Showing posts tagged with: Human Resources

Why Do So Many Managers Forget They’re Human Beings?

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Why Do So Many Managers Forget They’re Human Beings?

Authored by Rasmus Hougaard, Jacqueline Carter and Vince Brewerton

Our research showed that a global movement is taking place in the C-suites of thousands of progressive organizations like Accenture, Marriott, Starbucks, Microsoft, and LinkedIn. The leaders of these organizations ask themselves “How can we create more human leadership and people-centered cultures where employees and leaders are more fulfilled and more fully engaged?”  Based on our work in creating more human leaders, here are a few tips:  Be personal  Bob Chapman, CEO of Barry Wehmiller, a global manufacturing company, and author of Everybody Matters, has gone to great lengths to instill truly human leadership within the company. For all decisions being made, that has impact on employees, he asks himself: If my child or parent or good friend worked here, would they appreciate this decision? In this way he makes any managerial decision a personal question. He moves it from a tactical domain to an emotional domain, to make sure he is not blindsided by his status and power. Try the same when making decisions affecting your people. Put yourself in their shoes and imagine they are family members or friends.  Be self-aware  Leadership pioneer Peter Drucker said, “You cannot manage other people unless you manage yourself first.” In a recent article, we shared how one CEO greatly enhanced the engagement and performance of the teams of the bank he leads, by becoming more self-aware. The story exemplifies how leadership starts with understanding and leading yourself. When you understand yourself, you are better able to understand and empathize with the people you lead, and in turn lead for their intrinsic motivation. Good leadership starts with self-awareness, and self-awareness can be greatly enhanced through the practice of mindfulness.  Be selfless  Dominic Barton, global managing director of McKinsey & Company, says that selflessness is the foundation of good leadership. Leadership is not about you, but about the people and the organization you lead. With selflessness, you take yourself out of the equation and consider the long-term benefits of others. Selflessness does not mean you become a doormat for others and refuse stand up for yourself. Selflessness comes out of self-confidence and self-care.  Here is a simple way of checking whether you are selfless in your leadership: When you make decisions, check your motivation; are you doing it for personal gain, or for the benefits of others?  Be compassionate Compassion is the intention to bring happiness to others. If you have ever had a leader that was compassionate, you will know what it feels like. The person has your back. The person has your interest in mind. And, as a result, you feel safe, trusted, loyal, and committed. When it comes to leadership, nothing beats compassion. It is a universal language that is understood by anyone, anywhere. If you want to bring more compassion into your leadership, make a habit of asking one simple question whenever you engage with anyone: How can I help this person have a better day?In our assessments, surveys, and interviews of over a thousand leaders, many comments stood out, but one in particular was especially powerful and thought-provoking. “Leadership today,” Javier Pladevall, CEO of Volkswagen Audi Retail in Spain, told us, “is about unlearning management and relearning being human.”

What Javier means is, the power of leadership lies in our abilities to form personal and meaningful bonds with the people whom we lead. This is truer now than ever, as millennials are becoming the majority population in most companies. Millennials are not satisfied with only a paycheck, bonus, and benefits. They want meaning, happiness, and connectedness, too.

The problem is about 70% of leaders rate themselves as inspiring and motivating – much in the same way as we all rate ourselves as great drivers. But this stands in stark contrast to how employees perceive their leaders. A surveypublished by Forbes found that 65% of employees would forego a pay raise if it meant seeing their leader fired, and a 2016 Gallup engagement survey found that 82% of employees see their leaders as fundamentally uninspiring. In our opinion, these two things are directly related.

There is a vast upside to human leadership. As data from McKinsey & Company shows, when employees are intrinsically motivated, they are 32% more committed and 46% more satisfied with their job and perform 16% better.

As human beings, we are all driven by basic needs for meaning, happiness, human connectedness, and a desire to contribute positively to others. And leaders that truly understands these needs, and lead in a way that enables these intrinsic motivations, have the keys to enable strong loyalty, engagement and performance. As leaders, we must be humans before managers.

Our research showed that a global movement is taking place in the C-suites of thousands of progressive organizations like Accenture, Marriott, Starbucks, Microsoft, and LinkedIn. The leaders of these organizations ask themselves “How can we create more human leadership and people-centered cultures where employees and leaders are more fulfilled and more fully engaged?”

Based on our work in creating more human leaders, here are a few tips:

Be personal 

Bob Chapman, CEO of Barry Wehmiller, a global manufacturing company, and author of Everybody Matters, has gone to great lengths to instill truly human leadership within the company. For all decisions being made, that has impact on employees, he asks himself: If my child or parent or good friend worked here, would they appreciate this decision? In this way he makes any managerial decision a personal question. He moves it from a tactical domain to an emotional domain, to make sure he is not blindsided by his status and power. Try the same when making decisions affecting your people. Put yourself in their shoes and imagine they are family members or friends.

Be self-aware 

Leadership pioneer Peter Drucker said, “You cannot manage other people unless you manage yourself first.” In a recent article, we shared how one CEO greatly enhanced the engagement and performance of the teams of the bank he leads, by becoming more self-aware. The story exemplifies how leadership starts with understanding and leading yourself. When you understand yourself, you are better able to understand and empathize with the people you lead, and in turn lead for their intrinsic motivation. Good leadership starts with self-awareness, and self-awareness can be greatly enhanced through the practice of mindfulness.

Be selfless 

Dominic Barton, global managing director of McKinsey & Company, says that selflessness is the foundation of good leadership. Leadership is not about you, but about the people and the organization you lead. With selflessness, you take yourself out of the equation and consider the long-term benefits of others. Selflessness does not mean you become a doormat for others and refuse stand up for yourself. Selflessness comes out of self-confidence and self-care.  Here is a simple way of checking whether you are selfless in your leadership: When you make decisions, check your motivation; are you doing it for personal gain, or for the benefits of others?

Be compassionate

Compassion is the intention to bring happiness to others. If you have ever had a leader that was compassionate, you will know what it feels like. The person has your back. The person has your interest in mind. And, as a result, you feel safe, trusted, loyal, and committed. When it comes to leadership, nothing beats compassion. It is a universal language that is understood by anyone, anywhere. If you want to bring more compassion into your leadership, make a habit of asking one simple question whenever you engage with anyone: How can I help this person have a better day?

 

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WHAT IS PERFORMANCE MANAGEMENT AND WHY YOU NEED IT (Part 2)

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Performance Management - Simeons Pivot Resources

Performance Management

Hopefully you have read the Part 1 of our discussion on Performance Management which is the Planning Stage where we introduced this course.

Stage 2: Monitoring

The Second part is the Monitoring Stage, logically, once performance is in progress Monitoring must be deployed. Monitoring simply means observing and checking the progress or quality of a particular task over a period of time; keeping it under systematic review. Truth is; no matter how well your subordinate has shown capacity, you must still deploy some level of monitoring, even if it’s progress report.

Like I said in part one you must have your pointers or trackers, which are the things you come to check or things you see when monitoring, so in a bakery for example, you probably want to see the texture of the dough, or you want to see the compliance sheet for each production or for a consulting firm a superior might want to see the ticking of the checklist in preparing for a forth coming training program.

There are different ways you can monitor performance of your subordinate.

  • You can observe; this simply means you actually watch to see what is being done.
  • You can ask your subs to give account of what they are doing or have done over a certain period; this can take a form of one-on-one conversation with a subordinate.
  • You can also monitor performance by asking employees to use self-monitoring tools to help you keep track of their actions. They can use project plans, checklists, and activity logs, online collaboration tools etc.
  • Another way to monitor performance is to review work in progress on a regular basis. That means you need to check your employees’ work carefully in process along the way.
  • Finally you can monitor performance by gathering information from other people. Ask customers, vendors, coworkers, ask other managers about the interactions they’re having with your employees. Always ask questions about your employee’s work, never about the person. Don’t ask for evaluations, but ask for descriptions. Don’t ask for impressions, but ask for details. And don’t believe everything you hear; the more you keep your ear to the ground, the more you’ll know which sources can be trusted.

It’s very important to ensure your subordinates know that you are monitoring; the fact that you are measuring a thing changes the way the thing is the being used. Now in Performance Management, you don’t monitor for the sake of monitoring, you do it to take corrective measures and to measure. This brings us to the third part of the Performance Management Cycle which is Assessment.

Stage 3: Performance Assessment

Performance Assessment is that part that is generally known as Performance Appraisal, and it is the third part Basically when you appraise you are assessing. It’s very important for me to state here that there are two types of Performance Appraisal. There is the Informal Appraisal and Formal Appraisal.

The formal appraisal is the type we all know which is the appraisal that is carried out periodically like once in a year or once every six months. Now I believe I can safely assume you are aware of that type of Appraisal, where your superior fills a form of questionnaire about you answering different questions about your performance, behavior and any other attribute that is being assessed. Now there are several disadvantages that comes with this form of Appraisal which makes it less potent than expected.

They include

Prejudice and Bias: Where a superior for whatever reason have issues with the subordinate, there is a tendency to score the person low. Another form of bias could come from the relationship of the superior and subordinate; if it has been smooth for a substantial part of the Performance Period and it goes sour close to the appraisal period, there is every tendency that the superior will appraise the sub with the bias from the relationship.

Forgetfulness: If an appraisal period covers a span of six months or even one year, there is a possibility of forgetting all the high points of a subordinate because it happened a long time ago. What is likely to be fresh in the mind of the superior are the recent happenings. If a subordinate is appraised based on recent happenings whether the recent happenings are good or bad it does not reveal a true picture of the subordinate’s performance.

Sustenance of Poor Performance: If a superior have to wait till the end of the period before making a subordinate aware of wrong doings whether in behavior or performance, then the strategic goal of the organization cannot be achieved.

With the above challenges that is associated with Formal Appraisal, every decision made based on the appraisal will also be wrong; for example concluding that a subordinate needs training in a particular area might just be a wrong course of action because that decision is pivoted on a biased appraisal…eventually a large part of the organization gets into the wrong direction.

The solution to this is Informal Appraisal. Informal Appraisal unlike the Formal Appraisal comes up more frequently; like weekly, or monthly. The informal appraisal keeps everyone at alert, subordinate knows that their performance is under continuous check, superiors have the opportunity to identify deviations and poor performance and quickly make corrective actions. With corrective action comes better performance and then improved performance.

This is the only way you can measure, manage and the grow continuously. This is our forte and we can help you.

For more enquires on Performance Management and how we can help you set up a Performance Management System in your organization please contact us on hr@simeonspivot.com or call +234 8096303933

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WHAT IS PERFORMANCE MANAGEMENT AND WHY YOU NEED IT (Part 1)

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Performance Management - Simeons Pivot Resources

Performance Management

About 3 years ago, Simeon’s Pivot Resources carried out a research on Performance Management and we are now using the knowledge we gained and the research to help our clients.

The research revealed that there is actually a considerable knowledge about the term Performance Management amongst Human Resource personnel but only a few actually practice Performance Management as they usually mistaken it for Performance Appraisal. So let us take the next few lines to tell you about performance management in its simplest form, why you need it and how you can deploy it in your organization.

Why do you need Performance Management? You need it because “what does not get measured does not get managed and what does not get managed does not grow and obviously what does not grow eventually dies”. So how come it is not generally used to grow performance in businesses? It’s simply because it sounds complex. In this article we will demystify it and you will see how simple it can be.

Performance Management in its simplest form is about managing the performance of an employee in such a way that results in continuous improved performance. By definition Performance Management (PM) can be described as a process of planning, monitoring and reviewing employee performance. (3 Simple Stages)

When you practice Performance Management, you will be able to identify what each person is supposed to achieve well beyond job descriptions, the performance of each person, also measure what each person is doing and eventually make necessary corrections.

There are three stages in Performance Management and we will discuss it below.

Stage 1: Planning

In the planning stage, a superior must have a meeting with a subordinate at the beginning of an operational period and discuss expectations with the sub. In that meeting, the superior must state in clear terms what is expected to be achieved by the sub, we can call this the Goal. That goal must align with the Strategic Goal of the organization, it must align with the role, ability and job descriptions of the sub. The goals must be S.M.A.R.T. meaning it must be Specific, Measurable, Achievable, Realistic and Time-Bound. If possible each task expected to be carried out by the sub must be clearly written out with the step by step processes that will lead to the successful deployment of such task.

In this stage, the Key Performance Indicators (KPI) must be identified. Key performance Indicators are simply those activities, reports, and or results you will see daily, weekly, monthly to determine whether an employee is performing or not. The KPIs must not only be identified, it must also be shared with the sub, understood and accepted by the Sub. An example of KPI for an Admin staff can be “Prompt repayment of DSTV subscription”.

Now every KPI must have a “pointer”, the pointer is what shows you that a KPI is achieved or not, so the pointer in this case will be “scrambled channels”. (I’m sure you know this can be embarrassing in an office). It means that once you see the channels are scrambled then the Admin staff has underperformed.

Another important attribute of the planning stage is to identify “Metrics” for measurement. Metrics are forms of measuring the performance. So in this case we can use percentages, meaning the payment of DSTV or all monthly reoccurring payments can take up 10 per-cent of an employees’ overall performance for a month; and so if DSTV is not paid for, then it’s 0 percent for that task.

This can be repeated for every task required to be performed by that employee to make up 100 percent. With the planning stage concluded it means we have identified what an employee is meant to do, how we will know if it has been done and how to measure the performance in order to place the employee on a rating. The result of this after a while can lead to training, promotion, termination, transfer, increase in Salary, demotion etc.

In the next stage in Performance Management which is MONITORING would be discussed in the Part 2. Without this stage the first stage is a waste of time.

For more enquires on Performance Management and how we can help you set up a Performance Management System in your organization please contact us on hr@simeonspivot.com or call +2348096303933

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