WAMPUS,
This is not a new concept. It has been practiced by a number of companies successfully. I have been associated with at least 130 companies where the line managers manage the HR of their people.
HR EXISTS AS A SUPPORTING UNIT.
The ROLE/RESPONSIBILITIES OF HR/LINE MANAGERS NEED 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 need to be done:
- EMPOWERMENT OF THE LINE MANAGERS.
- CLEAR DEFINITION OF THE ROLES/RESPONSIBILITIES.
- PEOPLE MANAGEMENT SKILLS PROGRAM FOR THE LINE MANAGERS.
The line managers already have a final say in the HRM PROCESSES:
- HR AUDITING
- HR BUDGETING
- Strategic HRM Planning
- HR Strategies and Policies
- HR and change management
- Competency-based HR
- Knowledge management
JOB DEVELOPMENT:
- Job analysis
- Job Role/Job Description
- Job specifications
- Job enrichment
- Job rotation
RECRUITMENT/SELECTION:
- Recruitment
- Selection
- Induction
- Orientation
ORGANIZATIONAL BEHAVIOR PROGRAMS:
- Employee engagement
- Motivation
- Organization culture
- Organization development
ORGANIZATION:
- Org. designing
- Org. structuring
- Org. development
- Job/role structuring
HUMAN RESOURCING:
- HR planning
- Manpower planning
- Succession planning
- Talent management
PERFORMANCE MANAGEMENT:
- Performance appraisals
- 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
- Administration of rewards
- Benefits
EMPLOYEE RELATIONS:
- Organization communications
- Employee communications
- 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/weight 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 SENSIBLY 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 your staff's 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.
- Behaviors 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 organization.
- 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