Managing People

The course will enable delegates to:

• Define the role of the manager
• Adopt a motivational approach to managing people
• Define their responsibilities in 5 key areas of people management:
  • Managing performance
  • Managing attendance
  • Managing conduct and discipline
  • Managing people through change
  • Managing development

• Develop the knowledge and skills to manage each of these areas effectively

Defining management

‘...management is partly the process of getting things done through other people; and partly the creative and energetic combination of scarce resources and individual skills and talents into effective and profitable activities.’ (Richard Pettinger)

Trainer input and discussion

Motivation

Four dimensions:

• Autonomy
• Sense of belonging
• Meaningful work
• Personal development

Activity – what can managers do to effectively address each of these dimensions?

Managing performance

Defining the purpose of the job role

Management by objectives – measuring performance against SMART objectives

Involving people in developing objectives

Approaches to reviewing performance – self-appraisal, peer appraisal, customer/stakeholder feedback, the changing role of the manager in performance review

Rewarding and recognising good performance

Poor performance – defining and addressing the performance gap

Managing attendance

Approaches to support good attendance, e.g. flexible working policies

Monitoring attendance

How to conduct return to work interviews and attendance review meetings

Managing absence – best practice, legal obligations

Managing conduct and discipline

Why is it important to address these areas?

Grievance and discipline procedures and the law

Defining misconduct and the manager’s role in addressing it

Harassment and bullying – what are they? How can they be prevented? What must the manager do if they arise?

Managing people through change

Given that ‘change is the only constant’ (Heraclitus):

• What are the effects of workplace change of people?
• What can the manager do to effectively manage people through this process?

The Kubler-Ross change curve – managing people through the stages of this

Managing development

Why is it important to develop people in the workplace?

The manager’s role in developing people

Practical techniques for developing people (include coaching, delegation, shadowing)

Your own development – the importance of the manager providing a role model