PEOPLE MANAGEMENT
Your boss has just assigned you to lead a team with a mix of full-time, part-time, and temporary staff.
You're feeling unsure about this new team, because you sense that some of its members have no real desire to advance their careers.
You soon realize that the management strategies you've used in the past aren't going to work here. After all, you won't be able to motivate these people in the same way as team members who want to advance their careers. And you can't keep dangling a raise in front of them - your department would go broke! So how do you manage and motivate people who have no interest in learning new skills, or advancing their careers?
The solution to the problem is a technique or method ? it is all about how to manage people i.e
People Management skills ?
Your employees are the biggest asset you have. Their performance and attitude can result in the success or failure of your business. The most difficult part of any manager's job is people management. He or she is required to lead, motivate, train, inspire, and encourage. On the other hand, he or she is also responsible for hiring, firing, disciplining, training and evaluating. These functions seem to be at odds, but a successful manager can integrate both the positive and negative aspects of these tasks to create a positive, productive work force.
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 organization. These tasks can include the following: compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training.
When managing the people within an organization, a manager must focus on both hiring the right people and then getting the most out of these people. New personnel must provide the organization with the best talent available that meets the needs of the business. The organization must look ahead to how a new employee 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 that of bringing out the best in them. Unlocking people potential is often seen as the key to any business's success. When an employee's talents are not channeled correctly, their behavior can seriously compromise the success of an organization. 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 defense mechanisms to mask their dissatisfaction with their work situation, let's look as some ways to encourage effective behavior at work. After a problem behavior has been identified, address the employee immediately. Discuss taking responsibility for the ineffective behavior, how the behavior manifests itself, and the effect the behavior is having on the organization. Next, give the employee alternatives to his current behavior. 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 behavior, draw up a performance improvement contract in which he or she agrees to specific actions to change his or her ineffective behavior. 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 behavior can quickly spread throughout an organization if it is not dealt with quickly and efficiently.
When evaluating an organization'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 organization'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 organization. Clarify their responsibilities and goals. Also, involve each employee in making decisions which affect their area of expertise. This will result in the employee feeling that they "have a say" in what goes on in the organization 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 organization. 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 recognized, congratulated, and rewarded for their commitment to problem solving.
Common Challenges
The most important challenge when managing people with low ambition involves motivation. These people may not be motivated by learning opportunities, greater responsibility, or challenging projects; so you need to have a strategy in place to ensure that they stay motivated to deliver high quality work.
Another common challenge involves loyalty and retention. If people have no ambition to build their careers, or to progress through an organization, then they're more likely to jump ship if they're not enjoying their work. This is especially relevant to people in low-skilled roles, who have little to lose by changing job.
Management Strategies
Start by examining your own assumptions about your team members, because your perception affects the way that you behave.
For instance, if you believe that someone is simply coming to work to earn a paycheck, then you may unconsciously adopt an authoritarian management style with them. Our article on Theory X and Theory Y will help you identify your unconscious assumptions about your team members' motivations, so that you can apply the right management style for the situation.
You can also use Path Goal Theory to identify the most effective leadership style to apply in different situations. This model is helpful, because it helps you to choose the best leadership style to adopt, depending on your people's needs, as well as the environment they're in and the task that they're working on.
Another approach is to work on your emotional intelligence – this will help you build better relationships with your people.
Motivational Strategies
Motivation is probably your biggest challenge when it comes to managing people with low-ambition. Without an effective strategy in place, your team members will not be as productive, satisfied, and loyal as they could be.
The following strategies will help.
Get to Know Your Team
It's important to get to know the individuals within your team. The more you know about their personal lives and goals, the better you'll be able to structure rewards that keep them motivated.
For instance, a good way to motivate single parents who work part-time might be to offer them flexible working hours, or on-site daycare usually reserved for full-time workers.
For instance, doing what you can to boost people's confidence can be a great motivator, and can lead to significantly increased productivity.
Increase Job Satisfaction
Use strategies from our article on Herzberg's Motivators and Hygiene Factors to eliminate any elements that might be leading to job dissatisfaction.
A good example of this would be to get rid of an oppressive company policy such as banning the taking of personal calls at work. Trusting employees by removing these negative elements can build team trust and create loyalty.
Also, ensure that you provide a fair and safe environment, one in which people can have great working relationships with co-workers, and one where people are given proper recognition for their achievement.
Further Motivational Strategies
• Try to make the work environment as pleasant as possible for your team, especially for those in low-skilled or monotonous roles. Make sure that it's clean, well-lit, and comfortable.
• According to McClelland's Human Motivation Theory , people have different dominant motivators, whether these are the needs for achievement, affiliation or power. Learn which dominant motivators work for individual members of your team, so that you can structure rewards and praise effectively.
• Reward your team by simply saying "thank you" - recognition and appreciation for a job well done can be an incredible motivator.
• If you're finding it difficult to get your team motivated then use principles from Expectancy Theory . This helps you motivate people by linking their effort with the outcome of the project.
• People with low ambition are often responsible for doing work which everyone else in the organization considers "low status." If this is the case in your team, make sure that they are treated equally, especially when it comes to company perks like holiday parties or leaving early on Fridays.
• Having control over what we do is a major source of job satisfaction for most people. Whenever possible, give your workers the opportunity to choose their tasks and projects. The more control they have over their work, the more they'll own, and take responsibility for, their tasks.
Tip:
To assess how well you motivate your team currently, take our How Good Are Your Motivation Skills? quiz. This interactive quiz will help you uncover your motivational strengths and weakness, so that you can become an exceptional motivator of people.
Key Points
People with no ambition to progress their careers can have special management needs. Applying the same strategies you use with other people in your team won't be as productive or effective with these team members.
Start by identifying what truly motivates every individual on your team. Next, use this insight to tailor your motivation and rewards so that their job is meaningful and effective.
Your boss has just assigned you to lead a team with a mix of full-time, part-time, and temporary staff.
You're feeling unsure about this new team, because you sense that some of its members have no real desire to advance their careers.
You soon realize that the management strategies you've used in the past aren't going to work here. After all, you won't be able to motivate these people in the same way as team members who want to advance their careers. And you can't keep dangling a raise in front of them - your department would go broke! So how do you manage and motivate people who have no interest in learning new skills, or advancing their careers?
The solution to the problem is a technique or method ? it is all about how to manage people i.e
People Management skills ?
Your employees are the biggest asset you have. Their performance and attitude can result in the success or failure of your business. The most difficult part of any manager's job is people management. He or she is required to lead, motivate, train, inspire, and encourage. On the other hand, he or she is also responsible for hiring, firing, disciplining, training and evaluating. These functions seem to be at odds, but a successful manager can integrate both the positive and negative aspects of these tasks to create a positive, productive work force.
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 organization. These tasks can include the following: compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training.
When managing the people within an organization, a manager must focus on both hiring the right people and then getting the most out of these people. New personnel must provide the organization with the best talent available that meets the needs of the business. The organization must look ahead to how a new employee 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 that of bringing out the best in them. Unlocking people potential is often seen as the key to any business's success. When an employee's talents are not channeled correctly, their behavior can seriously compromise the success of an organization. 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 defense mechanisms to mask their dissatisfaction with their work situation, let's look as some ways to encourage effective behavior at work. After a problem behavior has been identified, address the employee immediately. Discuss taking responsibility for the ineffective behavior, how the behavior manifests itself, and the effect the behavior is having on the organization. Next, give the employee alternatives to his current behavior. 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 behavior, draw up a performance improvement contract in which he or she agrees to specific actions to change his or her ineffective behavior. 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 behavior can quickly spread throughout an organization if it is not dealt with quickly and efficiently.
When evaluating an organization'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 organization'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 organization. Clarify their responsibilities and goals. Also, involve each employee in making decisions which affect their area of expertise. This will result in the employee feeling that they "have a say" in what goes on in the organization 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 organization. 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 recognized, congratulated, and rewarded for their commitment to problem solving.
Common Challenges
The most important challenge when managing people with low ambition involves motivation. These people may not be motivated by learning opportunities, greater responsibility, or challenging projects; so you need to have a strategy in place to ensure that they stay motivated to deliver high quality work.
Another common challenge involves loyalty and retention. If people have no ambition to build their careers, or to progress through an organization, then they're more likely to jump ship if they're not enjoying their work. This is especially relevant to people in low-skilled roles, who have little to lose by changing job.
Management Strategies
Start by examining your own assumptions about your team members, because your perception affects the way that you behave.
For instance, if you believe that someone is simply coming to work to earn a paycheck, then you may unconsciously adopt an authoritarian management style with them. Our article on Theory X and Theory Y will help you identify your unconscious assumptions about your team members' motivations, so that you can apply the right management style for the situation.
You can also use Path Goal Theory to identify the most effective leadership style to apply in different situations. This model is helpful, because it helps you to choose the best leadership style to adopt, depending on your people's needs, as well as the environment they're in and the task that they're working on.
Another approach is to work on your emotional intelligence – this will help you build better relationships with your people.
Motivational Strategies
Motivation is probably your biggest challenge when it comes to managing people with low-ambition. Without an effective strategy in place, your team members will not be as productive, satisfied, and loyal as they could be.
The following strategies will help.
Get to Know Your Team
It's important to get to know the individuals within your team. The more you know about their personal lives and goals, the better you'll be able to structure rewards that keep them motivated.
For instance, a good way to motivate single parents who work part-time might be to offer them flexible working hours, or on-site daycare usually reserved for full-time workers.
For instance, doing what you can to boost people's confidence can be a great motivator, and can lead to significantly increased productivity.
Increase Job Satisfaction
Use strategies from our article on Herzberg's Motivators and Hygiene Factors to eliminate any elements that might be leading to job dissatisfaction.
A good example of this would be to get rid of an oppressive company policy such as banning the taking of personal calls at work. Trusting employees by removing these negative elements can build team trust and create loyalty.
Also, ensure that you provide a fair and safe environment, one in which people can have great working relationships with co-workers, and one where people are given proper recognition for their achievement.
Further Motivational Strategies
• Try to make the work environment as pleasant as possible for your team, especially for those in low-skilled or monotonous roles. Make sure that it's clean, well-lit, and comfortable.
• According to McClelland's Human Motivation Theory , people have different dominant motivators, whether these are the needs for achievement, affiliation or power. Learn which dominant motivators work for individual members of your team, so that you can structure rewards and praise effectively.
• Reward your team by simply saying "thank you" - recognition and appreciation for a job well done can be an incredible motivator.
• If you're finding it difficult to get your team motivated then use principles from Expectancy Theory . This helps you motivate people by linking their effort with the outcome of the project.
• People with low ambition are often responsible for doing work which everyone else in the organization considers "low status." If this is the case in your team, make sure that they are treated equally, especially when it comes to company perks like holiday parties or leaving early on Fridays.
• Having control over what we do is a major source of job satisfaction for most people. Whenever possible, give your workers the opportunity to choose their tasks and projects. The more control they have over their work, the more they'll own, and take responsibility for, their tasks.
Tip:
To assess how well you motivate your team currently, take our How Good Are Your Motivation Skills? quiz. This interactive quiz will help you uncover your motivational strengths and weakness, so that you can become an exceptional motivator of people.
Key Points
People with no ambition to progress their careers can have special management needs. Applying the same strategies you use with other people in your team won't be as productive or effective with these team members.
Start by identifying what truly motivates every individual on your team. Next, use this insight to tailor your motivation and rewards so that their job is meaningful and effective.
No comments:
Post a Comment