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.
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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.
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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.
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3. Setting objectives.
Managing by objectives. Steps in managing by objectives. Establishing objectives. Developing measurable objectives. Written "objectives" statements. Conducting the objective setting interview.
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4. PLANNING AND ORGANIZING WORK.
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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.
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6.Counselling during the interviews communication skills.
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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.
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8.Managing by exception ‑ techniques.
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9.After performance review meeting.
Coaching for improved performance. Mentoring.
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10.Staff counselling and problem solving.
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11. Managing problem employees.
*Behaviours and intervention strategies.
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12. Motivating people through supporting communication.
*Praise. Positive reinforcement. Continuous feedback. Empowerment ‑ to spark exceptional performance. Enabling ‑ to bring out the best.
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13. Managing the change.
Changes in market, methods and organisation. Resistance to change. How to initiate change. Managers' roles in change. Communication in change.
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14. Managing diversity
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15. Assertiveness.
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16. Delegation AND Direction
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17. Building Teams
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18. Training on the Job
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19. Coaching on the job
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20. Counseling
==================================
REGARDS
LEO LINGHAM