be able to identify what management is looking for and be secure enough not to screen out unusual or intimidating candidates. non competitive companies in the town. 4.O. talking about his success. master purchasing agent. The C. for 30 minutes.
needs reassurance Ready to go Rapid walk. goal orientated Critical. arms swinging Walking with hands in pockets Walking with hands on hips Walking with hands behind back Open hands Arms crossed Straddling a chair Crossed legs Hand to cheek Body drawn back Hands behind head Rubbing nose Hands closed in front Head inclined Locked ankles Sitting back with legs crossed Hand to back of neck Playing with tie. etc. critical Relaxed aggressiveness Puzzlement Self control Interested Nervous.Managing Human Resources Body Language Many skilled interviewers make a special point of studying the body language of the people being interviewed. Clammy handshake Steepling of hands Downcast eyes Face turned away Relaxed mouth. holding back feelings Attracted. ring. secretive Bursts of energy Pre occupied Sincerity Defensive Domineering Settlement less likely Evaluation. Leaning forward It is generally accepted that: • 55% of a negotiator’s message is perceived non verbally • Only 7% depends on what is said • And 38% depends on how it is said 28 . It can provide an insight into the interviewee. but unconvinced Frustration Anxious. chin forward Poker face Mouth open Two people looking at each other Nervousness Confidence Negative view Negative view Positive acceptance Holding something back Shock. deep thought Distant. or intense concentration More interested in the other person than you Cocky.
BASE WAGE / SALARY BONUS PERFORMANCE INCENTIVES SHARE OPTIONS SUPER-ANNUATION USE OF A VEHICLE TELEPHONE . Induction.2-Recruitment. The total cost to the employer when totalled will give a ‘package value’.PRIVATE HOUSING PERSONAL and FAMILY TRAVEL INSURANCE SCHOOL FEES TAX ADVICE CAR PARKING EMPLOYEE DISCOUNTS HOLIDAYS EXPENSE ACCOUNT CLOTHING ALLOWANCE OTHERS 29 . Integration Salary Packages The total value of an employment package can comprise provision of some of the following perquisites and / or other items.
7. 8. 2. 6. 5. . . 10 30 .Managing Human Resources An Interview Evaluation After the interview the following summary could be a useful assessment: Ranking Appearance Personality Maturity Aptitude Objectives Experience Education Overall assessment Others . . . 9. 3. Total 1. . 4.
.. and their (number of) children. Specify degrees.. Previously........ • Just remember to fold it so the headline appears when it is removed from the envelope. Induction. as well as universities attended.... lives in ..... Integration A Press Release for New Personnel • Use this press release to take advantage of the opportunity that hiring a new employee offers...2-Recruitment. Avoid specific information about the children that may jeopardise their safety. with ...... if this is pertinent to the position and reflects well upon both companies. honours. "Quote showing person's dedication..... State Date Name has been promoted to title at company. If the person is in a position that could invite sensational publicity.. This should include positions with high visibility in well-known companies. commitment and / or ideas.... where s/he was responsible for .... For Immediate Release Contact's name Contact's phone number Contact's fax number Company Promotes Name to Title City... spokesperson's title of company... specify city or neighbourhood only. customers.. if any. said spokesperson's name........... honours. a quote may help add credibility and build morale... Quote the person or a company official on this personnel change..." said name earned a type and level of degree from . "Quote showing person's productivity or worth to company”.... worked for . .) where s/he was responsible for .. The quote should address the way this promotion will contribute to the company achieving its goals. .. at (.... stockholders and employees... keep personal details to a minimum. Prior to joining company. the people who offer/ develop/ create (short company profile) with offices in . Name joined company in year as title. If you distribute the press release to your vendors.. as . 31 . board members.. and association affiliations... • You need not use a cover letter when mailing a press release... S/he will be responsible for primary responsibility... s/he held positions of ....
• Details of publications available to the staff member. 32 . • Use of telephone. The recruit should be made comfortable working with the rest of the team and be ready to contribute results as soon as possible. • Mail and filing room procedures. Holiday Policy. • For sales representatives. Sick leave policy. • Visits to various sections for orientation. • Meetings with various key people. a visit to the sales territory with sales manager or mentor. • Staff procedures. • Travel or meal reimbursement policies. • Regular communication for first weeks.Managing Human Resources Induction of New Staff New staff should be made to feel welcome to the business right from the outset. • Wages are paid in cash / to a bank account. • Product training. • Details of office or business hours. • Use of office equipment in general. • Keys or passes for access to buildings. • You are employed on a daily / weekly / casual / permanent basis. NEW STAFF SHOULD BE GIVEN AND / OR MADE FAMILIAR WITH: • A LETTER of ENGAGEMENT detailing pertinent and relevant terms and conditions of employment. such as:• Wages are paid weekly / fort nightly etc. and special consideration should be given to their questions and needs until they become familiar with day to day procedures. • You are on employed on a trial / probationary period or basis. • Have a work area and materials prepared. and the appropriate supervisor the opportunity to gain information about the new recruit and introduce them to the company and the rest of the team. Further Training in learning about the company’s products and systems is part of the Induction process. • Time reporting policy. The induction process should allow the Human Resources Manager. • Details of EEO and OH&S policies • Payroll procedures. Training based on the Job Description should be an important part of the Induction period. • Ensure a meeting on the first day. • A list of staff names. positions and responsibilities of other staff in the firm. Staff evaluation policy.
If members cannot communicate with and understand each other. Every organisation must work out its rules of the game for peer relationships. the age of the organisation. with the experiences of each organisational culture being unique. Every organisation must work out its pecking order and its rules for how one gets. INTIMACY Consensus on criteria for intimacy. and power. and the nature of the parent culture within which the organisation evolves? LANGUAGE Common language and conceptual categories. friendship and love.2-Recruitment. One of the most important areas of culture is the shared consensus on who is in. maintains and loses power. Every organisation will have different solutions to these problems and face different issues. who is out. status. and by what criteria one determines membership. Induction. Every group must know what its heroic and sinful behaviours are. and what gets punished through the withdrawal of rewards. 33 . REWARDS AND PUNISHMENTS Consensus on criteria for allocation of rewards and punishments. Usually the solutions will reflect the biases of the founders and current leaders. what gets rewarded with property. POWER and STATUS Consensus on criteria for the allocation of power and status. Integration Internal Integration Problems Matching People to Business Conditions A group or organisation cannot survive if it cannot manage itself as a group. and ultimately excommunication. BOUNDARIES Consensus on group boundaries and criteria for inclusion and exclusion. and for the manner in which openness and intimacy are to be handled in the context of managing the organisation’s tasks. Does the organisational culture reflect. and the actual events experienced. even though the underlying issues around which the culture is formed will be common. the prior experiences of group members. a group is impossible by definition. in a patterned way the nature of the underlying technology. two sides of the same coin. This area of consensus is crucial in helping members manage their own feelings of aggression. External survival and internal integration problems are therefore. for relationships between the sexes.
it may get short shrift. The pressure though is to reward performance with promotion. or they risk demoralising them or losing them to competitors. MANAGEMENT IS CONSIDERED A ‘MYSTERIOUS’ ACT A great number of executives feel that management. is mysterious and defies objective analysis. the selection process is often less one of matching candidates with job requirements. As a consequence. rather than those who are more specialised.Managing Human Resources IDEOLOGY Consensus on ideology and ‘religion. Consequently. Some critical elements. and only a few executives are naturally gifted in this area. 34 . especially at senior levels. objective rewards are still largely hierarchically based. rather than as specialised business problems that create particular demands on the management in place. Growth businesses are those that are more mature and seen as minor variations of a common theme. are too abstract to be measured and too sensitive to be identified explicitly.the best salesman seldom makes the best sales manager. Consequently. Rather. NOT JOBS There seems to be a pervasive desire for people to surround themselves with individuals of similar kind. LACK OF SKILL Hiring subordinates is a skill an executive is expected to posses by virtue of his or her position. executives are rarely trained in selection. since selection is always time consuming and often tedious. senior executives have often tended to search for ‘universal managers’. despite its importance. faces unexplainable events that must be given meaning. BELIEF IN THE ‘UNIVERSAL MANAGER’ For many years. Furthermore. and many managers feel that they have very little choice but to promote their best performers. a manager just gets a sense of all these factors and makes decisions accordingly. such as a manager’s ‘style’ and the degree to which he ‘fits in’ with his colleagues. PROMOTION IS CONSIDERED A ‘JUST REWARD’ There is little question that the nature of jobs changes as one moves up the ladder . like society. so that members can respond to them and avoid the anxiety of dealing with the unexplainable and uncontrollable.’ Every organisation. executives believed that a good manager can handle any situation. In most organisations. irrespective of its idiosyncratic demands. COMPATIBILITY WITH PEOPLE.
S. job assignment. who will control the rewards and opportunities. because the employees are unable to influence them in any way. and be managed to ensure coordination between the planning functions and implementation functions. and those processes should be designed to match the needs of the organisation with the needs of employees throughout their evolving careers. training etc. • Managing the Information System (I.) on what jobs are available and determining how to match this information to the Human Resources available in order to determine whether to replace from within the organisation or to go outside with a new recruiting programme. • Regardless of who designs and manages the HRPD programme or system. • The management of these processes are linked to other parts of the system through implicit messages that are sent to employees. • Planning activities should be closely linked to the processes of supervision. • Accountabilities will rest squarely with supervisors and management.2-Recruitment. the ultimate goal should be that the HRPD programme be ‘owned’ by middle management. • The various components should be linked to each other. Integration Planning for and Managing Replacement and Restaffing Human Resource Planning and Development (HRPD) should address issues such as: • Updating the human resource inventory as retirements or termination's occur. • A company that manages its recruitment in a secretive manner may be sending a message to employees that the company is passive and complacent about their careers. 35 . For example if the company decides to display all its vacancies ‘in house’. Induction. • Instituting special programmes of orientation or training for new incumbents to specific jobs as these jobs open up. it is sending a clear message that supports internal recruitment and self development activities.. even though these careers may not involve promotions. • Continuously reanalysing jobs to ensure that the new incumbent is properly prepared for what the job now requires and will require in the future. and be seen as a total system for maximum effectiveness.
There are obstacles beyond their control. PREJUDICE. we just don’t do things like that’. FEAR. They do not think it will work. They think that their way is better. HABIT. for why people fail are: They do not know what they are supposed to do They do not know how to do it. and. They were working to the wrong priorities They thought that they were doing it Poor management Personal problems CREATIVITY. They do not know why they should do it.Managing Human Resources Why do People Fail? Some common reasons in their order of frequency. They have a poor attitude and / or lack motivation They lacked the skills to do the job. INERTIA The best way of all to overcome creativity! 36 . INERTIA CREATIVITY HABIT FEAR What are barriers to people embracing and engaging in creative activities? We have always done it this way. There was not enough time to do it. Why risk changing the status quo with the inherent risks of failure? PREJUDICE Fear + ignorance = prejudice ‘That would never work here.
often people problems. Good exit interviews can make the work environment a better place for those who follow. then say that would be a better manager with more training. or burn out. that outweighs those available here? Was the training you received here of benefit to you? How could our organisation have helped you more? Are you disappointed in this organisation. For many people who are leaving there is a huge temptation to relieve years of frustration by being absolutely frank about the reasons for leaving . For those who are leaving.200 staff in a recent survey. If someone has been a poor manager. Induction.4% of more than 3. not the person. such as lack of training and career development. and your achievements here? According to data supplied by the federal government 22% of the national workforce left their jobs in the year 2000. In Australia the Bureau of Statistics is very proud of its low staff turnover rate . Give honest feedback.2-Recruitment. Resist the temptation to be vindictive. goals and people. Integration Disengagement Interviews What do you do when people resign? It is quite amazing just how few organisations carry out ‘debriefings’ when people resign from their organisation.just 8. They present an ideal opportunity for the organisation to receive meaningful feedback about itself and to learn what has triggered a resignation. while conversely call centres average a 36% staff turnover rate. its policies. but never burn your bridges. Exit interviews should be conducted by all organisations when people leave to go and work elsewhere. Exit interviews should obviously be conducted by someone other than the person’s immediate supervisor to assure there is no bias and to ensure absolute confidentiality. but do not make it personal. Enlightened thinking suggests that this is an opportune time to gather valuable feedback about the organisation. Tackle the issues. steering away from being brutally frank is probably the best course of action. 37 . Some suggested questions for obtaining feedback might be: What are your long term goals? Why are you leaving at this time? What did you most enjoy about working here? What was disappointing about working here? How do your family relate to your work? Why did you choose to work here? What does your new position offer. Attracting highly skilled staff is very difficult and most organisations are keen to learn the reasons why people are resigning.
Not providing opportunities for ongoing staff training 6. 4. • They fail because of inexperience. 9. fear or simply because of circumstances which were too much against them. 6. not do as I do’ work environment 7. and every manager will have their own unique style anyway. 8. A technologically backward work place 8. 5. Feedback consists of ‘you did this wrong’ 4.job rotation and projects Ensure opportunities for growth.keep staff informed about what the business is achieving and trying to achieve Encourage and reward contributions by staff Give staff leaders to work with .Managing Human Resources How to keep your staff interested 1. A ‘do as I say. Pressure to complete work on time and then the leader or manager fails to review the job for weeks 10. Lack of planning 9. Provide a variety of work . intolerance. 10. ignorance. patience. 2. Salary paid is different to what was offered at the interview 2. 7. 3.not managers Reward staff as individuals Encourage and have a team environment Provide a work environment that balances work and personal life How to lose your staff 1. • They succeed because of empathy. learning and promotion Recognise good work Encourage your staff to take chances and to ‘take risks’ to broaden their point of reference Involve your staff in the ‘big picture’ . ‘Forget’ salary reviews 3. Running the business like a dictatorship 5. 38 . knowledge. restraint and courage. A ‘school’ approach to hours A MANAGER • A manager is someone who manages people. • No person is identical to another person and since no people problems are identical there is no standard formula for solving people problems.
3 Organisations and People .
or delivers. A plausible chance of success . and then develop and deploy the statement and vision throughout your organisation. is from the South Australian Film Corporation: ‘We will stimulate and assist the film and video industry and community to achieve sustained economic and cultural benefits that are valued by the people of South Australia’. sells. A very good real life example of a Mission Statement is this one from the Department of Administrative Services [D. makes. at least plausible to strive for.your special means for creating value. and believe in that statement and vision. Further the mission statement should define: The Customer . make the world a better place in some way and win people’s commitment.S.Managing Human Resources A Mission Statement . in order to win and keep the customer’s business. A value creation premise that people can actually picture as existing. 40 . but in terms of the fundamental value it represents in matching the customers need premise.defined not in terms of what your organisation does. The statement and vision should be founded on a set of values held by all members of the company. A sense of worthwhile purpose .What is it? Does your organisation have a Mission Statement? Could Human Resource issues be addressed more readily if you did have a Mission Statement? All members of the organisation should focus on. Another excellent example which I noticed in the employment columns of a newspaper. and set out to achieve that vision. What are the basic requirements of a meaningful mission statement? The components to help make a mission / vision useful and valid could include: A focused concept .]: ‘To be recognised by our customers and the government as Australia’s best provider of services and a leader in public sector reform’. something that can create value.A.defined not in terms of some market segment or statistical category. make a contribution. The value premise . if not perfectly attainable.something that is really worth doing. What makes you special .something people can realistically believe to be possible and. You will need to start by establishing the values of your organisation. but in terms of a basic defining need premise that leads that person [or entity] to consider doing business with your enterprise.something beyond platitudes.
On the first day on the job as the new manager. Communication is about getting through and being understood. Selling and representing your self to others. the new person called a meeting of his staff and had this to say. Selling and representing your work mates and work place to others. to answer with more than a straight out yes or no answer. and open the channels of communication. Effective meeting skills.3-Organisations and People Communication and Human Resources What is Business Communication? Human Resource skills involve high levels of business communication skills. and convincing. Business communication covers many facets and can include: Being aware of non verbal behaviour . persuading. Seeking out and processing information. The ability to influence and persuade others. Motivating others. Business communication is. Don’t forget though. I expect you to do exactly as I say and to follow my instructions in your work as a team. Questioning. Seeking out and listening to feedback about yourself.over 50 percent of a message is perceived non verbally. An open question will cause the person the question is directed at. consulting. ‘Now it is essential that we work as a team. Providing feedback to others.’ 41 . If we work as a team we can accomplish a lot. Listening. They are irretrievably linked. The ability to select appropriate methods of interfacing with others. Communication is used to address issues such as: How When What Why Who Where Open questions can be prefixed with any of these six words.
Get proposals from them on how working can be improved and what they would like to see done. interests and achievements to date. These should relate not only to the job’s result. 4 DECISION LEARNING Make decisions based on what you have learnt. Decide how you will get to where you want to be. Discover what is regarded as the essential purpose of your job. List employment likes and dislikes and your reasons for them. Get clear success criteria. Summarise your preferred skills. When you take control Discover from your new staff how they tackle their own jobs. 5 TRANSITION TRAINING Produce a thoroughly written version of your career transition strategy and discuss it and its rationale with your counsellor.Managing Human Resources Six Steps to Managing Your Career 1 SELF ASSESSMENT List your transferable skills. if for nothing else. but how you do it. 3 OPPORTUNITY AWARENESS Explore one or more jobs and gather information. List discarded options. and your reasons for discarding them. 2 INTERPRETING DATA Consult your mentor and/or career counsellor and/or significant other in your life. Discover the extent and the limits of your own authority. Make sure that at least some of these are put into practice for the sake of morale. Develop a list of possible career action steps which could provide opportunities for improved worklife satisfaction. values. 6 TRANSITION ACCOMPLISHED Get out the champagne. needs. mentor. and/or significant other. 42 .
especially for those who already know the material being covered.” Committees are frequently used to postpone work or to avoid facing a controversial problem.3-Organisations and People Why do people resist meetings? Meetings use more collective time to perform a simple task than any individual would use. Participants stimulate one another. with numerous viewpoints. “a camel is a horse designed by a committee. People may be forced to associate with colleagues they would rather avoid. 43 . Participation groups can be frustrating for those who don’t get what they want. (Lets delegate that to a committee) Meetings can put individuals on the spot by pressuring them to state opinions publicly. Group assignments can foster unequal workloads that are a fertile ground for resentment and lowered morale. A team approach should synergise thought. Groups can lessen personal accountability for work. Participation groups can be frustrating for those who don’t get what they want. Spread workload so that more gets done. A good way to invite commitment is to ask for involvement in the planning of any project. is less likely to miss an important contingency than is a person working alone. Meetings and Teamthink Teamwork at meetings can increase creativity. Committees can encourage controversy or conflict. Improve planning. Team work can reduce resistance to change by encouraging those who implement a program to feel allegiance to it. Foster more satisfying work relationships. Hence the expression. productive manner with peers. as people get to work in a positive. Groups can make the simple complex. Meetings are often just plain boring. so that the whole becomes far greater than the sum of the parts. or for those who operate at a higher pace than others. A critical group. Group work dissipates the glory any individual would have received for doing a good job.
group DIFFERENTIAL STATUS CONTROL High External. divisions Sequential Official position SKILL BASE Multi skilling INNOVATION PROCESS POWER BASE Simultaneous Expertise. teams WORK RELATIONSHIPS WORK STRUCTURING Competitive Departments. within groups upon individuals Merit. assembly lines Specialisation. COMPENSATION FOCUS Seniority 44 . participatory Collaborative Groups. skills in hierarchy Low Internal.Managing Human Resources Organisational Structure Old and new paradigms OLD STRUCTURE SPAN OF CONTROL COMMUNICATION DECISION MAKING Tall Narrow Downward Autocratic NEW Flat Wide Multi directional Democratic.
Number of products Problem solving Creating new ideas Research organisations Design and Engineering Consulting organisations Number of ideas Indoctrination Changing people’s habits. intellect. Number of people leaving Service Distributing services either directly to consumer or to above types Military Government Advertising Taxi companies Extent of services performed 45 . and physical and mental behaviour Universities Prisons Hospitals etc.3-Organisations and People What goals do organisations have? TYPE OF ORGANISATION MAJOR FUNCTION EFFECTIVENESS CRITERION Typology of organisations EXAMPLES Habit Replicating standard and uniform products Highly mechanised factories etc. attitudes.
The aim being to encourage staff to interact in-house at break times rather than going out. or any institution.Managing Human Resources Bureaucracy A definition of bureaucracy might be: A business. that exists to carry out an organisation. Or: Any company giving less than two-thirds of its energies to its business. CHARACTERISTICS of BUREAUCRACY Division of Labour Rules and procedures Authority Impersonality Careers and merit BUREAUCRACY POSSIBLE BENEFITS • Stability • Efficiency • Control POSSIBLE PROBLEMS • Red tape • Inflexibility • Dominating authority • Position protection Staff Rooms Many companies in the past set up their staff rooms as lacklustre and often small spaces and were at a loss to understand why usage of the facility by their staff was low. casual and relaxing staff rooms. when the penalty for success gets to be as big as the reward for failure. These specially designed spaces take on a new persona and can even introduce a cafe ambience with a design theme and ‘funky’ colours’. Mediocrity in a bureaucracy exists. Enlightened companies are now commissioning interior decorators to design and implement stimulating. 46 . and more than one-third of its energies to its organisation.
could be preceded by a weekend away at a retreat by the managers (and wives) concerned. But change is its motivator. POLITICAL ACTIONS Broaden the political support for radical actions. to examine themselves. and change has its enemies. As an example an annual 5 year planning meeting. Organisation sensing meetings in which the top of an organisation meets. new forces in the environment. goal directed basis. Robert Kennedy SOME COMMON FEEDBACK SYSTEMS ARE: Periodic team meetings to review a team’s functioning and what it’s next goal priorities should be. Periodic meetings between interdependent units of an organisation. If some people become upset. with a sample of employees from a variety of different organisational centres in order to keep appraised of the state of the system. forthcoming planning issues. Many organisations are living with the effects of successful short term change results that have not been maintained Probably the most important requirement for continued change is a continued feedback and information system that lets people in the organisation know the system status in relation to the desired states. planned basis. Renewal conferences. Realise the level of dissatisfaction and discomfort with the current situation. on a systematic. There are a number of interventions that are possible. Performance review on a systematic. Progress is a nice word.3-Organisations and People Managing Change Do you have conscious procedures and commitment? Organisational change will not be maintained simply because there has been early success. and many are necessary if a change is to be maintained. 47 . what has happened in their working relationships and other issues for review before the planning meeting. Feedback from outside parties. their personal and company priorities. it is a good sign that you are doing something significant. Sensitise key factors / champions to the need for change.
Discard preconceived notions. 5. in a break with contemporary practice. Expect resistance and be prepared to deal with it. 8. Define clearly what needs to be established.Managing Human Resources Executing Change . 10. CHANGING WORK HABITS Question assumptions. Volkswagen halved absenteeism at its plants in Germany by handdelivering get-well cards to workers who call in to advise that they are too sick to come to work that day. Analyse the organisation and its need for change Create a shared vision and common direction Separate from the past Create a sense of urgency Support a strong leader role Line up political sponsorship Craft an implementation plan. involve people and be honest Reinforce and institute change. Cure all It has been reported that. Being an outsider can be an advantage. You may not need to be an expert to achieve significant change. 3. Articulate core values and beliefs. 4. Working in teams can be helpful and very effective. Employees who are not at home when the card carrier arrives are invited to talk to the boss on their return to duties. There is a little rule of sailing where the more manoeuvrable ship should give way to the less manoeuvrable craft.10 Steps 1. 6. Psychologist Joyce Brothers 48 . I think this is sometimes a good rule to follow in human relations as well. 2. 9. Develop enabling structures Communicate. Being part of Change can be fun and exciting. Assess business priorities. 7. Think about what the customer wants.
‘to see it being done right’. The CEO of another Australian company travels over 160. In these settings. However there needs to be a genuine desire embodied in a published mission statement. Everybody is a ‘manager’. the additional tasks include making relations less adversarial. 49 . Common factors that lead to involvement and pride in ownership are: a high degree of communication high pay / incentives promotion from within stress on training recognition of the ‘social’ side of work a genuine respect for the individual We quote the example of a successful and well known Australian manufacturing company.3-Organisations and People People at Work . They are ‘market driven’. Concentration on profitability should help employees identify with overall company goals. acknowledging the claims of employees . well run organisations.Cultures A simple definition of a work place culture is that its culture is the personality of the business. for this type of scheme to work. a positive attitude to such visits is. . The work force are kept informed of costs.and shareholders.000 km a year visiting his plants and warehouses. The good managers welcome his visits because. There is a broadening of the agenda for joint problem solving and the facilitation of conciliation.not to catch people making mistakes. profit and loss and accord a high priority to what surplus is all about. ’when you start trying to anticipate what he will find you get better as a manager’. Performance standards are designed to provide ‘stretch objectives’. Finally in good. This attitude change has major implications for employee participation. with scope for equity sharing and retraining. Work place cultures are affected by: • levels of trust • risk taking • stress • fears and anxieties • social interaction • factions and politics • the structure of reporting relationships • company policies • personnel practices • work flow and work loads • management and supervisory styles • job design Many successful companies show a high profit orientation.
one needs many qualities which are not intellectual but personal. I came from University with a doctorate degree in economics thinking I knew everything in the world. But that is a warning young people find difficult to accept. that it would probably be years before we worked ourselves up to a job senior enough to look on business from the high perspective from which we had been regarding it at school. New York or Singapore. To those in the Melbourne head quarters. such as leadership. says that even there. 50 .Managing Human Resources Company Culture FORMAL QUALIFICATIONS A well known and respected director of an Australian company. which operates in a number of overseas countries likes to relate this story. London. and other parts of the world. was that the common standards and phraseology being talked about would all be set in Melbourne and it was a case of do everything the Australian way. “They tried to tell us that we would come out jacks of all trades and masters of none. The word was intended to mean there would be an internationally accepted internal standard and systems. Tokyo. started to use the word ‘seamless’ to describe what the Australian headquarters called a ‘consistent level of standards’. It took a couple of years in industry to teach me I knew very little.K. ‘To be a successful manager and not just a back room specialist.” A common view of these two people is that. staff go to great lengths to discourage arrogance. Ultimately managerial positions overseas have to be filled by Australians because they are the only ones prepared to perpetuate the gospel laid down by Melbourne headquarters. The company found itself with serious problems of how to handle the discontent and complaints about corporate imperialism! The ultimate result of this philosophy was that creative and dynamic staff soon left because their freedom of thought was being eroded and only customers who are attracted to and want to buy Australian will remain as customers. usually after the second port: “It is not only the MBA courses that produce arrogant graduates. that what the word ‘seamless’ really meant.’ An Australian owned company operating in the U. It soon became obvious to the staff and management world wide.. it would mean that any client would receive a constant quality whether they purchased the services the company offered in Australia.” Another leading and well respected Australian company director with an MBA from Harvard.
early retirement and restructuring of firms are all methods that need to be considered and acted upon. pride. A long established company will have old plant. Education. new people. but small companies that were almost complete strangers to the field. People who can recognise the foothills of some dramatic change rather than merely seeing them as perturbations in the normal run of business are vital to innovation. but it is also due to too slow a pace of change. The newcomers simply had nothing to forget.3-Organisations and People Forgetting Curves FUTURE SHOCK It was not the great companies traditionally linked with radio valves that made the great success of semiconductors. habits of thinking. surplus machinery and buildings and will carry stock no longer relevant to the business. but because their forgetting curves were too long. arrogance or just plain obstinacy are invariably present when forgetting curves are long. 51 . and an ethos ill suited to the changing world.in whatever country . Yet all too often. Forgetting curves persist for several reasons. These are common human characteristics and should not be regarded as failings. but companies that were working in different areas. changing responsibilities. A new company that has full access to latest technology . This was not through lack of knowledge and skill on the part of the original companies. nor indeed lack of enterprise. indoctrination. These constraints will be compounded by old style attitudes towards management methods.will immediately acquire the most up to date equipment. will train staff to the optimum level. This is the irony and the threat. ATTITUDES Dedication to past traditions. a trade union structure inherited from earlier and different times. STRUCTURE An organisation that has evolved successfully around one type of product or market environment can rarely change rapidly. The reluctance to change comes in part from the attitudes described already. It was not the great electronic companies that made the conquest of computers possible. new firms merely graft opportunities or challenges onto existing structures rather than take bold steps into the future. will build up staff to the minimum level needed to work the equipment and will not be burdened by surplus plant. buildings and stock holdings. probably the wrong mix of skills in the work force.
• A desirable future . But the boss is not breathing down their neck. The importance of quality service should be instilled early in every employee’s career and constantly reinforced by management. • Adequate elbow room . Shareholder accountability should be safeguarded by those elements of organisational culture that encourage productivity and sound financial management. SHAREHOLDERS or OWNERS The third leg of the stool. Employees dedication and loyalty is seen as a quid pro quo as a perception of fair treatment by the company. Can your company conduct competitive customer service competitions to encourage excellence in customer service.people are not left completely on their own so that they do not know what to do next. Employment security.The Three Legged Stool The Criteria for a Satisfying Job • An optimal level of variety . targets for performance are set. CUSTOMERS The second leg of the stool. ‘The Customer is King (or Queen)’. feedback on performance is provided. yet allows operators to settle into a satisfying work rhythm.e. Dedication to the service ethos should be a powerful value in successful companies.one that avoids boredom.a job which enables the person to grow. • A feeling that their work is useful to society. which forms a prominent part of on learning the psychological contract between company and employee. • A situation where they can get help and respect from their work mates. EMPLOYEES The chance to learn The first element involves treatment of on the job and to go employees. seems a fitting adage for the new millennium and should be practised at all times. • The chance to learn on the job and to go on learning.Managing Human Resources Cultural Attributes . good wages and benefits and employee safety are seen as the major issues in a lot of companies. 52 . performance is critiqued to work out ways for improvement. i.
3-Organisations and People Crisis Management Is your organisation prepared for the unexpected? Is your organisation prepared for. At the time of a major revision of this book Sydney was experiencing bushfires with major loss of property. IN A MAJOR BUSINESS CRISIS Do your key employees have a (confidential) list of after hours phone numbers? Who is the back up person if you are unavailable? Which Government Departments would you need to contact? Are their phone numbers on your list? Would the switchboard operator be able to handle incoming calls and questions in a crisis? Would a dedicated 1800 phone line be appropriate for use in a potential emergency? SOME POTENTIAL PROBLEM AREAS • Industrial accidents • Environmental problems • Union problems / strikes • Product recalls • Rumours / media leaks • Government regulatory problems • Terrorism • Embezzlement • Bad debts • Loss of a key supplier • Loss of a major customer What if your business burnt down on a Sunday night? What if there was no power supply one morning. in 50% of cases it will interfere with business. and able to handle a major crisis? Is your organisation capable of handling a major crisis? Do you have a crisis management team with clearly defined strategies for crisis? Can you get accurate information about your crisis. to your premises? Or your business was hit by an earthquake? (These are actual examples from our own work experience. which was reported as being Australia’s second worst natural disaster. Tarpaulins to cover roofs had to be flown in from China. 53 . fast? Statistics suggest once a crisis commences: in 70% of cases it will escalate. and weeks later many people affected by the storm were still experiencing difficulties. in 50% of cases it will effect profits.) When this was originally written Sydney had just experienced a major hail storm.
Many companies. DO YOU HAVE A POSITIVE ATTITUDE TOWARD SUCCESS? 1) Are you happy only when you are doing better than others? 2) Do you feel that achievement commands respect? 3) Is it important to you to do well in the things you undertake? If you answered yes to these questions you have a positive attitude to be being successful. ‘The pearl was once a bitter almond.Managing Human Resources Downsizing .000 people to make around 4.2 million cars and trucks.000 people to produce more than 4.have identified several phases in the process. often on a major scale . A cauliflower is nothing but a cabbage with a university education. THE GRIEF PHASE Shock Staff drop their work Staff congregate in groups for long periods of time trying to understand the ramifications A paralysis of feeling THE DEPRESSION PHASE Bargaining has failed A sense of helplessness and loss of control sets in Pessimism and hopelessness take place Some people with low skills remain in this phase until retirement ACCEPTANCE A recognition that the job and its benefits are lost An ability to look for new work and move on emotionally Rehabilitation and rebirth In 1991 General Motors in the U.S. In the same year Toyota employed only 97.Some Peter Principles DOWNSIZING People responsible for downsizing .a euphemism for staff retrenchments.2 million motor cars. Mark Twain said: Training is everything. by performing at least one rung below the maximum level of incompetence. employed more than 400.’ 54 . organisations and managers peak at an optimum size or level of competency.
at work In a general discussion with a construction company with 50 workers which we were doing some consulting work for. 55 . and many organisations have a full time officer to handle this complex task. & S. came up. was the proud response. Those responsible for administering the Occupational Health and Safety policy should be able to develop and implement preventative strategies. the subject of O. ‘Jim to buy some band aids to stock up the first aid kit’. H. & S. Are your employees equipped with appropriate protective equipment? Does your organisation have an easily accessible FIRST AID station and a trained person to render emergency assistance? Does your organisation have a list of emergency phone numbers to be used in emergency situations? Does your organisation have an emergency procedure plan in place? Of course Occupational Health and Safety is a far more complex subject than this. O. skills and competencies to carry out their tasks. The only entry for at least a year read. & S. and be made aware of changes in Occupational Health and Safety issues. They have a meeting now and again after our other meetings”. Some of the issues to address: Employees need to be aware of the factors involved in work related injuries and disease. Those responsible for administering the Occupational Health and Safety policy should implement training policies to effectively address relevant issues in their organisation. reporting and recording incidents and accidents with an emphasis on prevention. Those responsible for administering the Occupational Health and Safety policy should be aware of current legal requirements and keep up to date with changes in legal requirements and community expectations.3-Organisations and People Occupational Health and Safety (O. Those responsible for the Occupational Health and Safety policy should be equipped with the necessary skills to carry out and perform these policies and their functions under this policy. Those responsible for administering the Occupational Health and Safety policy should be able to represent both employer and employee in the consultative process.H.H. and be able to identify potential and existing risks and hazards. A little later the appropriate minute book was shown to us. The organisation should have a system for investigating. “We even keep minutes”. Those responsible for administering the Occupational Health and Safety policy should have the knowledge.) All organisations should have an Occupational Health and Safety policy in place which is clearly understood by all employees. “We have a committee that looks after that.
it is better known as bad themselves. • In most companies 80% of the complaints come from 20% of the customers. In fact it is almost passé to talk constantly ask about discrimination. The lesson is clear: to be competitive. but also lost managers should opportunity.Managing Human Resources Discrimination At the time of writing Sue Goward was the high profile head of the Office of the Status of Women. ability to achieve by Surveys show that poor equal-opportunity enhancing their selfpractices contribute to high staff turnover and esteem and improving absenteeism. would someone want to A study in the United States rated the come and work in this performance of the Standard & Poors 500 organisation?” companies on equal-opportunity factors. Its costs are not just financial penalty or damaging Human Resource publicity for a company.000 to replace a key employee. Good equal-opportunity practice Can you increase their makes good business sense. ‘Discrimination does not come cheap. diversity. A University of Melbourne study their skill set? has estimated it costs a professional services firm about $75.’ The PARETO PRINCIPLE • In most companies 80% of the sales come from 20% of the customers. “Why management. Companies rating in the top 100 had an average return of 18%. 56 . In press article she claimed that. organisations need to take advantage of the Can you gain more from range of talents of their staff and strengthen your people by their business profiles and management empowering them. It found that companies rated in the bottom 100 for equal opportunity had an average of 8% return on investment. including the recruitment and promotion of women and minorities. • In most companies 80% of the profits come from 20% of the customers.
& S. which is given to all employees when they commence working for the company. Sporting activities 7] These special services are for you 8] Index / table of contents 57 . etc. H. Use of telephones How to air complaints 6] These are your benefits Holidays Rostered days off Work insurance Hospital and medical benefits Free parking Training program Christmas bonus Savings plan Profit .sharing plan Suggestion awards Service awards Credit union Education plans Medical dispensary Employee purchases Cafeteria Monthly magazine Social club. annual outing.3-Organisations and People An Employee Handbook .a suggested Outline As a component of their Human Resources policy an organisation should have an employee handbook. This handbook could contain information on the following: 1] Welcome message 2] History of the organisation 3] This is our business 4] You and your future 5] What you will need to know Working hours Reporting to work ‘Time clock’ Rest periods Absence from work Reporting absences Employment record Pay period Shift premiums O.
Procedures might include: Protection of confidential information Avoiding conflicts of interest Directing media contacts to media relations Prohibiting drugs and alcohol Eliminating the risks of fraud and corruption Prohibiting gambling Discouraging and reporting gifts and entertainment A code of ethics may be necessary to support a Code of Conduct and to address issues.Managing Human Resources Code of Conduct Many organisations produce a Code of Conduct for their employees. A code of ethics may be necessary to support a Code of Conduct. Everything must be above board and be seen to be so. such as: What do we as an organisation think is worthwhile? What are our core values? What sort of principles are we using for our decision making process? These issues and values can be developed at monthly staff meetings 58 . Employees would be expected to read it. Internal auditors may be responsible for checking procedures. ask questions of their supervisor and then sign it to indicate they understand the ethical procedures of the organisation. including cultural issues.
The two begin to bargain when the customer perceives that the price of the object is not fixed. we might free ourselves from the mental tyranny of misusing power in negotiation. If we could believe that conflict. at least relatively. Consequently. and the customer would be willing to buy if the price were right. can be an opportunity rather than a problem. Conflicts of need arise naturally and can produce beneficial results. THE UTILITY OF BARGAINING Bargaining is often legitimate. CREATIVE NEGOTIATION: A WIN . what is seen as a win-lose confrontation (usually by both parties) frequently winds up as a lose-lose: neither party gets what it really needs. is an old adage veteran diplomats like to use. such as when a shopkeeper would rather sell for less than not at all. Bargaining is also useful when limited resources must be shared. harmful behaviour confronted effectively. in which one side tries to win as much as possible while minimising the risk of getting hurt. Negotiation is a complex process that includes. People who try to resolve conflicts through the use of power often get the creativity of their opponents turned against them. and new and more satisfactory ways of sharing a broad range of resources negotiated.WIN APPROACH More than ever before conflict must be resolved beneficially. and each party is striving to maximise its portion: the idea of splitting the difference may lead to a quick agreement that leaves everyone satisfied. when properly managed.3-Organisations and People Negotiation Negotiate is what we do when the other side can hurt us’. How much each side wins or loses depends on its relative power and its skill in using this power. or threatening to use it. but is not limited to bargaining 59 . and that outcomes favourable to both sides are possible. This implies that negotiation is an exercise in relative power. Negotiation can be more than a contest in relative power. This view implies there must be a winner and a loser. during negotiation. Most of us see differences between us as problems to which we must apply our imagination to get our way.
‘Well. when ideologies conflict. techniques that may occur in negotiation but are not essential to it. when the relationship is short term and formal. bargaining may be the best way to settle an issue. in areas such as: • Symbols of authority • Symbols of expertise • Vocabulary and articulation skills • Personal character development • Personal packaging When competitiveness or suspicion pervades a relationship. we negotiated together. 60 . This includes bargaining. confront a problem and arrive at an innovative solution that best meets the needs of all parties and secures their commitment to fulfilling the agreement reached. compromising or trading. Measuring your professionalism How do your customers. but adultery is still in’. You can assert your control by influencing and optimising the effect of the clues you are sending. He said. Even Moses when he came down from the mountain after getting the Ten Commandments admitted to some negotiating. peers and staff measure your professionalism? They are continually using clues to assess you (don’t forget. It is usually used to describe a commercial transaction or a trade off: Union-management talks being a good example. I got him down to ten. you only get one chance to make a first impression). when haggling is expected and appropriate. when the use of power threat are endemic.Managing Human Resources Creative Negotiating Creative negotiating is a process whereby two or more parties meet and through artful discussion and creativity. The word bargaining is more or less synonymous with haggling. or when impasse exists.
What is the best alternative if my final offer is rejected? What is the next best alternative? Choose strategy or tactics. Evaluate both yours and that of the other party. change agents. Are there third parties or other people such as lawyers involved? Identify the power figures on the other side. philosophy. Is a site visit appropriate? Formulate requirements. viewpoints. Research the opponent or opposition. What tactics best suit this situation? 61 . speeches. successes and failures.3-Organisations and People The Process of Negotiation Preparation and planning . and those wishing to maintain the status quo? Determine the costs of a stalemate. writings. tactics. What do you need out of the negotiations? Assess motivations. Familiarise yourself with the opponent’s past behaviours. How much pressure will I be under to achieve an agreement? Should we finalise the matter later? Identify all the parties to the negotiations. What led up to these negotiations and what possible solutions are available? Research the present conditions. aspirations.do your homework ahead of time. Research the history of the conflict. Consider time and timing. Who are the decision makers.
Formalities. the crux of the negotiation. Conclusion. Ratification. etc. Introductions. Statement of the problem. Initial remarks. and other aspects of each party’s relationship to its counterpart. shaking hands or be far more complex and need some type of formal ratification. or charter. seating arrangements. You must ensure that all the items you consider critical are on the agenda. good or bad is displayed. Opening the meeting. Discussion . Establishing ground rules. ambiguous words or phrases etc. a statement of purpose. This can range between the parties saying ‘okay’. The meeting can be held at each others office or a neutral site.Managing Human Resources The Negotiation Conference Pre negotiation discussion This may be done to establish a relationship. The goal is to create an informal. breaks. Seldom is anything critical discussed. and there may be several stages at which agreements are reached. or can be introduced at appropriate or (advantageous) or vital times. rituals. but all the activity of working out an agreement. This is vital. Review and adjustment. The reasons for the negotiation are summarised in unequivocal words. This may vary between nodding of heads in agreement or the construction of a complex legal document. This is where the art of negotiation. Agreements may be reached in stages. Establishing the agenda. relaxed and friendly environment that will discourage tension and competitiveness and encourage co-operation and a willingness to solve problems. to soften up the opponent. work schedules (hours. This step primarily sets the tone of the conference. A formal agreement may be examined for loopholes. This is the problem solving stage. or to assess the potential problems involved in the negotiation. Great care should be taken at this stage against any possible misconceptions. Developing an agreement. Matters such as the use of facilities. precedence. 62 . This should be a step to a statement of the goals desired. This includes not only bargaining. arrival and protocol. The formal opening of the meeting and the presentation of the participants may establish rank.Give and take. as the purpose is to become acquainted amicably.) and support services can be discussed. or a review of the background to the conference may come at this step. The remarks do not deal with matters of substance.
How would your life be different if this situation were changed? 12. What is it about these attempts that did not work? 4. TWELVE BASIC QUESTIONS Introduction Q.e. A question is a beginning of adventure.. fear.. A question has no end and no beginning. What would you like to get clear about today? A.. A question is seductive foreplay. What one thing are you willing to change to make this be what you would like it to be? 63 . judgement. A question is an unsettled and unsettling issue. criticism. 5. A question is a point of departure. A question pokes and prods that which has not yet been poked and prodded. Q.... sorrow. What is the reality of the situation? 8.... What solutions have been attempted so far? 3. What is your attitude regarding the situation? .e. A question wants a playmate. I would like to get clear about my relationship to.3-Organisations and People Questions ... What else would you like to see happen? 10. 6. hurt.. What is it about. What is your feeling regarding the situation? . A question is a disguised answer.that is not clear? The questions: 1. What do you need to do at this time? 11. What would you like to see happen? 9. contempt. A question is an invitation to creativity. anger...What are they? A question is an opening to creation. What benefits do you receive from having this situation? 7.g.g.. What is the goal you would like to achieve? 2.
Managing Human Resources
My Job - My Role
This quick quiz should be done from memory, without reference to any outside prompts. The most important areas of activity for me are: 1] 2] 3] The major outcomes required from my job are: 1] 2] 3] Targets which I am expected to meet are: 1] 2] 3] The most important people/departments for me to interact with are: 1] 2] 3] The individuals / groups I have direct authority over are: 1] 2] 3] For most people at work there is: A role that should be performed, a role that the person thinks they are performing and there is a role that they are actually performing. A common method of overcoming these problems is Management by Objectives [MBO], or similar setting of objectives for a person’s position. Some of the criteria used to set these objectives: CLEAR definite, specific and unambiguous. MEASURABLE in terms of quantity and / or quality CONSISTENT will contribute to the desired end result of the organisation or unit. CHALLENGING encouraging personal skills and knowledge growth ACHIEVABLE possible for the job holder ACCEPTABLE agreed to and accepted by both the person and the person’s manager.
4 Leadership and Motivation
Managing Human Resources
What type of leadership should an effective leader provide? Some of the myriad leadership responsibilities of management include: Showing the way, and defining the goals and intentions of the organisation. Going ahead of, in a spiritual relationship with your people. Guiding, people into alternate methods and directions. Causing progress, and setting in motion people and activities for progress. Being decisive, and maintaining constant flow and growth. Having grace under pressure Creating pathways with the leader’s values and visions. Controlling and influencing actions of people and the organisation. Directing and maintaining cohesive achievement. Commanding and exerting authority in the context of effective leadership. Raising morale, of people and the organisation. Being the first and more important, letting others be the first, and receive the credit. Heading the team and being ultimately responsible for what happens. Beginning, and setting in motion the stimulus and movement for motion. Each of us wants continuing reassurance on two points: 1. ‘Tell me what you expect of me.’ 2. ‘Tell me how I am getting on.
Good supervision is the art, of getting average people, to produce superior work.
using their individual strengths and resources. and a buck stopper for their own enterprise. mission and direction that define the focus of an enterprise. Each of these people needs to be a visionary. Encouragement of effort. This will involve simple. Information on what is happening and on what is going to happen. This person will become a ‘human logo’. everyday actions that enable people to associate the leader with the success of the organisation. Good training. based on their present work to prepare them for advancement Proper equipment and adequate resources. Equal and fair treatment. This person needs to be open minded. including target dates. a living symbol. An even work flow free from peaks and troughs. Protection from hazards. and interpreting this meaning for the people in the organisation. The people working for you will expect: Clear direction and objectives. a good listener and be prepared to collaborate with the management team. Good working conditions. within the enterprise. elaborating. Recognition of their performance and of their worth as individuals. a team builder. at every opportunity. A good example. continuously developing them as a team and as individual leaders who can produce the desired results. and makes the necessary decisions and changes. sorts the truth from the challenges. To develop as a team.4-Leadership and Motivation Leadership The Visionary Creates meaning by crafting a vision. The Living Symbol Leads in a highly visible manner. Continually evolving. The Team Builder Puts the correct people in the correct places for the leadership team. welds them into a focused team to advocate the common goal. The Buck-stopper Faces the difficult issues. This association will result in the leader being automatically associated with a concept of success. 67 . which is not necessarily a charismatic style but a constant and persistent pattern of reinforcing the organisational goals.
Managing Human Resources Leadership Steps PROCESS LEADER BEHAVIOURS BASIS Power Base Legitimate ASSIGN Reward Coercive Expert Referent Information Direct Order Instruct Plan OUTCOMES IMPLEMENT Guide Support Monitor Delegate EVALUATE REWARD Control Review Critique Appraise Revise Feedback Reward Punish PERFOR -MANCE Productivity Satisfaction Turnover Absenteeism 68 .
The circle NEW ORGANISATIONAL FORM 69 . As with most other new business ideas. As with all change in the work place. Many people consider EMPOWERMENT as yet another buzz word in a seemingly never ending string of business solutions with a catchy name. The CUSTOMER is in the centre. The pyramid TRADITIONAL JOB SPECIFICATIONS People work cooperatively. • Movement and communication between divisions is minimal.What is it? Empowerment is a fundamentally different way of working together. • Each person is responsible for their own job. EMPOWERMENT involves both managers and employees in rethinking old ways and learning new ones. Control and co-ordination come through continual communication. • Feedback and communication is from the top down. authority and control are shared. This invariably involves a vast shift in the way management and staff operate and will need to involve dedication and commitment. skills. many employees find it very difficult to embrace EMPOWERMENT and to come to terms with it. • Decisions are made at the top. Teams work together to improve their performance continually. reinforced at a number of meetings.4-Leadership and Motivation Empowerment . • Change is slow and rare and comes from the top. but also for making the whole organisation work better. Change can be rapid to meet challenges. achieving higher levels of productivity. Responsibility. Employees feel responsible not for just doing a job. Organisations are structured in such a way that people feel that they are able to achieve the results they want and that they can do what needs to be done.
Maintain open. uses his or her power to effect change Enjoys intimidating staff and is often autocratic Is one dimensional Quells conflict rather than drawing differences out Is a workaholic with few if any close relationships HR at the banks At Hewitt Associates. consistent. and having the courage to be different.Managing Human Resources Good Leadership Demonstrate concern for people Provide for opportunity and assist in self development Provide an atmosphere encouraging self-satisfaction and pride Encourage team effort Maintain complete fairness. being more in control. has been keen promoter of better communication and motivation of staff. and signs off personally on many pieces of communication with staff. we have been doing lots of work on performance ethics. grow and break out". Encourage public service Encourage creativity Commit ourselves to productivity and quality Maintain consistency Dedication to improvement Keep things simple and basic Build on a basis of ‘need’ Give attention to detail Conserve resources Listen carefully to what others are saying and ‘take it on board’ A Bad Boss Is dictatorial. Similarly. At Westpac. Bell and Brown say that any change in culture that creates a desirable employer brand has to come from the top of an organisation. about what gets our people excited and performing well. McFarlane says: "In terms of running the bank. bullying and inconsistent Feels threatened by divergent opinions and will surround him or herself with people of similar views Withholds information. the chief executive of ANZ Banking Group. "The hard-faced image of the banks is not going to help us grow. and regular communication. the bank began a program of what it calls "perform. John McFarlane." McFarlane says. We want to be the bank with the human 70 . chief executive David Morgan put his name to the "barbecue cards". honesty and integrity. "It is a simple communication to everyone in the company about performing better." In early 2001.
4-Leadership and Motivation face. whatever will throw you chances here and there but it is up to you to take hold of them. Completely. Ultimately you decide what you are going to do. and everyday hassles will constantly try to hold you back (mainly in the form of other people) but it is up to you whether you let these affect you or not. 71 . how you are going to do it and how much you are prepared to gain or sacrifice while getting it. When you peel back all the layers of yourself and the world it is as simple as that. organisations and movements to blame. and life is complicated.far from it. Enhancing the people agenda is vital for us. Fate. Finally. • Stay the best at what you do You are responsible for your life. get to know yourself . It often takes extreme courage and strength to make a decision . destiny." Future Vision How will you rate and address: Customer requirements? Employees’ desires and expectations? Improved employee job satisfaction? Improved communications. totally. Everything is not black and white . • Get better at what you do.but you must do it if you want your life to progress and if you want to grow. brick walls. goals and objectives? Improved quality and productivity? Suppliers’ desires and expectations? Core competencies? Vital issues affecting your business and organisation? Personal desires and ambitions of the leadership team? And compare against your local competitors? And compare against the worlds best practices? A Personal Goal • Be good at what you do. utterly. for customers but equally importantly for our people. Stop looking around for people.either way . both up and down? Active employee support for company vision. 100% responsible. Obstacles. A yes/no decision every time. • Be the best at what you do.intimately.
Ethical values: the chance to do things that do not go against my conscience or ethics. 11. 2. Advancement: the chance for advancement. Recognition: the praise for doing a good job. 5. Activity: the chance to be busy all the time. 4. 13. Co-workers: the way co-workers get along with each other. 10.Managing Human Resources Leading a team . Supervision .technical: the competence of my supervisor in making decisions. Community service: the chance to do things for other people. 15. 17. 6. 3. 12. Authority: the chance to tell other people what to do. 19. 9. Responsibility: the freedom to use my personal judgement. Working conditions: the amount of comfort and safety on the job. 16. 8. Security: the provision of steady employment in my job. 72 . Supervision .20 Work related needs and requests 1. Independence: the chance to work without supervision. Compensation: the pay for the amount of work done. Company policies and practices: the way company policies are put into place. Creativity: the chance to try doing things my way. Ability utilisation: the chance to do something with my abilities. 14. Social status: the chance to be recognised in the community. 18. Achievement: the feeling of accomplishing something at work.human relations: the way the boss handles subordinates. 20. 7. Variety: the chance to do different things from time to time.
or maintenance factors. ego status and self actualisation Sequence. recognition.what motivates people at work? The Traditional theory of motivation. centred on issues not directly related to work and were factors that most people assumed would be met. job security. He called these factors motivators and he thought that the lower level needs of survival and safety. Among Herzberg’s maintenance (dissatisfier) factors were salary. Many people at first glance think that money is the all important motivator. and good working conditions. recognition. Herzberg’s Motivation-Hygiene theory. and growth. Maintenance factors. Frederick I. safety.4-Leadership and Motivation Motivation . recognition. advancement. which he labelled dissatisfiers. He placed five needs in a hierarchy from most basic to most mature: Basic or psychological (as needed for survival). and the nature of the work will over ride money considerations.invariably the answer is achievement. evolved early in 20th century from the scientific management theory. he found overlapped both categories. Maslow believed that an individual must satisfy one need before feeling free to take on the tensions associated with the next level and before trying new behaviours aimed at satisfying the next higher need. Abraham Maslow held that individual unsatisfied needs are the main source of motivation. responsibility. and the nature of the work. with money seldom discussed! 73 . Herzberg believed that only those needs that corresponded to Maslow’s ego status and self-actualisation levels were direct sources of work motivation. It held that money is the prime motivating factor and that financial rewards should be related directly to performance. more attention was focused on the worker. In some of our tutorials we ask people what work issues they talk about in their breaks . A sense of belonging. achievement. a sense of belonging. Focusing more specifically on the work situation. issues such as achievement. Among his motivating factors were the challenge of the job itself. However research shows that as long as a reasonable and fair income is supplied. Motivating factors. Maslow’s Hierarchy of Needs Theory As the Human Relations movement grew.
Managing Human Resources What motivates people at work? National surveys of workers consistently indicate the following important motivating factors: Element Achievement Recognition Nature of work Responsibility Advancement Wages / money Ranking 41 33 26 23 20 15 What motivates you? What do you do best? How often do you do that? What would you rather be doing than your present job? Is there anyone with whom you would like to exchange jobs? What appeals to you about the other job? Can any part of this be included in your present work? What stands in the way of you doing this? What part of your job do you do least well? How much of the time do you do this? When are you most productive? How often does this positive situation occur? What does your productivity depend upon? Are you able to ‘run’ with your most productive times or does your schedule or other duties cut them short? When are you happiest in your work? Are these times the same as your productive times? 74 .
privileges. achievement Ego and status. sexual needs. safety. recognition.4-Leadership and Motivation Maslow’s hierarchy of needs focuses on the inner needs of individuals SELF ACTUALISATION Drive to become what you are capable of Inherent well-being. authority. independent thought and action. security PHYSIOLOGICAL Basic need for food. selfesteem. living quarters. the opportunity to fulfil one’s basic potential. helping other people SAFETY Need for security and protection from physical and emotional harm Health care. acceptance and friendship Social needs for affection and caring relationships. participation. personal growth and development. to become more like one’s natural self SELF ESTEEM Status. autonomy. fringe benefits. feedback. trust. being informed. selffulfilment. attention Self respect. recognition. drink. friendships. stability. financial reward. routine. discussions. clothing and physical fitness 75 . belonging. esteem needs for accomplishment. prestige. professional group membership SOCIAL BELONGING Need for affection.
Managing Human Resources Motivation and Needs ORGANISATIONAL GENERAL FACTORS Growth Achievement Advancement Recognition Status Self esteem Self respect Companionship Affection Friendship NEED LEVELS Self .actualisation SPECIFIC FACTORS Challenging job Creativity Advancement at work Achievement in work Job title Earn a pay rise Peer recognition The nature of work Quality of supervision Compatible work mates Professional friendships Safe work conditions Fringe benefits Job security Heat and air conditioning Base salary Canteen Working conditions Ego. Status. Esteem Social Safety Safety and security Security Competence General wage increases Stability Air Food Shelter Sex Psychological WHAT CAUSES WORK DISSATISFACTION SATISFACTION Achievement Recognition Work itself Responsibility Advancement Growth Company policy Company administration Supervision Relationship with supervisor Work conditions Wages Relationship with peers Personal life Relationship with subordinates Status Security Items are listed in order of importance. from the top 76 .
Another way is to offer these people a stake in the business by means of share ownership. An approach to issuing shares could be to allocate shares on the basis of length of service. They worry that their larger and more affluent competitors might make them offers which they could not possibly match.4-Leadership and Motivation Motivation by shareholding Many newly successful businesses are forced to think long and hard about retaining their key employees. Further you could make shares conditional upon specified service periods being completed. The other four . Another organisation in the western suburbs of Sydney offers all employees the chance to buy company shares through a scheme that enables them to contribute 10% of their wages into a share pool.family. One way of doing this is to create a special class of shares that give a profit entitlement but not an equity entitlement. Life is similar to a juggling act with five balls. The organisation could: Issue newly created shares to staff at a discount Issue staff with contributing shares. As an example of staff share ownership. How can this risk be minimised? Many organisations already pay key staff a performance bonus. The message is clear. which would mean that they are partly paid with the proviso that they become fully paid at a later date Offer staff interest free loans to buy fully-paid shares Issue share rights or options. one successful manufacturing organisation we know of is currently 66% owned by family members and the remaining 34% is owned by twelve key staff.work .are made of glass. health. If the company was to become an unlisted public company there could be several options.is rubber. For every five shares they buy. Rubber bounces. giving staff the opportunity to buy shares at a specific price at a specific date Any share scheme would need to be structured in such a way that control of the business was not lost by its original proprietors. Glass shatters. the company gives them one free. 77 . friends and spirit . One ball .
He offered the inheritance of his business empire to whoever could create the best dish of food that was both hot and cold at the same time. • Information on what is happening and on what is going to happen. • To develop as a team. based on their present work to prepare them for advancement • Proper equipment and adequate resources. • Good training. • Good working conditions. and was fond of food and intellect. • Protection from hazards. The winning dish was the hot fudge sundae. including target dates. HOT and COLD There is a story about a business tycoon who had no heirs. • Equal and fair treatment. People in business who can hold opposites in their vision simultaneously can win the empire! This contextual shift is an interesting analogy for management! 78 . • A good example. Most people are stumped by the apparent contradiction.Managing Human Resources The people working for you will expect: • Clear direction and objectives. • An even work flow free from peaks and troughs. • Recognition of their performance and of their worth as individuals. the runner-up created Baked Alaska. • Encouragement of effort.
4-Leadership and Motivation Motivational Determinants of Behaviour The Individual • • • • • • • • • • • drive force emotion instinct need urge want desire wish feeling impulse striving Environmental event Effort Incentive • • • • • • • purpose interest intention goal plan aspiration attitude value Behaviour Performance Environmental event 79 .
Quick adjustment Company cannot afford these offers Cynical acceptance Ineffective due to inflation and taxes Does not permit a change in life style No real incentive to produce Usually viewed as merited and expected Short lived gratitude Powerful and often lasting motivator Lack of self esteem Start looking for alternative job Many almost bankrupt companies have been saved by increased worker participation Must be a genuine threat Self motivation Best way of increased productivity Offers appealing to greed Minor wage increases Threat of losing job Provide stimulus Identify and tap into people’s inner drives See that people are matched with their capabilities and preferences 80 . though very few people would agree to the premise that they are doing (being allowed) what they want to do and being used to their full potential. has no motivating effect Requires ever increasing rewards Short lived. TASK Manipulating to perform Money for unpleasant jobs Threaten and manage by fear Increase productivity attempts External rewards FEELINGS EVOKED/RESULTS Disheartenment Working for a price Question own values Eventually become accustomed to threat Ignore threats and find own comfort level Short lived gains Erosion of effectiveness When expected.Managing Human Resources Productivity and Motivation Most businesses suffer a common problem in motivating their people to greater productivity. In simplistic terms the answer is to identify their needs and employ their strongest talents.
and growing levels of complaints Absenteeism Negativity General tardiness Poor appearance of the work place Lack of discipline Long. sour faces Staff openly discussing their discontent and grievances WHAT CAUSES LOW MORALE? Some common (and often easily rectified) causes: • Inaccessible management • Poor communication • Unrealistic goals • Hard to understand goals • Aloof management • Poor leadership by management • Lack of coaching by management • Bloated hierarchy (or workers think so) • Poor job placement • Poor work environment • No room for promotion or advancement • Lack of understanding of job responsibilities THE HIGH MORALE ENVIRONMENT • • • • • • • • • Interesting work Innovation welcomed A sense of accomplishment Recognition of effort Fair treatment of people Responsibility Appropriate compensation Attractive work conditions Opportunities for personal growth • Feeling important • A sense of belonging • Opportunities for advancement 81 .4-Leadership and Motivation Does your Workplace suffer Morale Problems? Some common and often overlooked signs of morale problems: Poor and uncooperative attitudes Lack of enthusiasm Lack of commitment ‘Them and us’ mentality Nit picking and fault finding High.
in order of occurrence: Type of work performed Lack of communication Under staffing Employer’s demands Preoccupation with work Incompetent supervisors Not allowed to do a good job Fellow workers Incompetent subordinates Stress . drugs 4. Irritability over trivial matters 2. Isolation and disinterest 82 .Managing Human Resources Stress and Work Some common causes of stress. Inappropriate anger 3. Frustration 3.drinking. Stagnation 4. eating. Lack of enthusiasm and interest 2. Increased. smoking. Vague speech patterns 5. Withdrawal 5. Depression 7.some warning signs Rapid pulse Intestinal distress Insomnia Frequent illness Nail biting Irritability Persistent fatigue Lack of concentration Hunger for sweets Increased use of alcohol and drugs Seven sure signs that you need a holiday: 1. Insomnia Burn out (a severe form of stress) Five stages of Burn Out can be readily identified: 1. Brooding 6.
4-Leadership and Motivation
What attributes do you require to be a workaholic?
You do not think you are one, or admit to being one. You work through lunch and tea breaks. You work while waiting on the telephone. You get up early, regardless of when you go to bed. You can’t keep away from work on weekends, and ‘clean up’ then. You work on holidays. You take pen and paper to bed with you. You find it difficult to do nothing. You are energetic and competitive. You are able to work any time and anywhere. Travel time is used to process paper work. You are loath to take holidays. You are not looking forward to retirement. Your work habits exceed expectations. Your work is important by its sheer volume. Much of your work is for work’s sake, with little major impact. Statistics suggest few workaholics ever become a successful C.E.O.
Former McKinsey managing director, Ron Daniel, once outlined the company’s recruitment philosophy. “The real competition out there is not for clients, it is for people. We look to hire people who are first, very smart; second, insecure and thus driven by their insecurity; and third, competitive. Put together 3,000 of these egocentric, task-orientated people, and it produces an atmosphere of something less than humility.”
Managing Human Resources
Retaining scarce talent
One of the top strategies for retaining scarce talent is to identify the top 10 percent to 20 percent of the key people on staff and taking special care to keep them. These key people may be high-potential individuals or those who are critical to completing a major project. However, companies should not lose sight of the big picture. All people count, and smart companies realise this. Companies do not become great because of only a few key people—everyone must count all the time. Organisations should customise their solutions based on their workforce, culture, business situation, and business strategy. In general, companies should use a combination of components for creating total rewards and provide opportunities for individual growth, a positive workplace, a compelling future, and total pay. Some examples of successful strategies for retaining scarce talent are: Develop a buddy system. Provide a mentor for scarce talent that keeps them happy from day one. A good start goes a long way. Stay "state-of-the art" with your expectations of scarce talent. And make sure you pay scarce talent for developing new skills and competencies or your competitors will. Offer win-win project incentives for people remaining with your company until the successful completion of the project. Project incentives clearly acknowledge a person’s contribution to the company. And while many companies may already be doing this annually, consider incentives more frequently for those workers that prove to be increasingly valuable. Research shows that you may lose scarce talent within the first three years. Make people owners in the company through stock options as early in their careers as possible. Focus on key-talent workers below management level who may be more up-to-date on key technical skills and knowledge. Provide exciting and challenging work that people want to do. Look for the kind of business that interests people. This is a great way to keep individuals motivated. Produce meaningful (and breakthrough) work for your customers which in return will also be meaningful (and exciting) for the workforce. Provide excellent colleagues with whom people want to learn and work. Hire and train top-notch leaders people admire. Provide "feel good" benefits such as casual dress, longer vacations, flexible hours or work schedules, a pleasing and comfortable space, and amenities like a fully stocked kitchen and health club. Some companies even provide umbrellas in the workforce lobby for when it rains, allow pets at work, and provide car pools and transportation for employees’ children before and after school. Most companies are not in the business of buying talent at any price. Companies that have proven themselves over the years focus on strategies that keep key people who add value. The solution is total rewards. It is more than just how much people are paid or how many
4-Leadership and Motivation
share options they have.
Leadership - the delicate balance
Leading a group - try this checklist YES NO
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. 33. 34.
I would most likely act as the spokesperson for the group I would encourage overtime work I would allow members complete freedom in their work I would encourage the use of uniform procedures I would permit the members to use their own judgement in solving problems I would speak as a representative of the group I would needle members for greater effort I would try out my ideas in the group I would let the members do their work in the way they think best I would be working hard for promotion I would tolerate postponement and uncertainty I would speak for the group if there were visitors present I would keep the work moving at a rapid pace I would turn the members loose on the job and let them go for it I would settle conflicts when they occur in the group I would get swamped by details I would represent the group at outside meetings I would be reluctant to allow the members any freedom of action I would decide what should be done and how it should be done I would push for increased production I would let some members have authority which I could keep Things would usually turn out as I had predicted I would allow the group a high degree of initiative I would assign group members to particular tasks I would be willing to make changes I would ask members to work harder I would trust the group members to exercise good judgement I would schedule the work to be done I would refuse to explain my actions I would persuade others that my ideas are to their advantage I would permit the group to set its own pace I would urge the group to beat its previous record I would act without consulting the group I would ask that group members follow standard rules and regulations
Managing Human Resources 86 .
5 Training and Evaluation .
Provides consistency across enterprises. Linked to Industry or employment requirements . Some factors considered in selecting assessment methods are: Validity . Increased skills levels.no discrimination: • Underpinning the core values of the organisation. Good assessments will be HOLISTIC .not classroom practices. Companies assess workers in order to: Recognise skills and abilities acquired through non-formal training. • Safety . Some Features of Competency Based Assessment are: Measurement of actual outcomes and performance.Managing Human Resources Competency Based Training (C. • Occupational Health & Safety legislation. Self paced.) Competency Based Training was adopted by Australian business and industry to gain benefits for workers. Fairness . distractions. Increased international competitiveness.no risk to candidates in accordance with OH & S practices. Comparisons are made against specified standards . Workplace reform. Practicality . Appraise performance on the job. • Compliance with enterprise policy and procedures. Reliability . Offer increased opportunities for advancement.industry does not want to indulge in expensive assessments. T. Improved quality of products and services to customers. Recognise skills and abilities acquired through experience in the workplace.not other people. B. 88 . privacy. companies and the nation from: Increased productivity and efficiency. noise. Develop coherent and consistent training standards. Cost effectiveness .ensuring the result would be the same no matter where or by whom the assessment was conducted.ensuring the right competency is being assessed.the total will be more than the parts. Improve the responsiveness of training to industry requirements. • Equal Opportunity legislation.in the work environment. Multi skilling of workers leading to greater versatility.
L. What are the benefits of RPL for organisations? • It optimises use of training resources. It does not matter how. What evidence is acceptable as Recognition of Prior Learning? Historical Interview data Examination of products Reports from supervisors and referees Prizes Awards Certificates Current .5-Training and Evaluation R. . when or where the standards were achieved.Performances or tests set to increase relevant current competencies. • Save money. • Selection into a new job. Why have PRIOR LEARNING assessed? To gain: • Selection into a course or training program. • Identify training and development needs. • Status in present job. • It provides motivation for employees to participate in training.Recognition of Prior Learning Recognition of Prior Learning (RPL) is the acknowledgement of skills and knowledge obtained through: • Formal training • Work experience • Life experience The main focus of RPL is the benchmarks or competency standards achieved. 89 . However it is important that the applicant for recognition can demonstrate the skills and knowledge at this point in time. What are the benefits of RPL for individuals? • Shorten time taken for qualifications. P. • Promotion. • Recognise self worth.
in order to meet objectives. goals and targets which have been set? What Training needs does the organisation have in order to meet National Standards? A survey could be conducted to ascertain these needs. who is heavily involved in advanced training techniques with a very well known Australian training organisation. It offers new competency standards which include: 100% Unbelievably competent 80% Mega competent 20% Unbelievably incompetent 15% Painfully incompetent 5% Irrevocably incompetent 0% Rampant stupidity If your competitive advantage lies only in your equipment. which is yet to be tested or applied in the academic field. WHAT DOES IT ALL MEAN? An acquaintance of ours. Some issues to address are: What training needs does the organisation have. Part of this survey could be asking staff to demonstrate their competence and have Prior Learning assessed.Managing Human Resources Training Needs Analysis Some organisations embrace Training Needs Analysis as part of Competency Based Training (CBT) and Recognition of Prior Learning (RPL). has rather facetiously devised a new grading standard. Japanese catch cry 90 . your competitors can easily catch up by making the same investment.
Participation in ..) operations. Freedom in working Sociability ............. You will be surprised at how many different types of careers can be built from a given set of skills and interests............... finance.............. and a 1 for a major weakness... Immediate superior Intelligence ..... procedural manual 16....... environment Technical competence (marketing.... Fringe benefits ......... 7.. Salary Administrative knowledge and ability2. When you have developed a list of your basic skills........ a 2 for a moderate weakness.... research........................ try to discover ways in which your skills can be used. 6.......... making 14..... 91 .. Work associates Educational credentials .... Job title .. Then go over these strengths and weaknesses with a friend and ask for their candid opinion... 12.. 8................. Give yourself a 5 for a major strength.... 1... Career development activities Written communication skills 13....................... human resources............ Cooperativeness 3.. Promotion policies Conscientiousness . an analysis of your personal strengths and weaknesses is in order. 10. etc............Company policies and . a 3 for a characteristic that is neither a strength nor a weakness....5-Training and Evaluation Evaluating personal strengths and weaknesses When you have established your goals and objectives... The answers to the four questions below can help that analysis : • • • • What are my six strongest skills? What is my greatest accomplishment in life? Is it saleable? Why should an employer hire me instead of someone else? Rate your self on each of the characteristics listed below... decision Prior work experience .............. a 4 for moderate strength.. Travel requirements 9. In-service educational TOTAL opportunities ... 15............. Reputation of company Leadership ability ....... Clear job responsibilities Maturity and poise . Academic achievement (grades) .. Job security ... Supervisory responsibilities Oral communication skills ....... Ambition and self motivation 5.. Ingenuity and creativity ..... 11........ 4...........
you should ask yourself the following questions: What kinds of tasks or activities have I enjoyed the most? What kinds of tasks or activities have I enjoyed the least? If I could have any job I wanted. 92 . Assign the other eight to the two middle groups in a similar manner. and so forth. can help you find out. which relate to work environments and advancement potential. 3. it is difficult to plan how to get there. For the top group. What are your priorities? The list of factors shown to the right. Rate them by first dividing the items into four groups. you will have clearer understanding of your goals. Place the numerals 1. but without some idea of where you want to go. putting the four most important to you in the top group and the four least important to you in the bottom group.Managing Human Resources Setting personal goals and objectives When setting personal goals and objectives. what job would it be? The best way to determine what you really want out of life is to answer such questions honestly. values and priorities. 2. or 4 in the spaces following each item to show the group to which the item has been assigned. you should go a step further and rank the four items from most important to second most important. Some of the factors that must be considered when answering these questions are: • desired income • geographical location • amount of travel • job security • independence • autonomy • and company size What price are you prepared to pay to get ahead? Are you willing to move whenever and wherever your firm dictates? When you answer these questions. Goal analysis takes time.
What course would you like to do that would develop your personal skills (unrelated to the job)? 93 . Do you feel that you are given adequate feedback about the job you are doing? 7.) Review Job Description Amend Job Description Identify performance issues Identify additional resource requirements Set and review performance targets Determine and professional development initiatives Confirm next review Appraisal question booster Some questions (in no particular order) which may assist you to conduct a better appraisal interview. Has your Job Description become out of date in any way? 15. 2. 6. How do you set about the job you are doing? 3. etc. If you had to argue that one of my assessments of your performance is wrong. 5. Are we measuring that adequately? 9. Has anything changed in your life? Do we need to update your personnel file? 2.. which one would it be? Why? 14. Finish these phrases: a) My job would be easier if I was the one who .. contacts. What is the best way to measure the job you are doing? 8. Update personnel file (addresses. 4. How do you rate me as a communicator? 6. 7. b) My job would be more efficient if somebody else was responsible for . What course or training program would you like to do that would directly improve your on-the-job performance? 16... 3.. What one skill would you most like to improve? 11. 10. c) The one piece of equipment (within reason) that I wish we had is . Do you agree with my assessment of your performance? 13. What one thing could I change in the workplace that would improve your productivity? 4. 8.. How do you rate the communication within the business? 5. How could you improve in the areas I identified as needing attention? 12. 1.5-Training and Evaluation Staff Appraisals An Agenda for an Appraisal Meeting 1.
-3 -2 -1 0 +1 +2 +3 ATTITUDE Towards management......... persuasiveness.................................................... compliance.. neatness.......... company. personal goals............................ -3 -2 -1 0 +1 +2 +3 SELF ORGANISATION Work planning.... ambition......... regulations...... -3 -2 -1 0 +1 +2 +3 JOB KNOWLEDGE Procedures.. TOTAL RATING.... other......... other.......................... Position.... quality. other........... -3 -2 -1 0 +1 +2 +3 SELF MOTIVATION Initiative.... other........... -3 -2 -1 0 +1 +2 +3 PRESENCE Personality.... -3 -2 -1 0 +1 +2 +3 Name .... economy of operation. appearance..... conformity. time control.............. other -3 -2 -1 0 +1 +2 +3 CO-OPERATION Work relationships.............. other...................... job...... other.. -3 -2 -1 0 +1 +2 +3 COMMUNICATION Expression............. fluency.Managing Human Resources A Performance Review JOB PERFORMANCE Quantity.. others......... Date..................... authority and responsibility limits....... Since last review • Improvement? 94 • Deterioration? • No change ..
... Handle stock and expense control In your estimation.... Manage sales growth 9. Carry out the current programme 3...Yes. Plan a broad programme for their division or store 2.. Delegate authority to subordinates 5.. Wants to establish a secure position for themself with the organisation. with personal ambitions subordinated to this goal.....5-Training and Evaluation A Rating Form for Management How well does the person? 1........ Wants to use their position as a stepping stone to a major position elsewhere. Make wise and prompt decisions 4.... Review and evaluate work of subordinates 7.. Dedicated to helping it reach its objectives.... Do you feel that the person has the capacity to grow in case the business expands in size and activity? .. which of the following best describes the person’s attitude towards their organisation. Personally supervise subordinates 6...Doubtful Poorly Adequately Not Excellently observed 95 .......No... Make contacts with outside organisations 8...
6 Case Studies .
or someone else at work. clients and leaders • Vendors 97 . I know what is expected of me at work I have the materials and equipment I need to do my work right At work I have the opportunity to do what I do best every day In the past 7 days. 12. 11. 10. 6. 2. I have received recognition and praise for doing good work My supervisor.6-Case Studies The 12 attitudes that indicate an efficient office 1. 4. 8. someone at work had talked to me about my progress At work. my opinion seems to count The mission/purpose of my company makes me feel that my job is important My fellow employees are committed to doing quality work I have a best friend at work In the past year I have had opportunities at work to learn and grow The changing world of work Old Have a job Office Success equals career ladder Authority Status equals position Entitlement Loyalty to company Salaries and benefits Job security Identity defined by job Bosses and manager Employees New • Do work • Virtual space • Success equals career lattice • Influence • Status equals impact • Marketability • Commitment to work and self • Contracts and fees • Personal freedom/control • Identity defined by and organisation circumstances and work done • Customers. 7. 5. has talked to me about my progress There is someone at work who encourages my development In the past six months. 9. 3.
phased retirement. shareholders and the community? Are you familiar with the mainstreams of technical change as they affect your organisation? Do you know how to obtain information and advice? Do you intend to initiate change? Is your organisation keeping pace with the technology in your industry? Are new technologies likely to undermine your own competitive position? Are you investing sufficiently in R&D and product development to provide product and market leadership opportunities? Is there resistance to change in the organisation? Is management receptive to change and practised in its implementation? Are all employees informed about. or mechanistically? Do you consult your work force about likely changes and invite their co-operation? Does your organisation aim to develop fully the potential of individuals throughout their careers? How do you assess employees for retraining? Are your contacts with schools. and participate in. part time work. Our boss does not have the respect of staff because their management skills are lacking. decisions affecting them directly? Is the participation genuine or contrived? When introducing technological changes do you think them out in terms of the needs of people. That does not happen here. job sharing. 98 . I need to work somewhere my family commitments are recognised. customers. To me.) Is the perpetuation of privileges and distinctions at different levels of the organisation generally acceptable? Are you too forthright? What you really want to say My efforts mean nothing to this organisation I was neglected and overlooked for training and promotion This organisation does not care about anyone’s family Everyone hates or detests the boss I feel as though I am underpaid I am sick of the poor reputation and work standards of this organisation How to say it Communication and feedback between management and staff are poor Training and career development programs were insufficient or did not help me. My new employer pays me what I am worth. the goals of this organisation are unclear. and the community sufficiently close? Is there scope for a relaxation of some of the traditional habits of employment? (Flexible hours.Managing Human Resources A Human Resources Check List Is the correct priority being given to the interests of employees.
this company no longer exists in this form. Invariably in this situation customer focus is lost and activity becomes more important than results. said it would never be able to keep to the timetable if it did! 99 . A few years later the company management decided to carry out a meaningful survey of the cost benefits and economies of scale they thought they had achieved by producing 10 times more product. inflexibility. (though some of that was obviously inherent). originally:10 production people were producing 100 units per hour. Management realised and accepted grudgingly that their major problem was the Big is good college of organisational management syndrome. accounting and expediting and create fragmented departments with bureaucratic job titles. comprising:• 100 production people • 10 supervisors • 1 manager • 3 assistant managers • 18 people in human resources • 19 people in long range planning • 22 in accounting and procedures. Organisations and companies take business processes such as purchasing. They were amazed at the results.6-Case Studies Economies of Scale In the early 1990’s. Most people are able to identify an organisation with these problems! Keeping close to the customer! A suburban bus company accused of failing to pull up at bus stops to pick up passengers. and • 23 in purchasing and expediting When management had recovered from the initial shock at the vast increase in people. which required 10 people and 1 supervisor. These days of course.000 units per hour they required not 110 people (10 times as many) as thought but 196 people. In due course. which in simplified form were. lack of responsiveness. and constantly increasing overheads and ‘analysis paralysis’. the demand for the company’s products grew ten fold. they realised that this diseconomy of scale was not all just a bureaucratic proliferation and empire building. a manufacturing company based in Sydney found a lucrative niche market for it’s products and continuously expanded their production and facilities. When the company’s production had increased 10 fold to 1. walls and barriers and major increases in non productive overhead costs. with lack of innovation.
through specially targeted support to segments or niche areas. e. community. professional development and management development activities which are to the mutual benefit to all concerned. 100 . • To give tangible expression to the organisation’s belief in private enterprise. particularly that of being a responsible unit in society.g. responsibility. by relating implementation of charity donations to profitability. • To strengthen the organisational image as a market leader. • To increase the organisation’s identification with a particular segment. with charity projects supported by the organisation with a positive motivational impact. particularly on government. Some goals in this respect might be: • To reinforce organisational philosophy and values. This expression of the organisation’s acceptance of its obligations to the community in which it operates should create or reinforce the operations and activities of the organisation in a variety of ways to create benefits for both the organisation and the beneficiaries. Aged care support. creativity and entrepreneurial action. • To plan and integrate organisational participation in charity. by fostering self reliance rather than dependence. • To underline the importance of profits from another perspective.Managing Human Resources Community Obligations and Charities Many organisations express their acceptance of their obligations to the community in which they operate by apportioning a percentage of after tax profits for allocation to appropriate causes and projects. • To increase identification of employees with the organisation and the community.
What would you have done differently? 101 . with an appropriate pay scale. for a STATE SALES ADMINISTRATOR. Six weeks later many of the previous applicants permitted themselves a wry smile when they saw this position re advertised. enthusiasm. routine word processing and presentation of reports’. Most applicants were surprised to find during the course of the interview that the position advertised as STATE SALES ADMINISTRATOR was merely an internal clerical position. During the course of several interviews the State Manager’s wife left the interview without excusing herself and did not return.6-Case Studies State Sales Administration A company placed a very large advertisement (it was the largest job ad. Further. customers or its people. determination. which aroused mixed feelings in some of those asked to attend for an interview. commercial appreciation. ability to take direct control of customer enquiries. in the paper that week). able to promote a team environment. The advertisement said nothing about the companies products. The advertisement informed prospects that their company was the state branch of a national organisation. What duties would you expect a STATE SALES ADMINISTRATOR to perform? In due course over 100 written replies were received in response to the advertisement and interviews were arranged with the State Manager for 7 people. career focused. The advertisement went on to outline the following requirements for the position which included. ‘maturity. and supplied no further information than that outlined here. all on a Saturday. some people were not surprised when they saw the same position advertised (in exactly the same terms) a further two times over the next few months. sales and service orientated. results orientated. The State Manager’s wife sat in on the interviews (without explanation as to why she was there) and asked a few questions of those being interviewed.
check.evaluation and review technique POS Point of sale QA QAE Quality assurance Quality assurance engineering QBS Queen bee syndrome QCS Quality customer service QM Quality management QWG Quality workshop group QWL Quality of work life R&D RDO RHIP ROI RPL RRP Research and development Rostered day off Rank has its privileges Return on investment Recognition of prior learning Recommended retail price HRM Human resource management HRPD Human Resource Planning and Development IT JIT Information technology Just in time manufacturing Kaizen Japanese concept of continuing improvement in all aspects of a persons home and work life. insurance and freight Critical path method Electronic data input Free alongside ship Free into store Fast moving consumer goods Free on board Free on wharf General Manager OEM Original equipment manufacture OEM Original equipment manufacture OEM Original equipment manufacture PDCA Plan. threats (analysis) TQM Total quality management USP Unique selling point MBO Management by objectives MD Managing Director MIS Management (or Marketing) information system MIT Managing information technology MRP Materials resource planning 102 VAM Value adding manufacture VAM-M Value adding management manufacture VSP Voluntary separation package WIIFM What’s in it for me? . do.Managing Human Resources Some Human Resource Acronyms AIDA Attention. opportunities. action AQL Acceptable quality level AS Australian Standard CAD CAM C&F CBT CEO CIF CPM EDI FAS FIS FMCS FOB FOW GM Computer aided design Computer aided manufacturing Cost and freight Competency based training Chief Executive Officer Cost. stupid Long term unemployed SBU Strategic business unit SWOT Strength. act PERT Programme. desire. interest. weaknesses. KISS LTU Keep it simple.
The M. for annual or six monthly managers meetings to discuss strategies and to 103 . However after a year the new branch was showing significant growth and market share and was running at a modest profit. much to the embarrassment and disappointment of the staff in this branch. On a visit to one of the branches by the new sole owner . with optimistic and profitable projections for the next three years. The new branch continued to perform well and exceed the optimistic budgets the branch manager had set. but after three months was struggling to gain market share.D. kept referring to the other as the person who would be responsible as the person to report to. much to the surprise of one of the directors.the manager there convened a meeting of staff and invited the M. the former co-owner used to enjoy visiting the branches he had helped create. and of course more profits on the bottom line. but set some budgets of his own. Despite this. was lost for words and could not find anything at all to say. The benefits were thought to be an increased national presence. The new manager found this situation difficult.6-Case Studies Interstate Branches A company with two interstate branches decided that the time was opportune to open a third interstate branch in another state. Despite the change in ownership head office still did not supply any guide lines. The two co-directors who ran and owned the company (although they worked in offices only 15 meters apart they used to make appointments. to address them. On a number of occasions the new manager asked what was expected of the new branch. When the topic of budgets was raised a firm answer or commitment could never be obtained. what was expected of him (no Job Description was ever supplied) who he would report to. increased purchasing power. for meetings to see each other for discussions).D. On a number of occasions the branch managers asked the M. In due course an experienced manager to run the new branch was recruited and that person spent six weeks at head office ‘learning the business’ and preparing to open the new branch.D. and we will take this new state by storm. ‘We are market leaders here. expecting the new owner to say something motivational about the companies future and their role in it. and in three months be in profit’. In due course the new branch was opened. The general feeling seemed to be. a further step towards a national network of branches.who was also now Managing Director (M. what budgets he was expected to set and perform to and a number of other similar questions. After two years the ongoing bad feeling between the two owners was resolved by one of them buying the other one out. much to the chagrin of the remaining director.D.) . days in advance. budgets or policies for future directions.
and found other jobs. and physical skills is that different personalities may require different approaches.D. ‘I don’t want my managers talking to each other and discussing sales and wages’. After the first manager was fired morale sagged and gossip in the branches and in the trade flourished. generally performing well beyond the technical relationship of a fair day’s work for a fair days pay. In order to keep in touch with the branches. They will respond to this feeling by slightly under working. a number of key people in all the branches looked for. The branch managers overcame this by having regular meetings on the telephone. The branch managers were not among the people he would phone at home. The M. the M. On various pretexts he fired all the branch managers over a short period.D. they will be able to do the work that is required. By the time the third branch manager was ineptly and publicly dismissed the owner / M. Another important difference between developing behavioural skills. when they compared branch sales. internal people.D. What would you have done? Some simple People adages If competent people are hired. His reaction to this was swift.D. they will respond with enthusiasm and creativity. Economies or efficiencies were never achieved by leaving employees feeling that they are slightly underpaid. to find out what ‘was happening’. was held in ridicule. In all cases the replacement managers were inexperienced. used to phone selected people working in the branches at home. was both surprised and hurt about the feedback he was getting from suppliers and customers about the lack of respect the branch managers and people working in the branches and in the industry had for him. 104 . who had been earmarked as future managers without their knowledge. In due course the M. refused point blank and admitted that. If they are provided with challenging responsibilities. The secret lies in psychological gratification in addition to monetary rewards. wages and profitability.Managing Human Resources review operations on a ‘big picture’ scale. Not surprisingly.
They want to overcome obstacles and feel that their success or failure is due to their own actions. Some people (internals) believe they are masters of their own fate. believing that what happens to them in their lives is due to luck or chance.6-Case Studies Major personality attributes influencing organisational behaviour As a manager it may assist you to understand the behaviour and personality of your subordinates. ‘If it works. 105 . Named after Niccolo Machiavelli who wrote in the 16th century on how to gain and manipulate power. This propensity to assume or avoid risk has been shown to impact on how long it takes managers to make a decision and how much information they require before making their choice. Achievement orientation. This is most often described in terms of measurable personality traits that a person exhibits. use it’ is consistent with a highMach perspective. Other people (externals. which describes the growth and development of person’s whole psychological system. deferential to those above and exploitive of those below. maintains emotional distance. and believes that ends can justify the means. A long standing definition of personality is ‘the dynamic organisation within the individual of those psychological systems that determine their unique adjustments to their environment’ According to psychologists Personality is a dynamic concept. Personality looks at some aggregate whole that is greater than the sum of the parts. who tend to be less satisfied with their jobs) see themselves as pawns of fate. distrustful and resistant to change. Risk taking People differ in their willingness to take chances. An individual high in Machiavellianism is pragmatic. In jobs requiring sensitivity to the feelings of others. The extremely high-authoritarian personality is intellectually rigid. Personality can be thought of as the sum total ways in which an individual reacts and interacts with others. People with a high need and motivation to succeed (internals) can be described as continually striving to do things better. Authoritarism. Locus of control. Rather than looking at parts of the person. judgmental of others. tact and the ability to adapt to complex and changing situations this person may be viewed negatively. Machiavellianism.
energy level. located in the chromosomes. but growth is optional. when their parents were also. the norms among our family.Managing Human Resources Determinants of Personality An adults personality is considered to be made up of both hereditary factors (was their Personality determined at birth?) and environmental factors (the interaction with their environment). 106 . does change in different situations. and other influences that we experience.g. An individual’s Personality. Different demands in different situations call forth different aspects of one’s Personality. physiological. customers.some situations may constrain behaviour e. e. sex. moderated by situational conditions. stature. while generally stable and consistent. who your parents were and their biological. muscle composition and reflexes. friends. and values that are passed along from one generation to the next and create consistencies over time. and inherent psychological makeup. ENVIRONMENT concerns the culture in which we were raised . The HEREDITARY approach argues that the ultimate explanation of an individuals personality is the molecular structure of the genes. they would be fixed at birth and no amount of experience would alter them.our early conditioning. temperament. To obtain strong results including sustained growth and profit.g. and biological rhythms. loyal customers and a high performing workforce the company needs to embrace the five elements of an organisation . Culture establishes the norms. SITUATIONS seem to differ substantially in the constraints they impose on behaviour . The HEREDITARY argument can be used to explain why someone’s nose resembles her mothers or why someone is a good athlete. facial attractiveness. SITUATION influences the effects of hereditary and environment on Personality. process. Change is inevitable. Church or a job interview. while others such as a picnic in the park constrain few people. HEREDITARY refers to those factors which were determined at conception. and social groups. business strategies and leadership. If all Personality characteristics were completely dictated by hereditary. attitudes.people. Physical.
Practical 11. Self-assured 13. Conservative 14. allowing prediction of an individual’s behaviour in specific circumstances by weighing the characteristics of their situational relevance 1. which have been found to be generally steady and constant sources of behaviour. Less intelligent 3. Forthright 12.6-Case Studies Personality traits Researchers have identified 16 PERSONALITY TRAITS. Expedient 7. Reserved 2. Serious 6. Uncontrolled 16. Submissive 5. Relaxed Outgoing More intelligent Emotionally stable Dominant Happy-go-lucky Conscientious Venturesome Sensitive Suspicious Imaginative Shrewd Apprehensive Experimenting Self-sufficient Controlled Tense 107 . Trusting 10. Tough-minded 9. Affected by feelings 4. Timid 8. Group-dependent 15.
Managing Human Resources Some Euphemistic Translations Business speak for the new millennium Alternative body image. a Funding. lack of Gross national product Harvesting Geographical mobility will be encouraged Management Initiated Attrition Market adjustment Member of the career-offender cartel Member of the mutant albino generic-regressive global minority Motivationally deficient Non discretionary fragrance Persons with difficult to meet needs An obese person Boring Stupid Exchanging sex partners Ugly Bankruptcy accountant Retrenching workers Firing large numbers of workers Physically or mentally disabled Originally a device for measuring oil levels Stock market crash Old Someone whose coat and trousers match Excuse for most forms of inaction Politician’s measure of economic welfare Mass slaughter of helpless fish Extended country sales calls needed IBM talk for firing Fall in stock market Mafia member White person Lazy Body odour Serial killer Re-visiting a site Bombing a site previously bombed Service users Recipients of government benefits Servicing a target Bombing somewhere to ruins STD Once a form of telephone communication Severely euphemised Disabled Spend more time with my family (coalition) Have accepted a board position Spend more time with my family ( socialist) Have accepted a media position Statutory senility Retirement age Terminally inconvenienced Dead Vertically challenged Short 108 . person with an Charm free Cerebrally challenged Consensual monogamy Cosmetically different Corporate recovery services specialist Corporate downsizing Corporate right sizing Differently abled Dipstick Equity retreat Experientially enhanced Fop.
I was kept informed of things I needed to know to do my job properly. I received prompt feedback on my work. I received good coaching to help me improve my performance. When assigned tasks. I had the freedom to make the necessary decisions to do my work properly. My work was interesting and challenging. whether good or bad. My engagement helped to learn and grow. Disagree 1 2 3 When assigned tasks.6-Case Studies Rating your Manager This rating form can be used by staff to rate their managers Rate on a scale of 1 (strongly disagree) to 5 (strongly agree). I thoroughly understood what was expected of me. Team meetings were conducted in a way that builds trust and mutual respect. In this engagement we set very high standards for performance. TOTALS 109 Agree 4 5 . I understood how they fitted into the overall aims for the engagement. My work made good use of knowledge and ability. When corrected for something I did or omitted. I felt I was a member of a well functioning team. it was done in a constructive way. I was actively encouraged to volunteer new ideas and make suggestions for improvement. Help was available when I needed to have questions answered.
15. 11.your skills could do with a brush up below 40 . 7. 10. 9. 17. skills and values into account when assigning tasks? Do you know your employees’ career goals so you can match future promotions? Can you give your employees the space for personal grief after they suffer loss? Can you step back from your own ego and avoid acting like an expert when discussing personal problems? Do you have a strong sense of the ridiculous and an ever-ready sense of humour about life at work? TOTAL Scoring higher than 50 .49 . 16. 6. 12. 3. 18. Do you treat employees’ feelings as valid? Are you scrupulous in keeping confidences? Are you able to reassure insecure employees? Do you support employees in taking risks? Are you able to solicit employees feelings. 14. 4. 2. ideas and solutions? Do you allow employees to make their own decisions? Do you genuinely care about your employees? Can you empathise with employees’ feelings? Do you assist employees prioritise difficult tasks? Are you patient? Do you ensure the work environment is free of distractions? Are you able to instil your employees with confidence to solve their own problems? Do you allow your employees free rein to air their grievances? Do you take your employees’ interests. 8.your skills are excellent 40 .you really need some work on your people skills 110 . 5. 13.Managing Human Resources Are you a people person? Enter your response in the appropriate column • For a mostly answer put a 3 in the mostly column • For an occasionally answer put a 2 in the occasionally column • For a hardly ever answer put a 1 in the hardly ever column Mostly Hardly Occasionally ever 1.
Bad Attitudes 111 . when asked what interested her about the position. or the one who pulled out a sandwich and began eating? Yet other bloopers are simply a result of nerves . Several hiring managers complained of nail-biting while another watched in horror as a candidate jumped up to make a point. One woman brought her children along. one candidate replied: "I'm open to anything. For example. I really need to get some medical insurance." Another candidate at a children's organisation stated that he "hates kids. then turned around and fell to the floor! 3.or ask . Here are the top five categories . A recent study surveyed hiring managers to identify the most common mistakes candidates make. And which is worse? The candidate who asked the hiring manager to hurry up because he wanted to have lunch. Many hiring managers complain about candidates showing up late and the surprising number who interrupt the interview to take calls on their cell phones. Others give oneword answers with no further elaboration. Others are because candidates don't listen to the questions being asked or try to bluff their way through technical questions. Many of these mistakes are the result of being unprepared and knowing nothing about the job or company. Others complain about former bosses." He was 37! 2.along with some real-life examples: 1. Chances are the interviewer has seen worse. How They Act The second most common way candidates flub their interviews is what they do. While still others use profanity or ramble on about their personal problems and social lives rather than answer . Others are too candid.or two much coffee. Some come in with a pre-determined script and sound as if they are reading from a textbook.questions about the job or company." and "customers are annoying. What They Say (or Don't Say) According to the survey." While a man applying at a drug treatment facility anxiously asked if they drug-tested employees and whether they'd give advance notice. And many make the mistake of bringing up money and hours-required in the first interview." Those interviewing for customer service positions confessed: "I'm not a people person. the number one mistake interviewees make relates to how they communicate. Some stem from a lack of common sense or courtesy.6-Case Studies Some Mistakes Candidates Make at Job Interviews Not feeling so great about your last interview? Take heart. But the "Too Much Information" award has to go the candidate who said: "I'm only here because my mum wants me to get a job.
I want to know what they are going to deliver and when they are going to deliver it. another who wore dark glasses throughout the interview and a candidate with dirty fingernails wearing jeans and a t-shirt oh. How They Look Coming to the interview improperly groomed and dressed is the fourth most common mistake. No one likes a braggart. One candidate spent the better part of the interview looking at his watch. They're Dishonest Common forms of dishonesty include exaggerating about achievements or misrepresenting knowledge. Then there's the interviewee who declared he was "used to a higher class of business. fluorescent-colored hair and poor hygiene. the survey confirms that truth is stranger than fiction and proves that life is not all that rosy on the other side of the interview process either. by the way. No one I work with would wonder how I see their performance. Effective time management is critical. 4.and the one who actually stole something from the interviewer's office. hiring managers also told of a candidate who did not wear shoes. tattoos. he was drunk. Along with the usual culprits: bad posture. are those who show no enthusiasm. There's also the candidate who mentioned his arrest after saying on his application he had never been arrested . HR practitioner 112 . Besides highlighting ignorance in action. facial piercings.Managing Human Resources The third most-cited category of mistakes has to do with the candidate's attitude. too! 5. one who wore a skirt slit to her derriere.or the candidate with the super-sized ego who demanded to be hired and said the company could do no better. Many hiring managers complained of interviewees who show little energy or interest in the conversation. Source: CareerBuilder." On the other side of the coin.com Results speak for themselves. know-it-all or name-dropper .
systems 47 Filling a vacancy 18 Flight Centre. signs you need a 82 Hot and cold 78 How to interview 24. role of 3 planning and development 4 policies 5 politics of Human Resources defined 2 Ideology 34 Induction 12. some 101 Adages. inventory of 13 processes. people 103 Analysis job 12 needs 89 ANZ Banking Group 70 Appraisal performance 13 staff 92 Are you a people person? 109 too forthright? 97 Attitudes 51. vision 71 General Motors 54 Goals organisational 4 personal 71 personal. code of 58 Conference. the 96 work habits 48 Charities 99 Check list. job 15 Euphemistic translations 107 Evaluation of development 113 activities 13 Evaluating personal strengths and weaknesses 90 Executing change 48 Expectations of people 78 Failure. when you take 42 Counselling retirement 14 Creative negotiation 60 Creativity 36 Crisis management 53 Criteria for a satisfying job 52 Cultures 49-52 Cultural attributes 52 Cure all 48 Customers 52 Determinants of behaviour 79 Development plans. 54 of an efficient office 96 Attributes.a 57 relations 7 welfare 7 Employees 52 Empowerment 69 Engagement.com 111 Case studies Cure all 48 Economies of scale 98 Human Resources. continuing 15 Employee handbook. 32 Inertia 36 Internal integration 33. negotiation 62 Continuing education 15 Control. human resources 97 Coaching 13 Code of Conduct 58 Communication. 111 State sales administration 100 Volkswagen 48 What does it all mean? 89 What’s that? 4 Change executing 48 managing 47 Changing world of work. human resources 41 Community Obligations 99 Company culture 50. new 41 Memo 25 Moses 60 Six steps to managing your career 42 Some Mistakes Candidates Make at Job Interviews 110. a 70 Banks. 8 Follow up 13 Forecasting 6 Forgetting curves 51 Four E’s of recruitment 19 Future shock 51 Future. why people 36 Fear 36 Feedback.Index Achievement orientation 104 Acid test. for hiring 22 Acronyms. utility of 59 Behavioural determinants 79 Belief in the universal manager 34 Bell and Brown 70 Body language 28 Boss. 103 Manager. 103 . a 70 Boundaries 33 Buck stopper. outline 57 Herzberg 73 Hewitt Associates 70 Hierarchy of needs 75 Hiring acid test for 22 10 step process 27 Holiday. letter of 32 Enrichment. Peter 23 E’s. 51 Comparing 6 Components of Human Resources 12-16 Compatibility 34 Competency based training 87 Conduct. the. Prue 56 Habit 36 Hand book employee. 25 to keep your staff interested 38 to lose your staff 38 to recruit 22 Human Resource acronyms 101 at the banks 70 checklist 97 communication 41 components 12-16 definition 2 inventory 12 manager. the 67 Bureaucracy 46 Burn out 82 Business communication 41 speak 107 Career counselling 14 development 6 development processes 13 CareerBuilder. four of recruitment 19 Economies of scale 98 Education. People and Flight Centre. HR and 70 Bargaining. career Discrimination 56 Disengagement interviews 37 planning 15 Do you have a positive attitude toward success? 54 Does your workplace suffer morale problems? 81 Downsizing 54 Drucker. 34 Interstate branches 102. and objectives 91 Good leadership 70 Goward. cultural 52 Authoritarism 104 Bad boss. 8 Interstate branches 102. bad.
Managing Human Resources Interview disengagement 37 evaluation 30 how to 24. human resources. typology of 45 Overall planning components 12 Owners 52 Package. and its stakeholders 9 Organisational development 8 form.25 process 24. efficient. new personnel 31 Process of negotiation. attitudes of 96 Open questions 41 Organisation. John 70 McKinsey & Co 83 Management crisis 53 is considered a mysterious act 34 rating form 94 Manager a 38 Human Resources. 32 Occupational Health & Safety. salary 29 Paradigms. writing a 21 Design 13 Enrichment 15 My 64 Planning Redesign 15 /role playing 12 Rotation 15 Judgment of potential 13 Juggling 77 Keeping close to the customer 98 Lack of skill 34 Language 33 Leadership 66-72 good 70 quiz 85 steps 68 Leading a team 72 Le Boeuf. 16 Legislation 8 Letter of engagement 32 Living symbol. adages 103 at work 49 114 matching 33 Why do they fail? 36 will expect 78 Performance appraisal 13 review 93 Person description 20 Personal goal. to 42 Manpower planning 12 Maslow 73. my role 64 Needs. measuring your 60 Promotion is considered a just reward 34 Promotions 14 Punishments 33 Questions open 41 ten basic 63 what are they? 63 . the 61 staffing 12 steps in the HR process 6 Productivity and motivation 80 Professionalism. by 77 traditional theory 73 what motivates people? 74 what motivates you? 74 Motivational determinants 79 My job. 5 Policy formation 7 Political actions 47 correctness 101 Politics. (OH&S) 55 Office. Michael. role of 3 rating 108 universal 34 Managing change 47 replacement 35 restaffing 35 your career. setting 91 improvement programs 15 evaluating 90 Personality attributes 104 determinants of 105 traits 106 Peter principles 54 Planning and development components. of Human Resources 10 Portfolio of tools 4 Potential judgment of 13 problem areas Power and status 33 Prejudice 36 Press release. the. an. 74 and needs 76 and productivity 80 by shareholding 77 shareholding. six steps. analysis 89 Needs. David 70 Moses 60 Motivation 73. 60 Process 61 Utility of 59 Win . overall 12 disengagement 15 job/role 12 manpower 12 overall components 12 replacement and restaffing 35 retirement 15 Policies. work related 72 Negotiation 59-62 Conference 62 Creative 59. 75 Matching people 33 Measuring 6 your professionalism 60 Meetings 43 and team think 43 Memo to all staff 25 Machiavellianism 104 Mission statements 40 Morale problems 81 Morgan. new 44 goals 4 rewards 14 stakeholders 9 structure 44 Organisations. induction of 12. 25 questions 25 Interviewers should ensure that 24 Interviewing how to 26 Intimacy 33 Inventory Human Resource 12 of development plans 13 Job Analysis 12 changes 14 Descriptions. old and new 44 Pareto principle 56 Patterns of work 15 Pay 29 People. a 71 goals and objectives. the 67 Locus of control 104 McFarlane.win 59 New staff.
future 71 Visionary. 10 Three legged stool. the 52 Tools.Index Quizzes Are you a people person? 109 Human Resource checklist 98 Leadership 85 My job . Mark 54 Twelve attitudes of an efficient office 96 Twenty work related needs 72 Typology of organisations 45 Utility of bargaining 59 Universal manager 34 Vision.my role 64 Rating your manager 108 Rating management. 19. 22. a true story 4 When you take control 42 Why do people fail? 36 do people resist meetings 43 is it important to take care in filling a job vacancy? 18 Win-win approach to negotiation. 88 Salary packages 29 Satisfying job. euphemistic 107 Turner. the 67 Volkswagen 48 Welch. 16 Socialisation 12 Some Mistakes Candidates Make at Job Interviews 110. changing 48 place morale 81 related needs 72 satisfaction /dissatisfaction 76 Workaholic. 22. a form. Graham. 6 process 12 major considerations 23 Setting personal goals and objectives 91 Shareholders 52 Shareholding motivation by 77 Six steps to managing your career 42 Skinner. basic of good recruitment. 8 Twain. 23 Recruitment and selection 12 Replacement 18 Rooms 46 Selection 18 Staffing processes 12 Stakeholders 9 State sales administration 100 Steps in the HR process 6 in the recruitment process 20 Strategic business planning 12 Stress and work 82 Structure 51 organisational 44 Success. retaining 84 Team builder. 23 basics 19 four E’s of 19 steps in the process 20 Reich. Robert 2 Remuneration 7 Replacement. Jack 16 Westpac 70 What are questions? 63 attributes do you require to be a workaholic? 83 causes work 115 dissatisfaction? 76 satisfaction? 76 do you do when people resign? 37 does it all mean? 89 goals do organisations have? 45 is business communication? 41 is Human Resources? 2 motivates people at work? 73 motivates you? 74 should staff contribute to the business? 11 type of leadership should an effective leader provide? 66 What’s that. the 67 leading. planning 35 Requirements. attributes 83 Writing a job description 21 . and selection 12. a 72 think 43 Ten step hiring process. a 27 The people working for you will expect 78 snake pit of organisational politics. 18-20. my 64 RPL. for management 94 your manager 108 Recognition of Prior Learning 88 Recruitment. B f. 20. planning 35 Retaining scarce talent 84 Retirement planning 15 Retraining 15 Review. portfolio of 4 Toyota 54 Training 18 and development 6 competency based initial 12 needs analysis 89 Translations. attitude to 54 Supervision 13 Talent. 19 Restaffing. criteria for 52 Scale economies of 98 Selection and placement. performance 93 Rewards 33 Risk taking 104 Role of the Human Resource manager 3 Role. a 59 Work habits. 111 Staff Appraisals 92 Contribution 11 Hand book outline 57 Recruitment 18.
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