My company has a new policy that all line managers should be human resource managers. They say since all managers are all engaged daily in the process of managing people and have all the new line managers form a partnership with HR. What do you guys think of this policy, I don't know how sucessful it will be.
From United States, Minneapolis
From United States, Minneapolis
WAMPUS,
This is not a new concept.
It has been practised by a number of companies, successfully.
I have been associated with at least 130 cos, where the line
managers manage the hr of their people.
HR EXISTS, AS A SUPPORTING UNIT.
The ROLE / RESPONSIBILITIES OF HR / LINE MANAGERS
NEEDS TO BE DEFINED, VERY CLEARLY, BY
THE SENIOR MANAGEMENT.
NORMALLY, if your section works in a supportive role, that
means on all important matters, the LINE MANAGERS
decision is final.
As part of the change, in your corporation, a few things needs
to be done
-EMPOWERMENT OF THE LINE MANAGERS.
-CLEAR DEFINITION OF THE ROLES/RESPONSIBILITIES.
-PEOPLE MANAGEMENT SKILLS PORGRAM FOR THE LINE MANAGERS.
================================================== ====
The line managers already have a final say
in the HRM PROCESSES.
-HR AUDITING
-HR BUDGETING
-Strategic HRM Planning
###[ line managers make contribution ]
-HR Strategies and Policies.
###[ line managers make contribution ]
-HR and change management.
-Competency-based HR
-Knowledge management
=============================
JOB DEVELOPMENT
-Job analysis
###[ line managers make contribution ]
-job Role/
-Job Description.
###[ line managers make contribution ]
-Job specifications
###[ line managers make contribution ]
-Job enrichment
###[ line managers make contribution ]
-Job rotation
###[ line managers make contribution ]
=========================
RECRUITMENT/ SELECTION
-recruitment
-selection
###[ line managers make contribution ]
-induction
-orientation
###[ line managers make contribution ]
===========================
ORGANIZATIONAL BEHAVIOR PROGRAMS
-employee engagement
###[ line managers make contribution ]
-motivation
###[ line managers make contribution ]
-organization culture
-organization development
==============================
ORGANIZATION
-org. designing
-org. structuring
-org. development
-job / role structuring
###[ line managers make contribution ]
=====================================
HUMAN RESOURCING
-HR planning
-manpower planning
-succession planning
###[ line managers make contribution
-talent management
###[ line managers make contribution ]
=============================
PERFORMANCE MANAGEMENT
-performance appraisals
###[ line managers make contribution ]
-performance managing the processes.
================================
HR DEVELOPMENT
-org. learning
-training
-education
-development
-Training evaluation
-e learning
-management development
-career planning /development.
=============================
REWARD MANAGEMENT
-job evaluation
-managing reward process
###[ line managers make contribution ]
-administration of rewards
-benefits
==============================
EMPLOYEE RELATIONS
-organization communications
###[ line managers make contribution ]
-employee communications.
###[ line managers make contribution ]
-staff amenities
=================================
HEALTH AND SAFETY.
-OHS
=================================
HUMAN RESOURCE INFORMATION SYSTEM.
IN THIS WAY, THE ROLES / RESPONSIBILITIES MUST
BE STATED CLEARLY FOR HR/LINE MANAGERS.
IF the HRM is well qualified/ experienced and carries a
HIGH PROFILE , HRM can influence / persuade the
LINE MANAGERS in almost all decisions.
IF the LINE MANAGERS have more influence/ weights in
the organization, as well as personality wise,
THE LINE MANAGERS WILL RUN OVER HRM.
FROM THE ABOVE ANALYSIS, you will see that a
number of factors influence the ROLE / RESPONSIBILITIES.
YOU SHOULD GET YOUR CEO/ SENIOR MANAGEMENT
TO CLEARLY DEFINE THE ROLES AND LEAVE NO
ROOM FOR INTERPRETATION.
===========================================
HERE IS A SAMPLE OF ELEMENTS OF THE PEOPLE
MANAGEMENT PROGRAM RUN OVER A PERIOD
OF 18 MONTHS WITH BREAKS.
THIS PEOPLE MANAGEMENT PROGRAM HELPS THE
LINE MANAGER
-TO BECOME MORE SENSITIVE TO PEOPLE ISSUES
-RESPOND MORE SENSIBILY WITH HR
-COORDINATE WITH HR MORE EFFECTIVELY.
People Management
Skills Program
Subject Overview
1 Analysing the subordinate's job.
What is a good job. What do you need to manage a team. Analysing the job. Developing the job profile. Developing the job specification and standards.
---------------------------------------------------------
2. Selection process.
Why improve the selection process. Job requirements and qualifications. Preparation for selection. Areas of probing. Planning for the interview. Conducting the interview. Rating the evaluation.
-------------------------------------------------------
3. Setting objectives.
Managing by objectives. Steps in managing by objectives. Establishing objectives. Developing measurable objectives. Written "objectives" statements. Conducting the objective setting interview.
----------------------------------------------------------------------------
4. PLANNING AND ORGANIZING WORK.
---------------------------------------------------------------------------------------------
5.Performance review and development plan.
Preparing for the interview. Importance of advance planning ‑ know you staffs performance ‑ positive feedback ‑ managing negative feedback. Causes of performance problems. Analysing performance problems and critical incidents. Conducting the development interview. Using probing questions. Handling the fear of change. Managing conflicts. Developing and negotiating a development plan.
----------------------------------------------------------------------------------
6.Counselling during the interviews communication skills.
-------------------------------------------------------------------------------
7.Managing by situational leadership influence.
Your leadership styles. Personal and individual factors. Situational factors. Assessing the various situations. Developing and adapting appropriate styles for effectiveness. Understanding staff readiness.
---------------------------------------------------------------------------
8.Managing by exception ‑ techniques.
--------------------------------------------------------------------
9.After performance review meeting.
Coaching for improved performance. Mentoring.
--------------------------------------------------------------------
10.Staff counselling and problem solving.
------------------------------------------------------------
11. Managing problem employees.
*Behaviours and intervention strategies.
-----------------------------------------------------------------
12. Motivating people through supporting communication.
*Praise. Positive reinforcement. Continuous feedback. Empowerment ‑ to spark exceptional performance. Enabling ‑ to bring out the best.
------------------------------------------------------------
13. Managing the change.
Changes in market, methods and organisation. Resistance to change. How to initiate change. Managers' roles in change. Communication in change.
------------------------------------------------------------
14. Managing diversity
--------------------------------------------------------
15. Assertiveness.
-------------------------------------------------------------
16. Delegation AND Direction
-----------------------------------------------------------------
17. Building Teams
------------------------------------------------------------------
18. Training on the Job
-------------------------------------------------------------------
19. Coaching on the job
------------------------------------------------------------------
20. Counseling
==================================
REGARDS
LEO LINGHAM
From India, Mumbai
260This is not a new concept.
It has been practised by a number of companies, successfully.
I have been associated with at least 130 cos, where the line
managers manage the hr of their people.
HR EXISTS, AS A SUPPORTING UNIT.
The ROLE / RESPONSIBILITIES OF HR / LINE MANAGERS
NEEDS TO BE DEFINED, VERY CLEARLY, BY
THE SENIOR MANAGEMENT.
NORMALLY, if your section works in a supportive role, that
means on all important matters, the LINE MANAGERS
decision is final.
As part of the change, in your corporation, a few things needs
to be done
-EMPOWERMENT OF THE LINE MANAGERS.
-CLEAR DEFINITION OF THE ROLES/RESPONSIBILITIES.
-PEOPLE MANAGEMENT SKILLS PORGRAM FOR THE LINE MANAGERS.
================================================== ====
The line managers already have a final say
in the HRM PROCESSES.
-HR AUDITING
-HR BUDGETING
-Strategic HRM Planning
###[ line managers make contribution ]
-HR Strategies and Policies.
###[ line managers make contribution ]
-HR and change management.
-Competency-based HR
-Knowledge management
=============================
JOB DEVELOPMENT
-Job analysis
###[ line managers make contribution ]
-job Role/
-Job Description.
###[ line managers make contribution ]
-Job specifications
###[ line managers make contribution ]
-Job enrichment
###[ line managers make contribution ]
-Job rotation
###[ line managers make contribution ]
=========================
RECRUITMENT/ SELECTION
-recruitment
-selection
###[ line managers make contribution ]
-induction
-orientation
###[ line managers make contribution ]
===========================
ORGANIZATIONAL BEHAVIOR PROGRAMS
-employee engagement
###[ line managers make contribution ]
-motivation
###[ line managers make contribution ]
-organization culture
-organization development
==============================
ORGANIZATION
-org. designing
-org. structuring
-org. development
-job / role structuring
###[ line managers make contribution ]
=====================================
HUMAN RESOURCING
-HR planning
-manpower planning
-succession planning
###[ line managers make contribution
-talent management
###[ line managers make contribution ]
=============================
PERFORMANCE MANAGEMENT
-performance appraisals
###[ line managers make contribution ]
-performance managing the processes.
================================
HR DEVELOPMENT
-org. learning
-training
-education
-development
-Training evaluation
-e learning
-management development
-career planning /development.
=============================
REWARD MANAGEMENT
-job evaluation
-managing reward process
###[ line managers make contribution ]
-administration of rewards
-benefits
==============================
EMPLOYEE RELATIONS
-organization communications
###[ line managers make contribution ]
-employee communications.
###[ line managers make contribution ]
-staff amenities
=================================
HEALTH AND SAFETY.
-OHS
=================================
HUMAN RESOURCE INFORMATION SYSTEM.
IN THIS WAY, THE ROLES / RESPONSIBILITIES MUST
BE STATED CLEARLY FOR HR/LINE MANAGERS.
IF the HRM is well qualified/ experienced and carries a
HIGH PROFILE , HRM can influence / persuade the
LINE MANAGERS in almost all decisions.
IF the LINE MANAGERS have more influence/ weights in
the organization, as well as personality wise,
THE LINE MANAGERS WILL RUN OVER HRM.
FROM THE ABOVE ANALYSIS, you will see that a
number of factors influence the ROLE / RESPONSIBILITIES.
YOU SHOULD GET YOUR CEO/ SENIOR MANAGEMENT
TO CLEARLY DEFINE THE ROLES AND LEAVE NO
ROOM FOR INTERPRETATION.
===========================================
HERE IS A SAMPLE OF ELEMENTS OF THE PEOPLE
MANAGEMENT PROGRAM RUN OVER A PERIOD
OF 18 MONTHS WITH BREAKS.
THIS PEOPLE MANAGEMENT PROGRAM HELPS THE
LINE MANAGER
-TO BECOME MORE SENSITIVE TO PEOPLE ISSUES
-RESPOND MORE SENSIBILY WITH HR
-COORDINATE WITH HR MORE EFFECTIVELY.
People Management
Skills Program
Subject Overview
1 Analysing the subordinate's job.
What is a good job. What do you need to manage a team. Analysing the job. Developing the job profile. Developing the job specification and standards.
---------------------------------------------------------
2. Selection process.
Why improve the selection process. Job requirements and qualifications. Preparation for selection. Areas of probing. Planning for the interview. Conducting the interview. Rating the evaluation.
-------------------------------------------------------
3. Setting objectives.
Managing by objectives. Steps in managing by objectives. Establishing objectives. Developing measurable objectives. Written "objectives" statements. Conducting the objective setting interview.
----------------------------------------------------------------------------
4. PLANNING AND ORGANIZING WORK.
---------------------------------------------------------------------------------------------
5.Performance review and development plan.
Preparing for the interview. Importance of advance planning ‑ know you staffs performance ‑ positive feedback ‑ managing negative feedback. Causes of performance problems. Analysing performance problems and critical incidents. Conducting the development interview. Using probing questions. Handling the fear of change. Managing conflicts. Developing and negotiating a development plan.
----------------------------------------------------------------------------------
6.Counselling during the interviews communication skills.
-------------------------------------------------------------------------------
7.Managing by situational leadership influence.
Your leadership styles. Personal and individual factors. Situational factors. Assessing the various situations. Developing and adapting appropriate styles for effectiveness. Understanding staff readiness.
---------------------------------------------------------------------------
8.Managing by exception ‑ techniques.
--------------------------------------------------------------------
9.After performance review meeting.
Coaching for improved performance. Mentoring.
--------------------------------------------------------------------
10.Staff counselling and problem solving.
------------------------------------------------------------
11. Managing problem employees.
*Behaviours and intervention strategies.
-----------------------------------------------------------------
12. Motivating people through supporting communication.
*Praise. Positive reinforcement. Continuous feedback. Empowerment ‑ to spark exceptional performance. Enabling ‑ to bring out the best.
------------------------------------------------------------
13. Managing the change.
Changes in market, methods and organisation. Resistance to change. How to initiate change. Managers' roles in change. Communication in change.
------------------------------------------------------------
14. Managing diversity
--------------------------------------------------------
15. Assertiveness.
-------------------------------------------------------------
16. Delegation AND Direction
-----------------------------------------------------------------
17. Building Teams
------------------------------------------------------------------
18. Training on the Job
-------------------------------------------------------------------
19. Coaching on the job
------------------------------------------------------------------
20. Counseling
==================================
REGARDS
LEO LINGHAM
From India, Mumbai
Hi,
This is a concept in vogue for long and for good reason. Managers who are leading a Team of Employees, and are responsible for Organisation Results, have to be Hr Managers, in their own right. This has become more relevant, with the growth of IT and Service Sectors. HR Professionals could relax, as the task of building Line Managers as People Managers has its own challenges, and Corporations would need hard core HR guys to facilitate this Skill Building.
Regards
Ravi.B.S.
This is a concept in vogue for long and for good reason. Managers who are leading a Team of Employees, and are responsible for Organisation Results, have to be Hr Managers, in their own right. This has become more relevant, with the growth of IT and Service Sectors. HR Professionals could relax, as the task of building Line Managers as People Managers has its own challenges, and Corporations would need hard core HR guys to facilitate this Skill Building.
Regards
Ravi.B.S.
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