How to manage staff effectively without costing the earth', Real People HR

Call 0207 710 0626Email [email protected]

1

How to manage your staff effectively without costing the earthLuke Watkeys, Business Manager, Real People HR


2

About Real People

• A social enterprise: 100% of profit gift-aided to St. Mungo’s Broadway who work with 25,000 homeless and vulnerable people a year

• HR support and training for SME organisations• Experience based on being practitioners within the

sector• We work in partnership with our clients to empower

them and boost their own capability


3

1. Recruit effectively without costing the earth

• Always ask yourself if you need to replace a leaver like-for-like. Often work can be spread through the team or re-arranged.

• However, if you do need to recruit…– Previous experience is over-rated– Look for people who are:

• Intelligent enough for the role• Conscientious• Are able to perform under pressure• Well-motivated

– Then grow your own– Good people will stay even if salary lower if they love their daily

experience


4

Let the right one in

• Only allow the best in – recruit for attitude and competence; train for knowledge and skills

• No automatic promotions• Tough pre-employment

screening – be clear what you need to “select out” as well as “select in”


5

The ‘reverse person specification’

• Manipulative• Dishonest• Not a team player• Bully• Always off work with one thing or

another• Took no responsibility for their

actions• Aggressive• Put other people down• Didn’t pull their weight

Can you describe in a

few words the worst

person you ever worked

with?


6

Be savvy about your recruitment advertising

• What is your brand? What people actually say about you ‘on the street’

• Very closely linked to employee engagement

• Use word of mouth to attract staff• Find out what people actually say about

you• Entrant questionnaires asking brand-related

questions


7

2. Manage day-to-day effectivelywithout costing the earth

• The two most important factors in staff motivation:– Line manager behaviour– Senior management behaviour

“Most people don’t leave their job, they leave their boss!”


8

Prevention is better (and cheaper) than cure

• You and your managers should learn about all aspects of people management

• Agree with your staff clear performance objectives, standards and competencies. Have a competency focused on being money-wise!

• Induct them into the organisation and the job• Be explicit about ‘the deal’• Hold regular one-to-one supervision sessions• Have probationary appraisal and regular

annual appraisals, ideally with 360 degree feedback


9

‘The deal’ – things that motivate employees and don’t cost the earth

• To be challenged by and proud of the work you do.

• To be valued, respected and recognised for the contribution you make.

• Encouragement for you to be creative and innovative.

• A co-operative team-based approach to work.

• A wide range of opportunities to develop your skills and career.

• A supportive and empowering line manager who will be there to coach you.

• Managers who lead by example and treat others as they would wish to be treated.

• To be consulted on and have opportunity to fully participate in changes that affect you and your work.

• To work with people who are as committed, positive and professional as you are.

• To be part of an ethical organisation, driven by our values and commitment to our clients.

• To work within a culture of continuous improvement in everything we do

• Support to achieve a healthy work-life balance


10

What you should expect of staff in return

• A full commitment to give of your best.

• A positive, can-do attitude and a consistently professional approach

• Understand the needs of your clients (or other customers) and strive to exceed their expectations.

• Creativity and innovation: experiment with new and better ways of doing your job and share your ideas with others.

• Use your initiative and judgement.• Take personal responsibility – for

yourself, your actions and for improving the way we do things

• Be open to constructive feedback and to take responsibility for your own learning and professional development.

• Be flexible in what you do as service needs change.

• Be open and honest with your manager and with the organisation if you have ideas or concerns.

• Promote a culture of diversity, inclusion and respect.

• Positively uphold and follow our Code of Conduct – the behaviours we all sign up to in order to best serve the interests of our clients and as an organisation.


11

How do you make managers deliver on ‘the deal’?

• Don’t employ the wrong line managers• Performance management of line managers:

– Competencies– Performance standards

• Line manager induction• Upwards appraisal


12

Set objectives

• Ensure they know the link between individual & organisation objectives to aid understanding & motivation.

• Set SMART objectives, with measures:– quantitative measures: Income against target / %

arrears collection – qualitative measures or standards: positive

feedback from customers / accuracy– target deadlines for completing objectives or

milestones: business strategy drafted by x date– target turnaround times for key processes:

invoices processed within x days’ of receipt


13

Set performance standards

• Think about developing a core set of standards linking the work of your organisation

• Generic customer services standards

• Performance standards for routine and regular aspects of management roles


14

3. Address issues effectively on a shoestring

• Ensure all staff receive a line-by-line induction in Code of Conduct when they start

• If issues occur, tackle it early – don’t ignore it!• Prepare thoroughly – itemise using

competencies and objectives as themes – Is it can’t do or won’t do?– If you have a combination of performance and

conduct issues, use both Capability and Disciplinary Policies in parallel

• Most cases should be dealt with informally in the first instance – but don’t come in too late with informal warnings


15

Constructive feedback

• It is:– Information specific– Focused on a specific issue.– Not ‘right or wrong’ but based on

observation.– Objective– Direct– Two-way – encouraging discussion

and dialogue.


16

Good management practice

• Rigorous monitoring during probation• Make tough decisions if needed• Regular supervision and monitoring• Early informal intervention in problems• Write everything down – keep notes• Remember that your staff are not your clients• Be fair - ensure consistent treatment of all staff• Check treatment of previous comparators.• Be a paragon of virtue yourself


Ongoingmeasurement of

attitudes

Clearcommunication& involvement

processes

Employfor

engageability:tough selection

of managersand staff

Good learningand development

opportunities

Managertraining &

accountability

Clear HR policies –

consistentlyimplemented

Monitoringof consistencyand fairness

Explicitcompetences

andperformance

standards

Explicitabout

‘the deal’

Performance management

systems

Visible and approachableleadership –the personal

touch Military precisionin planning

communications before,during and after

changeActivelistening, delivering on promises, closing

thefeedback loop

Well-being andwork lifebalance

Willingness and capability to tackle

bad behaviourand under performance

Proactivemanagement

of absence

How to manage your staff effectively without costing the earth:

Clarity of purpose and plansShared values

Fair pay


18

How do you know if you are gettingit right?

• Upwards appraisals• Staff surveys• Focus groups• Exit interviews

Presentations & Public Speaking

How to manage staff effectively without costing the earth', Real People HR