Personnel Policy and 8 Recommendations (2of2)

published in: Leadership

23 Mar

Continue from Part 1. Personnel Policy

(3) Assignment and adaptation

Assigning the employees in the right places is direct superior’s responsibility. He must have the courage to appoint the most suitable for a given position employee.  And it is his duty to find appropriate job for the former position holder or in case of unavailability – to release him with honors. The road to team excellence goes through men quality continuous improvement. Friendship is friendship, but the cheese costs money in the economic world.

Very important manager’s responsibility is to determine who among the subordinates possess managerial qualities. For them, the company must provide a horizontal or vertical growth. In the horizontal growth, which may be triggered by higher qualifications, the employee remains in the same hierarchical level, but gets more money, power, prestige, responsibility. In the vertical growth the employee climbes above the hierarchical structure of the company.

There are four concepts of career leaders:
a / concept "Successor" - plans to grow a manager who at certain intervals helds various management positions until it reaches the top (CEO).

b / concept "job position path”a personnel policy, leadershiplist of lower ranked positions on which the manager should have experience prior taking the respective senior position.  There are several applicants and each of them could reach the target, but only the best one will take it.

c / professional development - the applicant for promotion doesn’t know which position s/he will take, but does know s/he is being trained for higher position.

d / career opportunities in the company - the employee is provided with information on the theoretical possibilities for her/his hierarchy professional development, and s/he considers on which one to concentrate her/his efforts.

When appointing a new manager, especially in cases where that person is unknown to her/his subordinates, it is imperative to implement adaptation procedure.

At General Electric implement procedure, dedicated to the new manager’s integration.  It is performed with mediator’s assistance - someone whom the subordinates know and trust.  The sequence is as follows: The coordinator meets with the new manager and explains the procedure contents.  Then s/he sets a meeting with the staff. The manager may open the meeting, but did not attend it.  This enables the staff to speak freely.  The mediator directs the meeting on interpersonal relationship issues.  After a 60-90 minute discussion the group answers the following 8 questions:
  1. What do you know about the new manager?
  2. What you don’t know but would like to know about her/him?
  3. Do you have any concerns about the appointment of this manager?
  4. What information or action would you prefer most from the new manager?
  5.  What should the new manager know about the team?
  6. What problems shall the new manager face during the first year?
  7. What targets should he reach within the next year?
  8. What concrete proposals for solving these problems you have?

The mediator collects and summarizes the responses in written form and reviews them with the new manager. The latter never learns who gave the discussed answer. The mediator sends a summary copy to all team members as a feedback. Having taken note of the summary the new manager, in the presence of the mediator meets the team. The mediator is only an observer, who monitors what questions were not asked on his meeting with the team, but excite the people. He intervenes only if the manager deviates from the issues raised by the group.

The purpose of the new manager integration procedure is to establish a constructive dialogue from the very beginning and to build the proper relationship foundation. Its advantages are: faster manager’s adaptation; employees’ participation in defining department challenges and bottlenecks; concerns and fears identification, creates prerequisites for an effective cooperation.

(4) maximum labor force utilization

It is manager’s responsibility to put optimal workload upon subordinates’ shoulders. If they are not busy, performance and morale will suffer. And if they are overloaded, fluctuation and detained company growth will follow.

Recommendations on personnel policy:

If you have appointed someone to a position where he fails, you should not blame him but yourself.
Of all management decisions, recruitment decisions are the most important.
Always set higher requirements for the new manager!
Seek an employee for an existing position, but never seek a position for an employee!
Interview minimum 3 candidates prior hiring one! Discuss each applicant with at least 2 people who have worked with him!
To ensure that the newcomer copes with his duties, the first 3 months require a written report about how s/he plans to succeed in his new job. Explain to her/him that the qualities s/he possess do not automatically guarantee her/his future success!
Remember, the more realistic the newcomer’s expectations are, the more satisfied s/he will feel.
People get discouraged if you feel they are failing due to "wrong” system.  People get inspired when they consider that the system creates prerequisites for their success.  And do not forget that to large extend the system is identified with the manager, i.e. You.



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