Developing Those Who Drive Your Organisation’s Success

Developing People 2

Line managers and supervisors fulfil a very important function in organisations. They are the link between Owner/ Senior management and the employee and as such their function is to see to the implementation and management of the organisation’s strategy, while at the same time ensuring that the workforce is fully engaged and productive. Research has proven that employees who work well with the line manager and feel appreciated, are happier and therefore more productive, while employees who regard themselves as having a poor line manager will not perform optimally and eventually leave their jobs because of his/her line manager.

The importance for the growth and stability of an organisation, is having well-functioning line management.  Equipping management with skills such as indicated below is essential in ensuring a sustainable business

  1. Conducting effective meetings:

“An effective meeting facilitator ensures that the meeting has a purpose, is well managed and leads to action plans that are implemented and achieve the meeting objectives. Communicating effectively is essential for any successful relationship, including that of a manager and his/her direct reports. Formal communication typically takes place during group meetings. The purpose of this theme is to provide the line manager with practical pointers to improve their facilitation of group meetings”.

  1. Conducting Structured Competency-based Interviews:

“Making use of structured, competency-based interviews increases your chance of making the correct hire in that it focusses on testing for winning behaviour in the role, promotes fairness and reduces bias. Once a bad hire has been made, it takes unnecessary energy and time to dismiss such an employee. The aim of this interview training session is therefore to train line managers to focus on the core competencies in a position and to ask key behavioural questions around these competencies so that better insight can be gained with regards to the candidate’s abilities and behaviours, and better hiring decisions made”.

  1. Performance Management:

“Performance management is the translation of strategy into individual learning and earning opportunities by agreeing personal contributions, continuous tracking of progress, candid feedback, performance coaching, support and rewarding results.

Performance is however typically managed in organisations through ad hoc performance contracting and appraisal discussions, taking place once or twice a year and the effectiveness of these discussions are often not apparent”. The approach we present enables line managers to help employees understand exactly what is expected of them and providing motivational feedback and performance mentoring throughout the year. It furthermore enables the line manager to have a greater influence on the development of employees. Proper performance contracting and regular one-to-ones ensure that there are no surprises when it comes to the formal annual appraisals, as the ground work for the appraisal has already been solidly laid.

  1. Labour Relations: Disciplinary Actions:

“Mistakes are often made when disciplinary action is taken because line managers are unsure of what procedure they should follow, what offences carry which sanction, etc. This training course will look at sections of the Labour Relations Act that deal with unfair labour practice, unfair dismissals and the Code of Good Practice: Dismissal. It will furthermore help the line manager to a pro-active approach instead of the ‘norm’ of dealing with labour relations in a re-active manner”.

  1. Role Profile Writing:

“Very few organisations have quality and up to date role profiles covering the entire role profile population. Even less organisations understand the very large impact role profiles have on all the HR practices and ultimately on the bottom line and long term sustainability of the organisation. Role profiles are considered the backbone of the HR function. It is the starting point for quality recruitment, employee assessment, performance management, learning and development, reward benchmarking as well as employment relations”. This intervention we will ensure that line managers and HR practitioners who attend understands and are able to write quality role profiles”.

AUTHOR:

Director and CEO

Dennis Farrell (Dr) a director and the CEO of Alfa & Omega NBS has held various senior positions in the financial services industry, has received accolades for his leadership and wider business contributions as well as honourable mention by the Shared Services and Outsourcing Network (SSON) in and international event for his approach, leadership and management of Shared Services Centres (Business Proficiency). Dennis has in-depth experience in managing shared services centres in the financial industry, covering the end-to-end HR service offering. He is part time lecturer at Nelson Mandela Metropolitan University’s Business School George Campus on HR and related business practices and is registered with the South African Board of People Practices (SABPP) as a Master Human Resources Professional: Generalist. Contact: www.alfaomega.co.za or dennis@alfaomega.co.za

SOURCE:      http://www.thegremlin.co.za/

IMAGE CREDITS:     http://tracyspears.com/

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