People Management

People management, also known as human resource management (HRM), encompasses the tasks of recruitment, management, and providing ongoing support and direction for the employees of an organisation. These tasks can include the following: compensation, hiring, performance management, organisation development, safety, wellness, benefits, employee motivation, communication, administration, risk management and training.

When managing the people within an organisation, a manager must focus on both hiring the right people and then getting the most out of these people. New personnel must provide the organisation with the best talent available that meets the needs of the business. The organisation must look ahead to how new employees can be used to their fullest. Getting the most out of an employee means a business has consistent policies and practices in place to provide its people with appropriate training and development. Employees are involved as “partners” in the business.

Probably the most important task a manager will face when dealing with the people under his direction is bringing out the best in them. Unlocking people’s potential is often seen as the key to any business’s success. When an employee’s talents are not channelled correctly, their behaviour can seriously compromise the success of an organisation. Some of the roles that an employee who is not being used to his potential can take on are as follows: procrastinator, martyr, gossip, manipulator, backstabber, narcissist, a deer in the headlights, black hole, stonewalled, curmudgeon, bully, and predator.

Instead of dealing with employees that develop defence mechanisms to mask their dissatisfaction with their work situation, let’s look at some ways to encourage effective behaviour at work. After a problem behaviour has been identified, address the employee immediately. Discuss taking responsibility for the ineffective behaviour, how the behaviour manifests itself, and the effect the behaviour is having on the organization. Next, give the employee alternatives to his current behaviour. In other words, teach him or her how the principles of achievement: * cooperation * respect * self-motivation * trust * self-discipline.

Now that the employee has alternatives to their current behaviour, draw up a performance improvement contract in which he or she agrees to specific actions to change his or her ineffective behaviour. After the contract is signed, a manager needs to stay involved and committed to the process of change. He or she cannot assume that the problem will be automatically fixed now that it has been brought to light. The employee will require praise and reinforcement of any progress that they are able to make. If positive change is to occur, it will be evident soon after the initial confrontation. If this does not occur, a termination meeting must be scheduled quickly. One employee’s toxic behaviour can quickly spread throughout an organisation if it is not dealt with quickly and efficiently.

When evaluating an organisation’s workforce, there are several areas that must be addressed. First, the staff must have the tools and resources that they need to do their jobs effectively. Employees cannot be blamed for an organisation’s inefficiency if they are not provided with the equipment necessary to perform adequately. Next, get to know each employee as an individual and make sure that they are aware of their specific role within the organisation. Clarify their responsibilities and goals. Also, involve each employee in making decisions that affect their area of expertise. This will result in the employee feeling that they “have a say” in what goes on in the organisation, and he or she will feel a sense of ownership. Finally, make sure that employees have an opportunity to have fun with their coworkers at appropriate times.

People Empowerment can be a very effective tool within the field of people management. This technique can be used to involve employees in any improvement program within an organisation. Authority, accountability, and responsibility are delegated to the employees for improving the processes which are under their control without first having to obtain permission from management before making changes. This can be successful only when employees are recognised, congratulated, and rewarded for their commitment to problem-solving.