Human resource management: Confessions of a motivational speaker

People quit their jobs because they are not satisfied by the level of input they give to their jobs.

Human resource is the most precious asset of any organisation. Ironically, most firms do not give due importance to the management of this function. The resource that makes strategies, enhances sales, reduces costs, generates revenues and develops the organisation, quite often remains unsatisfied.

It is said that people do not quit their jobs because they are unhappy with the organisation, but because they are unable to give the level of input towards their work that satisfies them. And what satisfies them is their performance.

This self-satisfaction mechanism can be devised through the effective management of human resources. Here lies the role of people managers who need to know the power of their written and spoken words, disposition towards anger and smiles, attitude and behaviour, as well as attention and indifference towards employees.

Organisations generally do not fall because of bad strategies but because they encounter bad managers during the decline. It is important to note that ‘bad’ managers are not those who are rude or negative – they are those who do not realise the importance of their role within the organisation.

For example, most people managers do not realise the significance of their words, which can lead to depression and stress among subordinates. This stress directly affects employee performance, which eventually creates an impasse in the way of achieving organisational goals.

In order to enjoy the fruits of effective management and consequently emerge a role model for subordinates, a manager should bear a few things in mind.

Patience

When it comes to errors made by an employee, it is said that “No reaction is the best reaction”. A manager has to remain cool and patient come what may. If a manager ‘reacts’ to any situation or is short-tempered and so stern that subordinates have to think twice before coming clean, there is no doubt that he or she is a bad manager.

Words play a miraculous role

People managers must understand the importance of their words.  They should be able to ascertain the impact of what is said and how important casual and formal talk could be for a certain subordinate. The words of a manager could boost employee morale and demoralise them as well. The manager remains effective as long as anger and smiles are well-managed.

Do not evaluate people, observe them

As a manager, you need to observe the people you are dealing with before forming opinions. The difference between evaluation and observation can simply be explained as: evaluation is usually biased and observation is always unbiased. The edge of observing people over evaluating them is that you can come to their strengths and shortcomings with irrefutable proof. This proof is produced as a result of taking readings (log or a series of events) of the subordinate’s performance.

Follow the pattern

Before directing any feedback to your subordinates, you need to follow a pattern, for example a log. If you find someone coming late to the office and leaving early without informing you, do not throw a comment or ridicule the first time this happens.

A better idea is to remind the employee of office timings politely. If improvement is seen, the individual can be encouraged and the change should be noted in the log-sheet.

Always give time for improvement. In order to obtain better results, you need to give feedback on a monthly or quarterly basis. A good sign of bad people managers is that they will always wait for the last month of a working year to highlight shortcomings.

Be clear on constructive and poor feedback

You must know the difference between constructive and poor feedback. There is no such thing as ‘good’ or ‘bad’ feedback. Good feedback is often misunderstood as when you praise subordinates, while ‘bad’ is when you tell them they are not performing well. In a new era of management, no such feedback exists.

Good feedback has been replaced by constructive feedback and bad feedback has been replaced by poor feedback. Constructive feedback always contains a log of a series of events (documentary proof) that offers clear guidelines to subordinates on what is expected of them, what errors they have been making and how they can improve within a given timeframe. It is always tightly structured and helps groom the subordinates. It is a report, not a story. On the contrary, poor feedback is always emotional, unstructured and does not contain guidelines for improvement.

Neutralising illusions

Neutralising illusions is one of the biggest tasks of a people manager. Misconceptions still exist that the ‘stick’ has a stronger impact: managers believe subordinates perform better when they are pressurised. Instead, a manager must give a clear picture of the organisation’s goals, market situation, overall profit ratio, competition – within and outside the organisation – and the targets they achieved as an organisation.

Mangers need to discuss all elements that play a role in promotions and increments. Keep up the chain of communication until the subordinate is satisfied.

Loyalty with managers

One more important fact every manager must understand is that people are not loyal to organisations, they are loyal to their managers. If your personality is acceptable and worthy of respect to subordinates, they will perform better for you. This is beneficial for the organisation as a whole, including the employee and the manager.

Have a heart

A manager must be empathetic. However, he or she should not assume the role of a fatherly figure – be clear on the fact that you are a colleague with a different job description.

Managers need to develop repute with subordinates so that they are looked up to in times of trouble. Yes, the manager may enjoy the status of a fatherly-figure but for that purpose it is crucial that employees grow as strong individuals who can handle things on their own without giving up their personal and professional responsibilities.

Develop a replacement

No, this is not a life-threatening suggestion. When you feel that you are comfortable with the job you have been assigned and there are some tasks which cannot be accomplished without your help, stop and contemplate. This is always bad  - not a reflection of supreme accomplishments.

Put it this way: if you cannot be replaced, you cannot be promoted. Therefore, always pass on your skills to your subordinates.

If your hands are filled with the routine tasks, you are not ready for new challenges. Follow the law of nature and do not stick to one position. This will not just guarantee your ascension but also help your subordinates perform well.

Miracles?

Instil! Only satisfied employees can perform miracles. Never forget this reality. The failure of employees in performing their jobs well is also the failure of a manager in disguise. Help them in performing miracles for you.

The writer is a corporate training specialist at Mobilink. He can be contacted at [e-mail]

Published in The Express Tribune, January 3^rd, 2011.