Going back to the People Manager Value Proposition, we have this right side of
the diagram, three very key tasks that any people manager has to do successfully.
And each of these will be the subject of a follow-up course to this initial
first course in our HRM specialization.
And these are tools that you can use to implement
the successes of your work group.
So in this part of the People Manager Value Proposition, what do you need to do?
You need to determine what HR professionals call KSAs, the knowledge,
skills, and abilities required of your team.
You need to go out and hire people that have these KSAs, and/or help develop
your staff to give them the KSAs that they need to be successful in your work group.
You need to set appropriate performance objectives for all of your employees.
Help them achieve these objectives.
Help them understand what objectives they're meeting, what objectives they're
falling short on, and how they can do better to meet these objectives.
And then you need to recognise and reward good performance.
But there's also things that you should not do when pursuing these goals.
You should not do everybody else's job.
You're probably good at everybody else's job.
That's why you've been promoted to a managerial level.
But it's no longer your job to do everybody else's job.
Let them do their job.
Don't be a micro-manager.
Don't assume that you know best.
You probably have very good ideas.
Share that with your team.
But don't cross the line and become a micro-manager.
Let other employees develop and
ultimately become as good as you are at those underlying tasks.
Now you might find the manager parts of your job stressful.
I know I find the manager parts of my job stressful, and I'd like to ignore them.
But that's a mistake for any manager to make.
You probably enjoy doing the marketing, or the IT, or
the engineering tasks of your job that you're so
good at, and that caused you to be promoted to level that you're at today.
But you're now a manager.
Don't ignore the manager parts of your job.