The People Manager's Tool Kit E-Book

Karen Gately

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 354

Veröffentlichungsjahr: 2013

Beschreibung

Essential tools busy managers need to get the best out of their teams and people People who manage people face a number of challenges, from keeping workers engaged and performing at a high level to dealing with absenteeism and bad behaviour in the workplace. In The People Manager's Toolkit, leadership and people management specialist Karen Gately offers a suite of practical tools for optimising staff performance and dealing with a wide variety of "people issues." Avoiding all human resources jargon and complicated management theory, this straightforward how-to guide shows you practical everyday solutions to common problems. You'll learn to effectively leverage the tools to improve business results, whether your issue is getting people to do more than just the bare minimum, deciding on appropriate financial incentives, or any other issue that involves people and those who lead them. * Written by the highly regarded founder of Ryan Gately, the specialist consulting practice on human capital management based in Melbourne, Australia * Features practical, effective advice for dealing with and solving almost any people problem at work * Includes real-world case studies that showcase the book's tools and tips in action Whether you just need a little help keeping your people motivated or you've got so many problems that you don't even know where to start, The People Manager's Toolkit gives you the strategies and solutions you need to solve virtually any issue.

Leseprobe

The People Manager's Toolkit

Table of Contents

Preface

About the author

Acknowledgements

Introduction

1: People management — the foundations of success

A code of management conduct

Priority 1: earn trust and respect

Priority 2: assume ownership and accountability

Priority 3: lead by example

Priority 4: collaborate and consult

Priority 5: follow the 10 golden rules of successful relationships

Priority 6: adopt an integrated approach

2: Vision and strategy

Adopting a strategic approach

Dream the dream — creating an inspiring vision of the future

Priority 1: keep dreaming

Priority 2: dream big and believe in possibilities

Priority 3: have realistic ambition

Priority 4: ground your dreams

Face reality

Priority 1: tap into the insights of other people

Priority 2: make it safe to tell the truth

Priority 3: understand the good, the bad and the ugly

Map the road

Priority 1: understand risks and obstacles

Priority 2: choose your strategy

Priority 3: identify resources

Priority 4: decide on your tactics

Priority 5: decide what you will monitor and measure

Priority 6: document your plans well

Get your team on board

Priority 1: involve your team

Priority 2: assign accountability

Priority 3: communicate

3: Culture

Adopting a strategic approach

Design your culture

Priority 1: understand the culture you want to create

Priority 2: identify core values

Priority 3: define behaviours

Priority 4: get your team involved

Priority 5: watch your language

Drive your culture

Priority 1: understand and face your current reality

Priority 2: set clear expectations

Priority 3: drive from the top

Priority 4: make it matter

4: Recruitment

Adopting a strategic approach

Developing talent pools

Growing an internal pool of talent

Developing external talent pools

Planning to succeed

Priority 1: design the role

Priority 2: understand the role

Priority 3: determine who will be the best person for the job

Priority 4: decide what your assessment process will involve

Priority 5: establish the selection panel

Priority 6: determine how you will go about finding suitable candidates

Finding external candidates

Option 1: encourage staff referrals

Option 2: tap into networks

Option 3: advertise

Option 4: work with recruitment consultants

Candidate assessment

Managing the process well

Assessing culture fit

Assessing competence

Assessing role fit

Assessing career fit

Conducting effective interviews

Getting the best from recruitment consultants

Priority 1: select the right agency

Priority 2: build your relationship and work in partnership

Priority 3: value advice

Priority 4: dedicate the time needed

Priority 5: expect drive and commitment

Priority 6: candidate care

5: Communication

Adopting a strategic approach

Planning to succeed

Critical objectives

Approaching communication well

Priority 1: successful behaviour

Priority 2: know when enough is enough

Priority 3: tell, ask and listen

Priority 4: question and challenge

Drivers of a successful communication process

Priority 1: be targeted

Priority 2: provide clarity

Priority 3: be concise

Priority 4: time it well

Priority 5: choose the right medium

Priority 6: select the best setting

6: Managing performance

Adopting a strategic approach

Providing clarity

Setting expectations

SMART objectives

Enabling performance

Managing versus coaching

Providing effective feedback

Accountability

Shared ownership and self-assessment

Evaluating performance

Performance review meetings

Managing poor performance

Priority 1: identify the problem

Priority 2: accurately diagnose the problem

Priority 3: raise the issue with your team member

Priority 4: agree on a performance improvement plan

Priority 5: monitor and influence improvement progress

Priority 6: reach quality outcomes

Priority 7: document the process

Priority 8: monitor your approach

Dealing with poor behaviour

7: Learning and development

Adopting a strategic approach

Grow your own talent

Invest in learning and development

Create a learning culture

Begin with induction

Creating a development plan

Priority 1: development objectives and target capabilities

Priority 2: development solutions

Priority 3: involvement of others

Priority 4: establishing target dates

Learning methods

Facilitated learning

Experiential learning

Self-learning

8: Reward and recognition

Adopting a strategic approach

Staff participation

The basis of good decisions

Categories of achievement

Performance

Capabilities

Behaviour

Service

Types of reward

Remuneration

Incentive schemes

Benefits

Recognition

Optimising impact

Priority 1: value

Priority 2: consistency

Priority 3: sincerity

Priority 4: credibility, accuracy and fairness

Priority 5: timing and setting

9: Driving change

Adopting a strategic approach

Change planning

Creating a compelling vision

Establishing strategy and goals

The change plan structure

Leading change

Core competencies

Trust: the foundation of success

Driving change

Priority 1: understand the impacts of change

Priority 2: assign clearly defined roles

Priority 3: engage key stakeholders

Priority 4: manage progress

Priority 5: ensure culture enables change

Priority 6: build and leverage capabilities

Priority 7: accountability

Priority 8: manage obstacles to success

10: Leveraging HR

Adopting a strategic approach

The role of HR

Priority 1: envision and plan

Priority 2: develop

Priority 3: facilitate

Priority 4: govern and control

HR’s difficult reality

HR puff and stuff

Fun police

Program pusher

Professional capabilities

Successful partnerships

Accessing HR

Conclusion

This book is dedicated to my parents, Denise Darwent and Paul Mitchell, whose love and belief in me have underpinned my success at every stage of my life. I love you both and I’m very proud to be your daughter.

First published in 2013 by Jossey-Bass

A Wiley imprint www.josseybass.com John Wiley & Sons Australia, Ltd 42 McDougall St, Milton Qld 4064

Office also in Melbourne

Typeset in 11/13.5 pt Bembo Std

© Ryan Gately Pty Ltd

The moral rights of the author have been asserted

National Library of Australia Cataloguing-in-Publication data:

Author: Gately, Karen.

Title: The people manager’s toolkit: a practical guide to getting the best from people / Karen Gately

ISBN: 9781118590898 (pbk.)

Notes: Includes index.

Subjects: Management–Handbooks, manuals, etc.

Leadership.

Executive ability.

Dewey Number: 658.4092

All rights reserved. Except as permitted under the Australian Copyright Act 1968 (for example, a fair dealing for the purposes of study, research, criticism or review), no part of this book may be reproduced, stored in a retrieval system, communicated or transmitted in any form or by any means without prior written permission. All inquiries should be made to the publisher at the address above.

Cover design by Paul McCarthy

Cover image © GETTY/Yuji Sakai

Author photo © Ikon Images — Ken Latrou

Printed in Singapore by C.O.S Printers Pte Ltd

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Limit of liability/Disclaimer of warranty:

While the publisher and authors have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

Preface

Many years ago I found myself disillusioned by what I saw in the world of business. Everywhere I went I observed ‘corporate carnage’; lifeless people simply going through the motions, turning up to work each day to endure yet another painful experience of earning a dollar. It was and remains common for me to observe unhappy people slogging through their work life with little or no passion for what they do. Just as common are those unfortunate souls whose wellbeing I have seen jeopardised by the consequences of poor leadership.

For a long time it has seemed obvious to me that when people are unhappy at work, everyone loses. This means not only the individuals themselves but also their employer, the people paying them and hoping they will realise their full potential in their work. Then there are the people around them, their colleagues and their family members, who are also more often than not affected by their attitudes, behaviours and state of wellbeing.

Standing at a crossroads in my work life, I felt I had two choices: I could retreat and follow an easier path removed from the nasty realities of business, or I could stay the course and find a way to make a difference. The spark of hope I felt at that time was fuelled by the people I had witnessed who were enriched by success and happiness at work. My own experience of loving my job and the people I worked with inspired me to want to help others to find that in their life. I recall thinking that surely if everyone was passionate about and deeply engaged with their work and organisation, the world would be better off for it. This belief underpinned the decision I made to work hard to influence the strength of the human spirit through great leadership in business.