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Strategies for Human Resource Management

In most organizations it is assumed that human resource management professionals are only dealing with salary discussions and the like. It cannot be farther from the truth! Mr. HR plays an important & critical role in the success of any organization. He is the person who increases employee efficiency, or at least works in the direction that boosts the quality of output. But now its time to shift gears and implement new age strategies or, in other words, modern hr practices.

It is often said that SHRM and its effectiveness is difficult to measure since intangible variables like employer and customer delight are beyond calculation. There are other hr techniques, like promoting IT capacities or sales skills and competencies that can give computable outputs and make it more attractive for the companies. But the assumption that intangibles cannot be measured isn’t true. There are methods which can be employed to properly assess the intangibles, the units for satisfaction and contentment, & express them in a quantifiable way. This means that it is possible to not only measure the intangibles but also prove that modern hr practices & SHRM does work.

Lets go through the following points and try and make sense of what you have been reading so far.

• Developing a human resource management strategy. Before you get down to strategizing the job the first thing to do is to make a checklist and find out whether all the required factors & components are in place. Strategy development generally necessitates the group to re-define and lay out an elaborate and systematic plan of action. This means that the team must recognize the target and take view of the popular sentiment or opinion. It is important to dig into the reasons to find out why a certain pattern has emerged which could pose difficulty in changing the trend and any future course of action.

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Financial Management – Personal and Business Level

Going through a financial crisis, either at a personal level or in business is one of the most disturbing experiences. It is hard seeing your highly prized possessions or business property that you have worked for along time, being disposed to keep you or your business going. Financial crisis is usually painful as you see your status in the society taking a nosedive, while the people expect you to continue with your position with the money you do not have. Anyway, such kind of misery and pain should leave you a much stronger person and not heart broken.

Many financial crisis only comes because of lack of plan or those which are fragile and cannot sustain your needs. Those who do business face a great risk of failing dramatically especially during economic recession thou those in employment are not totally invulnerable. All that one needs to understand is that financial planning forms a major part of our day to day life and dictates who we become and what we can do in the future.

At a personal level, it will be sad to see someone who retires from a luxurious corporate life full of holidays in the best resorts in the world to lack stricken life. This is where many understand that they had not planned their money well during their working years.

For those in business, it is more frustrating to see organizations laying off most of their staff to try and cut down on costs. One would wonder why a global recession which only lasts for less than twenty four months should bring down a company that has existed for the last thirty years. How would you explain that except by seeing how bad the finances of that company were managed?

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Getting Started with Quality Management

One of the best places to start in creating a quality management system, is at the bottom. Don’t start writing mission statements and policies and all that high level fluff that nobody ever reads. Everybody believes in mom, baseball and apple pie, until you throw a dollar at them. Don’t start with procedures that tell who is responsible for this, and what they are authorized to do about that. I like written procedures, but they still don’t get to the heart of day to day operations. No, I believe you need to start creating your quality management system with good old fashioned, written work instructions.

Work instructions read like cookie recipes. They usually include a list of supplies (ingredients) for a particular job, plus detailed guidance on how to do the work (oven temperature and baking time). Work instructions are needed for all those mundane, daily jobs that must be done correctly, in a certain order, without mistakes or else! There are no specific requirements for written work instructions in most quality management systems like ISO 9000 2000. Not because work instructions aren’t useful, but because they vary so much from one company to the next.

Use your written work instructions to train operators, supervisors and managers. Use them for testing and for internal audits. Use your work instructions for breaking down jobs, making improvements and rolling those improvements out to all shifts and divisions. In short, use your work instructions to make sure the work that must be done, gets done right.

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Management by Osmosis

Sales managers are an interesting breed, effective sales managers are a rare breed. Managing a sales team is entirely different than managing other groups; their role requires them to have not only above average management skills, but also above average ability to manage the overall sales process. However, in many organizations, the weak link in the sales chain is the front line management.

Yet when most organizations look to fill openings in sales management, they generally look within, that is promoting someone that is already selling for the organization in question. Further it is usually someone from the region where the opening exists. And who do they go to, usually to one of their top performers (assuming that the individual is willing to take the position, and most are).

The logic seems to be: Jane has done consistently well, achieved quota for the last four or five years; she is personable, gets along with the clients and everyone else in the office, it’s a great fit. Completely forgetting (or ignoring) the key and desirable attributes of a Sales Manager, you know the ones they drew up with HR and an outside facilitator at an “off-site” last year, the one that would bring about a change in the way they will hire managers moving forward.

Remember attributes and dimensions like:

Leadership

Communication

Influence

Relational Creativity

Interpersonal Skill

Strategic Thinking

Forecasting

Recruiting Prowess

Conflict Resolution

Proactive Planning

Goal Setting

Coaching (Their whole team, A, B and C players)

Ability to conduct meaningful meetings

“All good things, but I need to hit my numbers, and I can’t waste time, Jane is good, and I can work with her” Says the sales Director. (Cause he just doesn’t have anything else to do.).

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Management or Leadership

Many individuals possess qualities of both managers and leaders. They fulfill positions of management but eventually come to the realisation that bonuses and even handsome salary packages cannot buy support or respect of the people you lead. Depending on the glass ceiling that the manager has laid out for him/herself, the high performing manager is aware of this distinction and proactively embarks on this journey; a journey which calls for resilience. The main difference between management versus leadership in business lies in the approach one takes when overseeing the performance of others. Senior management, peers and subordinates are various levels that is more commonly spoken about within an organisation. Managers have subordinates or as per thefreeddictionary.com the meaning of subordinates is “Belonging to a lower or inferior class or rank; secondary.” Managers have a position of authority given to them by way of their employer. Subordinates report directly to these Managers and generally follow internal protocol around their defined responsibilities.

One of the strategies frequently exercised when one manages their staff is to take order, pull rank and flex their authority by way of seniority. The management approach is simple; the Manager dictates what is to be done and the subordinate follows clear instructions. In recognition for their contribution, the subordinate retains his/her employment and gets paid their regular wage. Managers are also subordinates themselves; following directives handed down by the executive management team. Being told what to do is not exactly empowering especially when the style of most Managers is transactional. Resulting in no value created beyond achieving a specific performance based outcome. Managers are cautious and exercise unconscious or conscious reluctance when it comes to, pushing the boundaries of performance, challenging efficiency, or more importantly driving effectiveness of each individual team member. Managers are not considered early adopters of innovation, as their game plan predominantly revolves around staying on chartered territories which have previously been proven to yield results. The majority of managers tend to choose an environment which is comfortable, systematic, and risk-averse.

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