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Subscribe to this list via RSS Blog posts tagged in HR management

If you are like me, this is a great time to catch up on the latest research conducted during the year. I had flagged this landmark government funded report by the Study of Australian Leadership Group from the University of Melbourne and Centre for Workplace Leadership, ‘Leadership at Work: Do Australian leaders have what it takes?” mainly because of the spirited commentary it generated when it was released late in the year!

The report questions whether Australian leaders are up for the challenge of ‘slow economic growth globally…rate of technological change’ which are disrupting traditional business models along with a ‘seismic shift in the competitive and regulatory environment.’ The report used surveys of over 8000 people on which to base their findings. One source of the controversy arose from the section on ‘Significant gaps and weaknesses in Australia’s leadership and management.’ (Exec summary p. 8)

Peter Wilson, AM, AHRI Chairman takes exception to some of the findings, particularly in relation to the way public sector and private sector targets are  set and measured, the failure to ‘disentangle leadership from other core drivers of performance’ and how often senior leaders access external information and advice. To read both viewpoints, please go to:
http://sal.workplaceleadership.com.au/homepage 
for the full report
https://www.acimsolutions.com.au/wp-content/uploads/2017/01/Article-by-Peter-Wilson-AHRI.pdf

If you are looking for short courses to develop your leadership skills or for formal leadership roles in investigation management or emergency management please get in touch
https://www.acimsolutions.com.au/

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This blog continues the discussion on how to create a resilient team culture that is able to respond positively to the inevitable changes in the internal and external environments that characterise modern workplaces.

In the previous blog we discussed the key elements for leaders to:

1. Demonstrate their leadership by building self awareness and role modelling positive behaviours

2. The importance of communication as a tool to create resilient teams.

Following on from this, the below details the importance of delivering on your promises, ensuring continual development and nurturing of relationships.

DELIVER

10. Navigate the path forward for your team. Work together to identify the key challenges, risks and milestonesahead. 

Break major goals down into manageable steps and manage the risks through analysis, scenario-planning, tracking and other sensible responses. Having a plan, particularly in periods of uncertainty, reduces anxiety that undermines team resilience.  Even where you are part of a larger organisation, as a team leader develop a plan with your team that they can focus on.

11. Help people get back to work, doing what they do best. 

Business continuity is important not just for the organisation and its customers. Routine and familiar tasks can be comforting in times of stress or adversity and help to restore a sense of ‘normality’ and self-confidence within your team.

12. Celebrate the wins when you do deliver.

Even small wins can be beneficial – remind yourself and everyone else in the team to reflect on what has been achieved.  Celebrating successes can increase motivation and remind everyone of their contributions and abilities to perform – even under pressure!

DEVELOP YOURSELF AND YOUR TEAM

13. Be creative in identifying opportunities to develop your own skills and that of your team. 

Encourage mentoring within the team and/or offer ‘stretch’ assignments to team members.  The most resilient teams often have overlapping skills sets which creates capacity and flexibility.  Flexibility in role leads to flexibility in thoughts and approaches which will strengthen your team.

14. Provide opportunities for team members to undertake additional learning and encourage them share it with everyone else. 

It doesn’t have to be costly or time-consuming. Look for a return on the investment for the whole group, particularly where they bring new ideas to the team. You might ask some members to do some internet research on a pertinent topic. Other development options can include project work, relieving and formal training.

15. Encourage diversity of thought – it is the key to innovation. 

Cultivate a team culture of sharing new ideas and providing respectful feedback. Encourage members to challenge assumptions that aren’t evidence-based to foster different and creative ways of thinking and doing things.

INVEST IN RELATIONSHIPS

16. Actively nurture internal and external networks, including support networks for the team.

People need time out to feel socially connected in tough times. Celebrate team and individual achievements and other happy occasions through informal get-togethers.

17. Identify opportunity to collaborate with other teams and stakeholders and deliberately construct ‘buy in’opportunities

Cultivate as many positive relationships as you can to build support for your team.  Being able to connect with others is critical and strong and constructive relationships need to be a priority investment.   Building relationships and maintaining the ability to connect with others, particularly during difficult periods will role model positive workplace behaviours that will sustain your teams through both good times and challenging periods!

For more great ideas about how to team build team resilience, please contact us.

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How well would the stakeholders in your organisation rate your performance management program?

Do your teams find it motivating and engaging?

Does the program have credibility with team members or managers?

All organisations aim for a performance management process that adds value to a business, encourages positive performance and provides an effective framework to deal with performance gaps.

The previous blog focused on the first three parts of an effective performance management framework:

  1. Ensuring integration of HR Policies that directly impact on performance
  2. The use of position descriptions in building accountability
  3. Goal and performance indicator setting

The Performance Management Process

The next part of the program relates to the way the performance management process is conducted.

To assess how well you are travelling, please consider the following questions:

  • How regularly do you review performance in a structured way? 
  • Does your existing process encourage engagement from both the employee and the manager?
  • Are you acknowledging your teams in a meaningful way?
  • Do you seek genuine two-way feedback?
  • Does the (resource intensive) process motivate or disengage the stakeholders?
  • Do you gather useful information for the team member to reflect on their performance, but also to provide the organisation information to undertake more strategic HR analysis (for example, L&D, succession planning)?
  • Are the scoring systems transparent and accountable to build confidence and integrity in the system by the stakeholders?

Organisations need to regularly seek feedback on the way performance is ‘managed’. 

 In light of that feedback, review your process and ensure that your program includes: 

  • Adequate timeframes so that both manager and team member can reflect and prepare for the discussion
  • Provision to address past performance and focus on future goals
  • The integration of relevant data
  • Sufficient opportunity for both manager and team members to contribute and make comment
  • An acknowledgement of high performance and achievement of goals
  • A mutually agreed plan for addressing opportunities for improvement
  • Development goals for the future
  • A format that is streamlined and maximises data capture for both the team member and the wider organisation

Skills in the performance management conversation

The last, and most important part of the framework, is ensuring managers and supervisors are equipped to make the most of the opportunity to engage people around performance management. 

This can be a very difficult conversation for many to have and unfortunately I see that lack of confidence manifest in ways such as delaying or avoiding performance conversations for extended periods. This usually creates further problems for the workplace as both good and poor performance is not appropriately addressed.

Fortunately many of the skills can be taught! If you would like to know more about how to maximise performance management in your organisation, please contact us.

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