What great managers do differently – consequences for HR

Whatgreatmanagers do differently – consequencesfor HR Presentationbased on thearticle „Whatgreatmanagers do differently“ of Susan M. Heathfield By Christiane Baumann, 11.11.2010 Course: New Trends in HR Lecturer: Terry George

Whatyou (hopefully) will havelearned in the end: • Common wisdom is not always true • The core tasks of a normal manager • The core tasks of a great manager • What does this mean for HR?

Tasks of a normal manager: • Select a personbased on experience, intelligenceandeducation • Set expectationsbydefiningtherightsteps • Motivatethepersonbyhelpinghimidentifyandovercomehisweaknesses • Developthepersonbyhelpinghimlearnandgetpromoted

Why common wisdom is wrong A little story:

What does this tell us?! • People don‘t change that much. • Don‘t waste time trying to put in what was left out. • Try to draw out what was left in. • That is hard enough!

Conclusionsof Buckingham & Coffman • Based on interviews with over 80.000 successful managers • Gallup Organization •  Great managers break every rule characterized as conventional wisdom when dealing with the selection, motivation and development of staff

Let‘shave a looktothe back & front: • When selecting someone… they select for talent • When setting expectations… they define the right outcomes • When motivating someone… they focus on strengths 4. When developing someone… they help him find the right fit

1. Select people based on talent … Not because of experience, education or intelligence Talent is: a recurring pattern of thought, feeling or behavior that can be productively applied

2. Whensettingexpectationsforemployees, establishtherightoutcomes • Micromanaging is a mistake! • Great managers assist each • individual to establish goals that • are congruent with the needs of the organization • they let each employee find the right path to reach the outcomes

3. Whenmotivating an individual, focus on strength • everybody has unique strength • If you help people becoming more of who they already are it will lead to success • Find out what motivates each staff member and try to provide more of it in his work environment • manage around the weakness

4. Find therightjob fit foreachperson • Help each person find roles where his unique combination of strengths match the distingt demands of the role • guide the employee toward roles where he has the greatest chance of success

Implications for HR • Remember: • People don‘t change that much! • Try to draw out what was left in!

1. Selecting for talent • Realistic testing • Behavioral interviewing • Look for patterns of talent in application

2. Defining the right outcomes • Coach the managers in more partizipative styles of working • Establish organization-wide goals • Think of reward system

3. Focusing on strength • Promote a work environment in which people feel motivated to contribute • Make certain that individual strenghts are nurtured • Design reward, recognition, compensation & performance development systems

4. Finding the right fit • Familiarize yourself with every position in the organization & with the talents and capabilities of each person • Keep excellent documentation • Development promotion & hiring process which supports placing people in positions that „fit“

Conclusion • Implications of this findings are enormous!! • Assess each individual’s talents and skills. Then provide training, coaching and development opportunities that will help the person increase these skills. Compensate for or manage around weaknesses. • Is this realistic and possible? • Does this meet your personal opinion?

Whatyou (hopefully) will havelearned in the end: • Common wisdomis not alwaystrue (?!) • The coretasksof a normal manager • The coretasksof a greatmanager • Whatdoesthismeanfor HR?  Didyou??

Thanks for your attention!

What great managers do differently – consequences for HR