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HR for Non HR Managers

HR for Non HR Managers. Introductions and Programme. Line managers and their HR role. HR impacts the bottom line understand the employment process know when to draw on specialist advice changing face of human resources. The War for Talent. Establish a talent mindset

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HR for Non HR Managers

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  1. HR for Non HR Managers

  2. Introductions and Programme

  3. Line managers and their HR role • HR impacts the bottom line • understand the employment process • know when to draw on specialist advice • changing face of human resources

  4. The War for Talent

  5. Establish a talent mindset • Build management skills at all levels • Make managers accountable 2. Make talent management a critical priority 3. Create the means to select outstanding talent 1. Build a winning environment Talent • Know what talent • you want and go for it • Take risks with inexperience • Create development roles • Remove dead wood • A winning company • people want to join • Challenging jobs • people want to do • Rewards/lifestyle • Use feedback and mentoring • Face up to retention issues • Promote the best early and often • Break reward rules 4. Engage talent and develop it

  6. The organisation Outstanding Company Great vision/mission Achievement ethic Market/product leader Great brand image Strong values Exciting Job Challenge Opportunity Wealth Creation Team synergy Expanding Talent Well Managed Coaching/feedback Mentoring Early promotion Great boss Empowered People Contribution Competence Personal Growth Interdependence Reward/lifestyle Identification Affiliation Loyalty Commitment Involvement Add value Move forward Adrenaline flow Fulfilment Satisfaction

  7. Progression from raw recruit to professional mastery Low Stress Master Professional High stress Stress and Role-strain The Developing Professional Low Stress The Raw Recruit

  8. Talent management Talent management is a mindset. It is a process – not an event. You must consciously: • Bring in new talent • Develop talent • Share talent • Above all, manage talent

  9. Legal framework Contracts of employment ACAS Code EU Law Rules of natural justice UK Law

  10. Employment law awareness • Parental Rights • Equal Opportunities • Temporary Workforce • Statutory disciplinary and grievance procedures • Data Protection • Civil Partnerships Act • Equality Act

  11. Discrimination • Direct discrimination occurs when an individual is treated less favourably on the grounds of gender, race, etc • Indirect discrimination occurs when a requirement or condition is imposed, which on the face of it is neutral, but which in practice one gender/race/nationality finds more difficult to meet AND which cannot be justified

  12. All discrimination • Under the Human Rights Act 1998: “The enjoyment of the rights and freedoms set forth in this Convention shall be secured without discrimination on any grounds such as sex, race, colour, language, religion, political or other opinion, national or social origin, association with a national minority, property, birth or other status”

  13. Religious discrimination • Under the Human Rights Act 1998, everyone “Has the right to freedom of thought, conscience and religion; this right includes freedom to change religion or belief and freedom, either alone or in community with others and in public or private, to manifest his religion or belief, in worship, teaching, practice and observance”

  14. All discrimination • Under the Equality Act 2010: • The Equality Act became law in October 2010. It replaces previous legislation (such as the Race Relations Act 1976 and the Disability Discrimination Act 1995) and ensures consistency in what you need to do to make your workplace a fair environment and to comply with the law • The Equality Act covers the same groups that were protected by existing equality legislation - age, disability, gender reassignment, race, religion or belief, sex, sexual orientation, marriage and civil partnership and pregnancy and maternity - but extends some protections to groups not previously covered, and also strengthens particular aspects of equality law

  15. Disability The Act has made it easier for a person to show that they are disabled and protected from disability discrimination. Under the Act, a person is disabled if they have a physical or mental impairment which has a substantial and long term adverse effect on their ability to carry out normal day-to-day activities, which would include things like using a telephone, reading a book or using public transport.

  16. Age This is when an employee is discriminated against by an employer on the grounds of age. Discrimination takes different forms. There is overt discrimination - for example, someone being made redundant because they are considered too old for the job.

  17. Sexual orientation • Sexual orientation is defined as having a sexualattraction to: • persons of the same sex (lesbians and gay men) • persons of the opposite sex (heterosexual) • persons of both sexes (bisexual). • Sexual orientation has nothing to do with sexual practices, for example sadomasochism or paedophilia, which are not covered by sexual orientation Regulations. • CIPD 2005

  18. Race or Religious Beliefs For the purposes of the Act ‘race’ includes colour, nationality and ethnic or national origins. In the Equality Act, religion includes any religion. It also includes a lack of religion, in other words employees or jobseekers are protected if they do not follow a certain religion or have no religion at all.

  19. Bullying Offensive, intimidating, malicious or insulting behaviour. An abuse or misuse of power through means intended to undermine, humiliate, denigrate or injure the recipient.

  20. Bullying examples Insults, particularly on grounds of race, gender, etc. Constant ridiculing Threats Spreading malicious rumours Undermining a competent worker by overloading with work

  21. Costs of bullying • Stress • Absenteeism • Poor moral and poor employee relations • Loss of respect for managers and supervisors • Poor performance • Lost productivity • Resignations • Damage to company reputation • Tribunal and other court cases and payment of unlimited compensation

  22. Communication

  23. Four factors • Show care, concern and interest • Explain exactly what is expected of each person in the team • Ensure people are in a role that fits their abilities • Give positive feedback and recognition for work well done

  24. Preparation and Planning Engage Account Clarify Evaluate Interview structure

  25. Investigating tips • Gather facts promptly – before recollections fade • Interview all involved parties and obtain statements • Keep records • Consider suspension with pay – where there are risks to the company

  26. When collecting evidence • Clearly define your objective • Build rapport • Use open questions and funnel • Summarise your understanding • Do not use leading or misleading questions • Understand memory and how it works • Allow sufficient time

  27. Some points to remember when using competence based questions/approach • Some candidates are good at “telling a story” – follow up questions – don’t just accept the answer just because it was competency based –get all the evidence you need! • Some people will naturally steer the conversation back to hypotheticals or be vague • Some people can feel afraid by the “tell me about” approach • Try the PAR approach to structuring questions - the Problem – the Action – the Result • Not every question is behavioural • Don’t forget the interview structure and launch straight into “Tell me about…” 16

  28. Manager Planning, organising, controlling, motivating, developing Downward communication Flow of plans, instructions, expectations Feedback Upward flow of communication, results, expectations, views and ideas Individual or team Performance

  29. How can I improve my communication skills? Build on your own experience + Regularly assess your skills + Capitalize on your strengths + Improve your weak areas + = Communicate more effectively

  30. A good manager remembers the 3Cs! Communicate Communicate Communicate

  31. Managing performance 10

  32. High performance working “High performance working involves using HR practices and policies to maximise the potential of employees and boost organisational performance. Some examples of high performance work practices follow….”

  33. High performance working • Annual performance reviews • Personal development plans • Team working • Teambuilding activities • Staff attitude surveys • Training for trainers • Mentoring or coaching

  34. High performance working • Multi-skilling • Workplace –level joint consultative committees • Job rotation/cross-training • Minimum 5 days training per year per employee • Regular meetings of the entire workforce • Peer review/360 feedback • Total quality management • Self directed teams

  35. Performance management trends • 360 Appraisal • Competency Appraisal • Scorecard • Key Performance Indicators

  36. Appraisee • better understanding of performance requirements leading to better performance • opportunity to discuss problems and grievances • focus on you and your needs • Appraiser • better staff performance • problem rectification • feedback on self Appraisal - Benefits and Beneficiaries • Organisation • data on organisational • performance • HR planning data • better communication • better motivation • better organisational • performance

  37. Key factors of a successful appraisal • preparation • sufficient time • specific examples • focus on the positive • agreed objectives

  38. Performance through people • Performance Review • Discuss and agree objectives with team/individual • Agree Job purpose and Objectives • Agree training and development plans • Performance Review • Appraisal meeting • Appraisal report and performance assessment • Schedule reviews and action Performance Management Continuous Development Observation and Feedback Encouragement and Coaching

  39. At work: Self- actualisation - fulfilling, interesting job using abilities - recognition, praise, promotion Self-esteem - belonging, helpful, friendly Social - job security, sick pay, pension Safety Physiological - pay, working hours, environment Maslow’s hierarchy of needs

  40. Johari’s window Self of ourselves Known Not known Known Public Arena Blind Spot Others of ourselves Not known Facade Unknown

  41. Barriers to feedback When did you last receive some positive feedback? How did you feel? What holds you back from giving feedback? Think of the last piece of unsolicited negative feedback you received. How did you respond?

  42. Managing absence

  43. Management of long term illness • Maintain regular contact with employee • Obtain all relevant medical information Expected duration of illness Interventions that may hasten the patients recovery Implications for future work performance

  44. Long term illness The message to convey to an employee suffering a long term illness: • You are valuable to your team • Your absence from work impedes the performance of the team • We will do everything we can to rehabilitate you • We will take expert advise to assist your recovery

  45. What stresses employees? • Job design – too much work • Not enough support from managers • Pain from work related injuries • Not having a say in how work is done • Putting high effort into work and not getting recognition from managers • Combination of fast paced work and conflicting priorities Source: Bristol Stress and Health at work study & The Whitehall II Study

  46. Exercise • A young person recently joined your team and they have been off 6 times in the last 6 weeks no real pattern 2 Mon, 2 Fri, one Tue and a Thurs. • S/he often appears at work unkempt even looking in need of a good wash. • Last week S/he was in a foul mood all day. • S/he seems to have a constant cold. • S/he has just returned from yet another one day absence and you have a meeting booked in 15 minutes time.

  47. Discipline

  48. Why discipline? • to maintain control • justice must be seen to be done • to upkeep morale • ensure that company work standards are met

  49. Legal Issues Dismissal Suspensions Written warnings Formal verbal warnings Informal verbal warnings Instances where action should be taken, but is not. Discipline iceberg

  50. Steps in preparing for a grievance or disciplinary interview • is there aprecedent? • if no procedure or precedent -seek advice • set enoughtimefor the interview • ensureprivacyfor the interview • gatherinformation • checkforaccuracy • investigateif there is an underlying cause • check employee’spast disciplinary record • is there a clearcompany procedure for this issue?

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