Human Resource Development
Human Resources Development is always related with Training. Find the suitable training to develop your needed knowledge.
Role Supervisors and Managers
Manager and Supervisor have their own role one their job but sometimes they can interchangeable on doing their job.
Definitions
Supervisors are generally responsible for daily activities, projects and productivity, and should have basic management skills.
Managers generally have broader control and more authority
NOTE: Supervisor and manager are used interchangeably in this topic
Manager's Role in the New Century
o Provide vision and encourage stewardship
o Align behavior to meet customer needs
o Act as a role model
o Anticipate and be responsive to change
o Focus on the organization
o Provide tools, authority and needed information
o Listen to employees and talk things out
o Teach and develop others
o Resolve conflicts
o Streamline processes
o Delegate and follow-up
Responsibilities
Planning
o Set goals and objectives that support the organization's goals and objectives
o Consider obstacles and roadblocks
o Discover the "real" problem
o Determine needed and available resources
Organizing
o Structure work
o Schedule projects
o Determine coverage
Staffing
o Identify needed skills
o Recruit and select qualified employees
o Schedule people
Directing
o Provide information and solutions
o Provide recommendations and oversight
o Provide training and development
o Assist in implementation
o Delegate
Coaching and Counseling
o Facilitate learning
o Praise
o Correct
o Measure performance
o Improve effectiveness
Controlling
o Audit, review and assess
o Discipline
o Approve/deny
o Make decisions
Delegation
> Determine what tasks to give to others
> Learn to "let go"
> Track assigned projects and review for potential
problems
Benefits to Delegating
> Provides challenges to develop skills of employees
> Improves communication
> Improves decision making
> Increase Productivity
Effective Supervision
> Give clear, complete instructions designed to
communicate to each employee based on their
experience and ability
> Let people know how they are doing—offer praise and
correction often
> Give credit where and when it is due—pass on
compliments
> Involve employees in decisions that affect them or
their work.
> Understand relationship between your actions and
your employees' responses
> Maintain openness that encourages communication
> Be available
> Follow up
Qualities for Effective Management
> Be honest with yourself
> Stay in emotional control
> Develop a confident, focused attitude
> Embrace change
> Think strategically
> Become a master of leverage
> Make good choices between direct and indirect force
> Learn the power of hard and soft
> Learn from everyone
> Be action-oriented
> Act ethically
Managerial Competencies
> Ability to manage others
> Ability to manage self
> Ability to solve problems and make decisions > Delegate both group and individual tasks that require interaction with others > Determine core competencies at different levels to create career paths > Reward positive performance Managing Virtual Workers > Lack of face-to-face interaction may impact productivity > Managers need to focus on results rather than monitor specific activities > Select employees who are focused and can work independently > Build commitment by focusing on organizational values and culture > Build a strong sense of trust and feeling of belonging > Create web-based areas for forms, reports, meetings and other communication > Formalize communication procedures for sharing information > Delegate both group and individual tasks that require interaction with others > Determine core competencies at different levels to create career paths > Reward positive performance Dealing with Adversity > Communication and interaction are critical when difficulties occur > Get others to describe the situation or concerns > Don't appear too hasty > Try to ensure fairness and objectivity REMEMBER: Employees want and need a role model and someone willing to make necessary decisions Management Errors > Create an aura of absolute authority or infallibility > Instill sense of fear > Monopolize conversations or meetings > Hire employees uneasy with confrontation or challenge > Isolate self from work group > Create an air of mystique about job responsibilities and work relationships > Fail to provide feedback
