presented by alice k. waagen, phd workforce learning llc tel: (703) 834-7580
TRANSCRIPT
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WHY MANAGERS WON’T MANAGE and What HR Can Do About It
Presented byAlice K. Waagen, PhD
Workforce Learning LLCwww.workforcelearning.com
Tel: (703) 834-7580
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Scenario ….Mary is a very strongindividual contributorwho is hardworking,energetic, and has
greatpride in the work she
does.
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Scenario …Good news – a
promotion!Bad news –
No timeNo trainingNo reduction in
workload
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AgendaIntroductionManagement DevelopmentManagement Accountability ObjectiveTime and Job ExpectationsSummary
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Discuss …What is your biggest challenge in helping
managers in your organization?
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Management ChallengesSample quotes … Staff“My manager doesn’t every say ‘good morning’ or
‘how are you?’ ““Feedback? Yes, when I do something wrong, never
when I do something right …”“I have not had a performance review in 3 years …”Sample quotes … Managers“I want to fire this employee. He/she has a bad
attitude”“What do you mean I can’t use expletives and raise
my voice? It always gets their attention”
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What is Management?From Peter Drucker:Managing the businessUtilizing fully all resources, human and
materialManaging workers and the work
From: The Practice of Management, 1954
From Joan Magretta:Management’s business is building
organizations that workFrom: What Management Is , 2002
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The Management Success Triangle
DEVELOPMENT
TIME
SUCCE
SS
ACCOUNTABILITY
Development:Knowledge, Skills, Experience
Accountability:Consequences
Time:Job definition that allows the time to manage
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Management DevelopmentManagement Key FunctionsPlanning – what needs to get done, by when,
by whoStaffing the work – skills, knowledge and
experience matched to the workMonitoring and measuring – are deadlines
met, is quality of work as expectedProviding feedback to allAdjusting the plan and people as needed
DEVELOPMENT
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Primary Development Focus AreasPerformance Planning / Goal SettingEffective CommunicationCoaching / FeedbackBuilding and Maintaining TeamsManaging ConflictDelegationMotivating Others
DEVELOPMENT
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Additional Development Focus AreasLeading ChangeDecision MakingProblem SolvingEffective Hiring PracticesManaging Time and Resources
DEVELOPMENT
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Development SolutionsTraining
Degree programsFormal classroom workshopsOnline/ virtual learning
Communities of Practice (internal or external)Networks, professional associationsReadingsTemporary assignments (positions, projects, task
forces)Volunteer work Etc.
DEVELOPMENT
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Development SolutionsNew Manager’s Toolkit – information and
resources as needed, just in timeFirst 30 days
Org charts Facility maps Handling leave and absenteeism
First three months HR Handbook / key policies & procedures Budget & finance information
First 6 months Performance management system Learning & development resources
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Development Planning1. Assess current levels of skills,
knowledge, experience2. Determine needs for the position3. Identify gaps in skills, knowledge,
experience4. Create development goals and objectives5. Research development tasks and
activities6. Create plan with what, when, how and
results7. Review, hold accountable for plan
completion
DEVELOPMENT
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Sample Development PlanName: _________________ Date: _____________
Developmental Goal: To increase skills and abilities in managing conflict on my teamAction / Activity Timefram
eMeasures / Results
Attend internal Conflict Management class
Q1 2010 Share action plan of applied learning with boss and direct reports
Serve as mediator to resolve conflicts in peer work group
Q2 2010 Favorable result of mediated conflict
Contract with peer to serve as mentor on conflict resolution skills
Q2 2010 Meet monthly for feedback on observed conflict resolution skills
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AccountabilityAssumption: People will focus their time and
energies on that for which they are held accountable
Vehicle for accountability: the performance objective
Historical bias in formal management education (BA, MBA) is on quantifiable, numerical metrics
“Soft skills” like managing others do not lend themselves easily to statistical measurement
ACCOUNTABILITY
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Management Objective 1. Determine those competencies or attributes
that are most important to your organization's culture
2. Define an objective for each competency that is behavioral, observable and (somewhat) measureable
3. Hold managers accountable for performance to the standards set in the objectives ACCOUNTABILITY
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Sample ObjectivesOpen CommunicationEstablishes and maintains effective
communications at all levels: upward, laterally and downward
Regularly and consistently communicates information downward to work team
Displays good oral and written communication skills
Establishes an environment that promotes an open atmosphere and the sharing of ideas
Involves employees in decision making process
ACCOUNTABILITY
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Sample ObjectivesManaging PerformanceCreates short and long-term goals for all staffClarifies performance expectations, sets realistic
standards and targetsOn a regular basis, measures employee
accomplishments, using both qualitative and quantitative measures, provides the information employees need in order to monitor their own performance
Provides specific, objective feedback on an ongoing basis to inform, enlighten, and suggest improvements to employees regarding their performance
ACCOUNTABILITY
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Management Object Measures
Managers translate objectives into ongoing tactics and activities which are reviewed by level above them
Managers periodically, at interim review, and end of year review, perform a self-evaluation which is reviewed and revised as needed by level above
Lateral reviews are conducted to gain feedback from peers and other managers in the organization
Employees provide upward feedback on a manager’s success in keeping them informed
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Time and StructureEstablish metrics or guidelines on time
needed to manage the work of others:Average of one hour a week per direct reportVariables – experience, length of service of
direct reports, personality issuesBuild this time into position descriptions,
expectations of senior management
TIME
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The Business CaseAvoid direct ROI (return on investment) projects
– they are costly and time consumingInstead use concrete cost-of-poor-management
measures:Time to fill management or key staff vacanciesLoss opportunity / revenue due to key vacanciesCost or errors, missed deadlines
The two factors that most affect employee retentions and engagement:I have a boss that I respectI have challenging and meaningful work
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SummaryThe three conditions that must be present for
a manager to succeed are development on key skills, holding them accountable for consequences and adequate time to manage
The ultimate cost of poor management is an overworked Human Resources Department which must make up for managers not doing their job
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Additional Reading…The Practice of Management by Peter
Drucker, 1954.The New Manager’s Survival Manual by
Clay Carr, 1995.What Management Is and How it Works
and Why it is Everyone’s Business by Joan Magretta, 2002.
The Essential HR Handbook by Sharon Armstrong & Barbara Mitchell, 2008.
The Savvy Manager by Jane Flagello & Sandra B. Dugas, 2009.