Human Resources: What Drives an Organization

The field of Human Behavior Organization emphasizes the importance of human resources in any business organization. The business field offers too much focus on manpower development for it is the lifeblood of an existing industry.

This consideration provided several honchos in trade enterprise to create spin off departments to cater to different structural framework in human resource management development. Some of the most generic or common filed are the one below:

Human Resources CareersHuman Resources Certification

Human Resources Consulting

Human Resources Law

Human Resources Management

Human Resources Outsourcing

Human Resources Program

Human Resources Software

Human Resources Studies

Human Resources Careers

The new millennium recognizes the importance of human resources personnel in their contribution to supplying the best manpower supply in a thriving industry.

Organizations in the business world rely on Human Resources management teams in overseeing business functions such as hiring, training, conducting interviews, relaying of company-related business trends and issues and employees’ benefits and the like.

Individuals who work inside this type of industry are tasked to making sure that the provided workforce are adept in their respective business roles and are able to function optimally under any condition.

This type of thinking is oriented among professionals whose function are those of above. They keep the company they are working with able to stay on top despite of existing competition against companies who competes with the same product or services a certain company is caters for.

Human Resources Certification

The field of Human Resources Industry evolved into creating a body of professionals or individual industries that take care of providing reliable certification activities whose purpose is to provide, attest and authenticate suitable capabilities among professionals in this field.

Human Resources Certification board’s certifying examinations are guided and are guided by core values and principles which an individual aspiring to be part of such industry should pass in order to gain the desired testament of ability.

Human Resources Management and Human Resources Consulting

Management and consulting groups take on the function of most of the above jobs typical of an HR staff member.

They work hiring the best professionals in the field as demanded by a corporate client. They make sure that these individuals are retained and that their continued career development is ensured.

Tailoring benefit plans is also one of Human Resources Consulting firms’ structured course of function. They regularly check medical health benefit plans that is beneficial for the company without sacrificing the overall quality of health premium option features given to employees.

This department is also in charge of regular relay of company policies to each employees and making sure that satisfactory conformation is met. It is also their task to remind erring employee of regulations that are intentionally or accidentally infracted and make the necessary adjustment as well.

Human Resources Outsourcing

Outsourcing job functions, or taking internal business functions to business industries via another firms or overseas proved to be more cost effective than having a single Human Resources team handle all job at hand.

The study conducted by The Society of Human Resources Management (SHRM) provided conclusive evidence of how outsourcing human resources personnel and various HR functions could cut average company cost on HR spending and free them from other legal risk.

This type of initiative also gives core HR professionals the chance to focus on a more important HR functions and company goals.

Human Resources Program, Human Resources Studies and Human Resources Software

If Human Resources Management is the lifeblood of various Business Industries, Human Resources Programs on the other hand is the lifeblood of Human Resources Management.

HR is less capable of ensuring that its tasks and objectives are met without following a program at hand. Programs are effective when they bring results to the organization.

An independent HR Consulting industry study in Missouri explains how HR programs help professionals in this field in realigning HR policies to that of the company they are working for.

These programs are carried out to effectively implement job functions and seek on ways to improve them. Compensations, health benefits, relaying company regulations and management, staffing and culture change is communicated through designed programs.

Being an organization itself, Human Resources management and policies are directed by programs and these programs are expected to produce results, otherwise they are discarded.

Why Human Resources Training Is Essential For Your Business

In today’s business world proper training in human resources is imperative. Any company with aspirations of success should insist that their managers and supervisors attend HR training. Because managers, especially first-time managers, often lack the skills and problem-solving ability when conflicts arise, they are not equipped with the capability of dealing with them. Far from being a desirable extra this is essential for any forward looking company.

There are three basic skills that human resources training offers managers to help deal with the personnel problems that can come up in the workplace. One of the three challenges those managers and supervisor’s face is conducting a good and compliant interview. Interaction with new staff can be a potential minefield and this is where the real value of those human resources training can brought to the fore.

When reviewing the applications of applicants it is important to be aware of what is appropriate. For example, a question as innocent as “How many children do you have?” is a violation of Equal Employment Opportunity laws. There are skills that supervisors learn in basic human resources training to help them know the questions to ask and hire the right person for the job. If you want the right staff to suit your needs, it is essential to ask the right questions.

Preparation is the best ally that you can have when it comes to finding and hiring good staff and this is another area where good Human resources training can be an asset. Another problem that HR training can help managers solve is the ability to work with others efficiently and effectively. When put into a managerial position, a person is expected to make demands and expectations for others to meet or exceed. Good Human resources training will help you to both find the right staff and use then to their full capacity.

Also, the ability to communicate effectively can be learned in human resources training. This will give the manager not only excellent oral and written communication skills, but also effective listening skills. Communicating well with your staff will help you to know what will enable them to work better and also of any problems that needs your attention.

The third basic fundamental skill taught in HR training is to make your company’s values and goals known to all of your employees, including new hires. Giving your employees a clear idea of the company’s goals and aspirations will give them something to work towards.

Good feedback when they are on their way to achieving those goals will also help to encourage them and let them know that they are making progress. It creates and fosters a positive work environment in which employees can thrive. Human resources training is necessary in a modern business environment if you want to get the best from your employees.

Human Resources Job Description

The interesting role of a Human Resources (HR) Manager ranges from interviewing prospective candidates, to providing the best possible environment for task efficiency at a minimal cost to the company.

Those who are interested in becoming a Human Resources Manager, or beginning their career in this field, must possess Master’s degree in the area. They must acquire the skills of short listing candidates for various job positions and interviewing candidates to find out how far they are suitable to perform the tasks in the company and many others. Once a new employee enters the company, they should be made to integrate their work so as to become a part of the well-organized work culture of the company. This is important as the new employees often bring their old habits or work ethics into the new office, which may be at odds with the existing work atmosphere. By being a part of the team, the new employee must assimilate their qualities and must exhibit a give and take attitude to perform better.

The manager, or those employed in the Human Resources section, must work closely with those in the production team of a company to find out the requirements for temporary staffing and other needs. This assumes urgency at the time when there is most demand for the product. For instance, the demand for heaters goes up tremendously just before winter sets in. In this case, if the heater company fails to stock the products in the market well in advance, their competitors will walk away with the sales and leave the company in financial straits. Therefore, the Human Resources Manager must co-ordinate with all the departments, including the Management and Marketing departments, to know their latest requirements in staffing, and must start the necessary process accordingly.

In addition, Human Resources departments must also develop retention strategies for skilled workers. To keep such talented persons, the HR department must revise the promotion guidelines with the help of management, and reward all important persons involved in key areas of the company. Frequent reward and making sure the company meets the expectations of the employees mostly results in employees continuing in the company. Instead of an external recruitment drive, retaining the existing workforce in a company’s key areas is most profitable to the company. The HR department must always work to promote senior, experienced workers to fill such vacancies. This will improve the employee loyalty and also improves the productivity.

Working in Human Resources is an important and rewarding job, which simultaneously helps the employer to serve the employees as well as helping the employees serve the employer.

Policy Paralysis or Corporate Productivity

A fox boasted to a cat one day about how sly and wily he was. “I’ve got all kinds of tricks,” the fox said. “For example, whenever, I hear the dog coming, I know a hundred different ways to escape.”

The cat was impressed and humbly said, “Your cleverness is amazing. As for me, I have only one way to escape, and that is to climb up a tree. I know it is not as exciting as all of your ways, but it works for me. Maybe someday you will show me some of your different escape routes.

The fox smiled smugly. “Well, friend, perhaps, I will have free time one of these days, and I can show you a trick or two.”

Shortly afterward, the fox and the cat heard a pack of hunting dogs barking nearby. “They are coming this way!” the cat shouted.

In a flash, she scaled a nearby tree and hid herself in the leaves. The fox stood there trying to decide which of his many tricks to use. Paralysed with indecision, the fox waited too long to make his move and the hunting dogs pounced on him.

Business Application:

Policies, rules, do and don’t are inevitable part of any organisation be it formal or informal. In many organisations, what is often found is are two extreme situations: one in which there are flexible, unpredictable, informal, and unwritten rules often residing in the minds of few key leaders of the organisation. The other is an environment in which there are written, predictable, formal, and inflexible rules or policies for almost every conceivable situation action or decision in the organisation.

Neither of these two extremes is good for effective and efficient running of a business organisation. While it is important to develop specific set of rules, guidelines, or policies to direct and reward actions in any organisation, it is important to know that policies should not be too many, two complex, or too difficult to memorise by the company’s operational and functional staff.

One important aspect of corporate policies or rules that many organisations often overlook is this: every policy must be directly and be meaningfully linked to just a few set of principles or values of the organisation. These set of core principles – usually about 5 or at most 7 should run deep in the semantic and procedural memories of the employees, in such a way that every detailed policy can always be reproduced from these few core principles. This way policies are easy to memorize, less mistakes are made, and operational and strategic activities are less contradictory as well as highly synchronised.

This principle is often violated by organisations when key policy documents are copied from competitors or open sources instead being an outgrowth of the company’s core values or principles. The best corporate rules or policies are those that provide a work environment with mutual trust as well as consistent work effectiveness and efficiency.

Fukuyama (1995 ) comments:

” If people who have to work together in an enterprise trust one another because they are all operating according to a common set of ethical norms, doing business cost less. Such society will be able to innovate organisationally, since the high degree of trust will permit a wide variety of social relationship to emerge… by contrast, people who do not trust one another will end up operating only under a system of formal rules and regulation, which have to be negotiated, agreed to, litigated, and enforced (if necessary by coercive means). This legal apparatus serving as a substitute for trust, entails… transaction costs. Widespread distrust in a society, in other words, imposes a kind of tax on all forms economic activity, a tax that high trust organisations do not have to pay.”

HR – Wasting Potential

HR must be the least “disrupted” function across any organisations business. Every now and again, someone calls for it to be destroyed, obliterated, or at least drastically reinvented. Some have also labelled it with ADD (Ambition Deficit Disorder).

But the case for a new kind of HR comes only partly from the perception of its stagnating performance over the decades, it comes mainly from the frustration of its unrealised potential.

I’m not an HR expert, although I have met a large number of HR executives through my work on Supply Chain Strategy and Operations over the years, but if I were to ask you how much of a critical impact HR has made on some of your really important business issues, or your best leaderships potential or the behaviours and capabilities in your business – impact that really made a difference to the outcome or performance – what would your answer be?

Whilst there is an argument for maintaining the compliance and process side of HR, the rest has remained static for far too long. Yet, given all of this, HR is the only department inside of our organisations that actually touches every single employee.

In a recent survey it was found that more than 70% of all HR professionals enter the field without a specific degree or certification in business or human resources. In the area of Leadership Development (the most urgent trend in surveys) 40% of business leaders reported that their companies are not ready. A quick scan of how much education in our business schools is focused on leadership/behaviours/dynamics of managing teams – reveals a disappointing answer – not much.

So What’s The Problem?

Well, the problem is that HR has so much potential to realise in the field of Leadership, Behaviours and Capabilities – potential that can make a hugely significant impact on business performance. It should be far too important to ignore let alone not be a major focus for reform.

It’s not that the timing is right for reform now – it was equally as important 10 years ago as it is today, but significant change has failed to materialise.

Yes, there has been some minor evidence of progress in HR – a handful of companies in 2015 announced they will drop the dreaded performance review and abolish forced rankings. Apparently 70 per cent of companies are now re-thinking the whole area of performance management. Interestingly managers talk to their teams much more often about performance when they stop measuring it on a bell curve.

What Can We Do Differently?

The most important areas of HR need to be in the hands of the strongest, most talented people in the business – individuals that are able to make the biggest impact, irrespective of the function they work in. They need to collectively set and run the agenda in 4 key areas.

This is not a minor reallocation of “things to achieve this year” on a Personal Development Plan, but a major shift towards embedding the 4 important areas of Leadership, Capabilities, Behaviours and Accountability into the remit of the top 10% of leaders in the organisation. Putting the strategy and the day to day operation of developing these activities areas in the most effective hands.

HR responsibilities can be funnelled into two separate directions – administration, led by the traditional HR function, reporting to the CFO; and the 4 key strategic areas mentioned above, led by high-potential line managers, reporting to the Executive:

  • HR should forge relationships with the top 10% of the company’s influential business leaders
  • Embed the development of the critical areas of Leadership, Capabilities, Behaviours and Accountability into the top leadership of business
  • HR should manage the stewardship of the process (not the content) and measurement
  • HR should develop an understanding of their competitors and peer group decision-makers and how their own company stack up against these in the areas above. Benchmark to set the ambition
  • Top leaders to develop and act on coaching leadership and behaviours

This framework isn’t as far-fetched as it seems but it’s also no overnight success. There are a few very good examples where companies have shifted these key responsibilities into the heart of the business – to individuals who are best placed to make the biggest influence on people’s behaviours and build the capabilities of their colleagues. As a result, the performance of the business has grown.

Maybe it’s about time we used the best people in our companies wisely, unlock their potential in areas that help the whole business grow. It would lift the almost unattainable burden from HR… and you never know they might actually enjoy it too.

The Equal Opportunities Policy At Work!

All employees had a part to play in achieving this goal and the Business will ensure that they are aware of their personal responsibility to follow and support the ‘Equal Opportunity Policy System’, in force. This is not a Business Model. With the ‘Equal Opportunity Policy System’, in force no employee or prospective employee will receive unfair or unlawful treatment due to race, colour, nationality, ethnic or origins, religion, creed, sex, sexual orientation, marital status, or disability; nor unwarranted discrimination on grounds of age. The business will identify; and remove any unfair or unlawful discrimination which denies individuals the opportunities on any of these grounds. Employees have the rights to complain about unfair discrimination. Which including harassment or victimization through laid down procedures. And active steps will be taken to ensure that this policy is fully implemented.

The business will be responsible to continuously monitored the composition of the workforce and the effects of its employments’ practices; and to compare these with those of the community it served. Breaking down any barrier to equality of opportunity, which may prevent individuals in currently under representing groups in realizing their full potential. Promoted equal opportunities by introducing positive action measures to change unfair attitudes, practices and policies. Review existing rules and systems in force and develop new employment policies and practices to ensure that they are fair and lawful. Promptly and fully investigate all complaints of discrimination and harassment, in taking appropriate action where necessary.

With an ‘Equal Opportunities Policy’ in place, it helps to develop a very good team spirit among the staff, and all members will have greater confidence and sense of purpose. This will create a good atmosphere all round, which including the staff and their line manager alike. It will also create a work environment which will recognize and reward the commitment of all employees to the customer’s satisfaction. This will also create a good system of feedback. Employees will be able to access their performance and adjust their approach towards their work commitment.

As the business will operate profitably by efficient services which the customers will consider to be value for money. The business to constantly meet their requirements; in providing good value relative to other options. The customer will then think of the business as a quality organization and would prefer to use this business service rather than any other alternative ones. This will establish a partnership with the customers to understand, agree and meet their changing requirements.

The ‘Equal Opportunities Policy System’, helps the business to move forwards to its objectives in a constant way. As any setting of standards and monitoring of performance, systematic correction can take place with the minimum of arguments and conflict.

Be A Successful Leader With Human Resources Management Training

The HR management has to fulfill these requirements such as recruiting, appointing, training and educating new employees which are very important in maintaining in high standards of the organization. Each and every aspect is necessary as without these components, a company cannot sustain too long. That is the reason; now most of the reputed companies are looking for experienced professionals who are trained at management courses. There are many private academies are offering this management program with professional certifications.

The course also deals with ensuring high quality work from their working staffs and of course their performance issues. The management executives also handle the staff and management process in confirming several regulations and HR policies. There are new projects and activities include managing tasks on how the organizations can approach their employees with their benefits and compensation.

There are some small organizations which handle these tasks by themselves as they cannot afford to have a management team. Thus, they know the importance of management policies. They are well-aware of the requirements to regulate personnel policies. And these essential policies are mostly seen in human resource handbooks that all employees should have.

If you want to make a great career in this department, you should take the note on HRM duties which are major management activities. As you are considering improving your career in the management field, you need to consider the leadership traits, and this training program that are very imperative factors in acquiring your future goals, objectives within the organization.

It is simply a true fact that, for large scale companies, providing proper training is very important to the supervisors and executives on how they reach their personal best in their management leadership role. Best training coaches usually work with every manager and supervisors at every level in the company. This is the actual reason why the this training is rather challenging and exciting in an organization. Given below are some essential tips to become an effective leader with the help of management courses.

1. With the help of this management training, effective coaches, and leaders can make a good relationship with his higher authorities.

2. You should pay a good attention to your team’s concern and issues through the training program. You can allow yourself to take feedback and comments on what areas that you want to improve on.

3. You can establish an environment of continuous improvement with the help of this training.

4. You can provide new opportunities to the employees who deserve to grow. Of course, it can beneficial for your company too.

5. You can create a good rapport with your clients as well as the suppliers.

Is Employee Engagement Really That Important?

Employee engagement is not just another of those ‘buzzwords’ used by management consultants, but an important business concept which has a direct impact of a company’s profitability. Communication, trust and mutual respect are key to effective employee engagement. In combination, these make staff feel valued and lead to greater motivation, higher staff retention and improved productivity.

Part of the family

Fortunately, the days of staff clocking in and out with punch cards and time clocks are long gone. Old-fashioned time and attendance systems not only treated employees simply as numbers on a payroll, but implied their honesty was suspect. As a result, shop floor and management were poles apart; employee engagement was unheard of so it’s hardly surprising that increasing productivity was challenging.

Richard Branson, CEO of Virgin, summed it up when he said “Our first priority should be the people who work for the companies, then the customers, then the shareholders. Because if the staff are motivated then the customers will be happy, and the shareholders will then benefit through the company’s success.”

Welcome to work

The advent of modern IT-based systems has revolutionised time and attendance not only by simplifying and automating clocking in, but also by incorporating interactive communication channels to enhance employee engagement.

Imagine arriving at work every morning and simply placing your finger into a smart terminal. This immediately identifies you, greets you with a personalised message and automatically advises payroll that you are on site and ready to start work. It then opens a wealth of direct communication channels between you and your manager, central admin and even head office.

Maybe there’s a change to work schedules, a new contract, new staff, somebody’s retiring. It’s good to know what’s happening and a personalised message as they clock in really makes employees feel they are a valued part of the organisation, and overcomes the feeling that big brother is watching.

Your flexible friend

It may seem a paradox that monitoring attendance actually provides greater freedom to employees. In the modern working environment, not everybody works in an office or a factory. Staff may be out on site, or working from home, and that can also apply to managers.

Time and attendance systems can integrate with smart phones, tablets or virtual networks. This means staff can clock in wherever they may be and at the same time provide information about their location. It also means managers can be fully updated with real-time staff reports, even when they are working remotely

Help yourself

As the lines of communication are two-way, it provides a further opportunity for employee empowerment. It’s so much better for employees to interrogate their own attendance record, see how much leave they are due, and even make requests for holiday or leave instead of bombarding HR and admin staff for information. It gives employees a feeling of greater control over their own personnel data as well as reducing the workload for admin staff and line management.

Staff support

One of the real benefits of modern time and attendance systems are the additional employee support functions they can offer. An absence management module can be a really valuable management tool. Not only will it allow you to monitor employee attendance levels in real time and create alerts when pre-defined thresholds are breached, it can calculate the Bradford Factor, a KPI for attendance levels. This can help identify absence patterns and aid in the early recognition of causes, such as stress, before they become serious.

Everybody wins

Engagement is making sure all staff members feel they are an integral part of the company, crucial to its success and not just another number on the payroll. It’s about trust and fairness, and this has to be reciprocal. Employees should feel that the organisation is treating them fairly, with respect, and appreciates their role in the business’s success, while employers must be confident that employees take ownership of their job, work effectively and provide real value to the business.

The latest time and attendance systems with their modular software and complementary apps are in a prime position to improve efficiency, productivity and support an effective employee engagement strategy.

Surveys have shown that businesses with engaged employees have markedly higher productivity, and highly engaged employees have a significantly lower absence rate compared to non-engaged employees. It should therefore be no surprise that engaged employees enjoy their job more and are more productive, which leads to future success for both employer and employee.

Bodet Ltd is the British subsidiary of the Bodet Group, which have been leading the market in time measurement products since the 1860s. The Group have five subsidiaries across Europe exporting to 60 countries and have expanded from clock-making into IT-based time and attendance, access control, school class change systems and sports scoreboards.

The Bodet Group has over 35,000 clients including Fedex, Serco, TalkTalk and the European Parliament as well as state and independent schools and individual public sector institutions such as DVLA and NHS.

What Do You Do When Your Staff Asks for Flexible Workdays?

Under Fair Work Legislation, every business must provide a family friendly work environment for their employees. Providing staff with the option to work different hours or work from home does not have to mean a loss of productivity. In fact, even smaller businesses are finding it advantageous to accommodate their staff’s needs for flexible work arrangements.

However the initial request for more flexibility is often confronting for many employers. Here are 3 points you need to consider.

1. It’s not a one-way exchange

While it may not be applicable to every member of your team, most employers have loyal, hardworking staff members they know they can trust. If you wish to keep these people, you need to be adaptable as they balance their work and family obligations.

Unhappy workers leave their current jobs – especially if their new employer promises more opportunities to gain work/life balance. So if you want to keep your best workers, you will need to consider their request for flexibility.

Building a culture of trust

Accommodating a staff member’s needs for flexible work arrangements makes a strong statement that you trust and value their contribution to your organisation.

When workers feel valued, they tend to work harder and be more loyal to their employer. So while the initial request for flexible work arrangements may seem inconvenient for your business, it could provide a boost in productivity.

2. A request for flexibility is the start of a conversation

The legislation around providing flexible work arrangements clearly states that a business can refuse requests for flexible working arrangements “on reasonable business grounds”. The key word here is reasonable and this is where personal biases can cloud an employer’s decision.

The legislation also states the request for flexibility must be made in writing describing what the request is and the reasons for it. The employer must then respond within 21 days. Use this time to become less emotional about the request. Instead, focus on the impact to your business if the staff member takes unplanned leave or resigns from your organisation.

Negotiate if you can’t say “yes”

If you are unable to completely satisfy your employee’s request for flexibility, try to negotiate a middle ground that satisfies the needs of both the employee and the business. For example, if your employee asks to work from home 3 days a week, maybe they could work from home 1 or 2 days a week with a review of the situation after 3 months.

3. Explore ways to create a flexible workplace by redesigning work flow practices

Technology and customer service expectations are both changing the way the world does business. Many industries now operate in a 24/7 environment with businesses of all sizes embracing the cost savings of running virtual offices.

For some businesses offering 9 day fortnights or longer work days in exchange for rostered days off are proving a viable way to remain profitable and customer focused. They often report other benefits such as reduced unplanned leave because workers have the flexibility to balance their work and home responsibilities.

Performance Appraisal and Personal Development – The Unholy Alliance

There is currently an increasing emphasis on maximum performance from each individual in organisations. At the same time there is a corresponding concern as to how to achieve this in a way which is effective and focused for the organisation, and motivating and constructive for each employee.

In most organisations the assessment process take the form of an annual performance appraisal review between the manager and the employee. This interview provides the opportunity for a full and frank discussion about the individual’s job performance for the previous 12 months, and for both parties to agree the key performance and development issues resulting from the discussion. These issues normally include updated performance measures, new personal objectives, and the delivery of training and personal development plans.

Whether appraiser and appraisee admit it or not, pay is also an important part of the agenda, and in the future it will become even more so, as remuneration becomes increasingly performance-related.

However, the irony of the current situation is that whilst Performance Appraisal is being undertaken by many organisations with a fresh urgency and focus, feedback from managers and employees suggest that very little is being achieved. In fact, current Performance Appraisal procedures seem to excite most staff to a level comparable to a visit to the dentist!

Why? Surely an organisationaly-supported discussion which gives managers and employees the opportunity to discuss their views and ideas on critical work issues like performance, pay, and career development should only benefit both.

What Is Going Wrong?

There are a number of key issues which organisations need to urgently review:

– unclear and unreviewed job roles

– ‘woolly’ or ill-defined performance measures

– inconsistent and unimaginative pay and performance policies

– ‘wayward’ and frankly inconsiderate interpersonal skills on the part of the managers.

However, the most critical factor requiring a complete re-think is that of a personal development planning forming an integral part of the Performance Appraisal Discussion.

For the majority of employees, the Annual Appraisal Meeting is still the only time that their career path and personal development will be discussed in any detail with their manager.

Many employees complain that their personal agenda of career development, job satisfaction and personal development is just ‘tacked-on’ to the Performance Appraisal discussion, and in an atmosphere where all too often subjective options about performance are being expressed and a pay award is up for grabs?? Not easy.

So why is the atmosphere of the Performance Appraisal meeting not at all appropriate for Personal Development Discussions? Because the emphasis and focus of each should be different.

Performance Appraisal

– Manager led

– Results based

– Past performance

– Organisational needs

– Pay/Compensation related

– Judgmental

Development Discussion

– Employee led

– Skills/Talents based

– Future growth

– Individuals’ needs

– Career related

– Developmental

Performance and pay cannot be sensibly discussed alongside growth and development. The danger is that the shorter term pay issue will always cloud the longer term development issue. The development issue, which is actually of greater long-term benefit, will always come a poor second.

Organisations must recognise and signal that employee success is not just about past performance, it’s as much about their future personal development.

So What Is The Remedy?

1. Personal career and development planning requires the same organisational priority as performance management, assessment techniques, training and compensation. It needs to stand alone as an essential piece of personnel practice in its own right.

2. The view that career development can only be measured in promotional terms has to be put into perspective. The stark reality is that ‘right-sizing’ will preclude promotion for an ever-increasing number of employees. Organisations and employees need to accept this and redefine the meaning of success at work.

3. Each employee must be taught how to take responsibility for their personal growth and development. They need time and encouragement to prepare a regular personal development agenda for discussion with their manager.

4. Growth and development should concentrate on an individual’s personal skills and talents, particularly those which individuals want to use more and are also crucial to job success. The result is a win/win for the individual and employer.

5. People’s growth and development will require more flexible organisational job structures where new responsibilities, assignments and projects will provide the opportunities for personal growth.

Recent research has shown again and again that growth and development are amongst the top motivational issues for employees today. To increase corporate performance the personal development issue must be tackled as a strategic issue.

Employees must be given quality time and opportunity to discuss with their manager their development and growth plans and aspirations. They also need a means to achieve this.

Just as Performance Appraisal never works in the hands of untrained managers so it is with Personal Development Discussions. They simply won’t happen unless Managers are trained to handle them effectively.

Performance Appraisal Meetings and Personal Development Discussions are essential for any organisation wishing to increase performance, maintain motivation and retain their staff. Both activities are ultimately inter-dependent and interrelated, yet with an emphasis and focus which are different.

Performance Appraisal discussions should focus primarily on ‘how effectively did you perform against the objectives which we discussed and agreed, and what needs to be done to improve performance in the coming year?’

Personal Development Discussions should focus primarily on ‘what actions do you feel need to be taken to make your job more satisfying, and to make greater and more effective use of your talents and skills?’

There is a ‘wind of change’ blowing which recognises that individuals hold the key to organisational success. Individuals will provide the organisation with increased performance if the organisation provides the individual with real opportunities for personal development and growth. Organisations won’t grow if the individuals within them are not growing.