Celebrate individuality

‘Some of the main core points which line managers should adopt while operating with employee are listed below: Celebrate individuality- Since each employee operates through a unique filter, find out what it is. Ask employees what motivate them, what their goals are, how they like to be managed. Set outcomes not instructions- Give clear objectives and steer employees towards achieving them rather than issuing detailed directives. Celebrate diversity- Accept that one-size-fits-all management never works.

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Align the unique talents of your employees to organisational objectives then step back and allow those talents to flourish. Know what makes talent tick- Talented employees thrive on personal growth, challenge, stimulation, variety, meaning, purpose, respect, responsibility, autonomy and choice. Find out which drivers matter most to which employees. Ensure their work satisfies their personal career drivers. Focus on your high performers- High performers deliver the most value for the organisation so encourage them to aim higher.

Investigate the factors that differentiate them from lower performers and build a star map for their role. Use this star map as a benchmark for recruiting new and developing existing talent. Be a casting director- Develop close relationships with your people so you know which roles will play to their strengths and which will strangle them. Be a coach, not a manager- Coaching bridges the gap between organisational goals espoused by leaders and the individual career aspirations of your employees by aligning the two.

A coaching manager sees their role as building rapport, trust and common purpose. A coaching manager delegates and stretches, giving employees challenging assignments to build their skills. ‘ [8] The responsibilities of line managers in HR Recruitment and selection- Carry out interviews. Training and Development- May be involved in planning and provision of training and development opportunities to meet needs of individuals and the needs of the organisation as expressed in its strategic plan, primarily for employees in his or her own department.

May provide training and may also keep records of training and provide information to central personnel/ HRM department. Human Resource Planning- Collect information on leavers and provide information on anticipated requirements for manpower for his or her own department. Provision of contracts- Possibly issue documents and get signature of new employees. Provision of fair Treatment- Responsible for fair treatment of people in his or her own department to ensure all treat others in a fair way.

Listen and respond to grievances as an initial stage in the grievance procedure or informally before someone gets into the grievance procedure. May contribute suggestions about design of policies. Equal Opportunities- May also be involved in and contribute to the design of policies. Will be responsible for ensuring that all employees for whom he or she is responsible do not suffer from any form of unfair discrimination while at work. Assessing performance of employees- Contribute to discussion of performance management techniques. Assess performance of those in own department.

Involve teams and individuals in setting and agreeing targets and monitoring performance. Monitor their success and give feedback. Employee Counselling- May be involved in initial counselling of employees in his or her own section, or may need to suggest alternative sources of counselling if he or she does not feel qualified to deal with the situation. Employee welfare- Ensure the well-being of employees in his or her own department and draw their attention to and encourage use of, any provisions designed by the organisation to improve their welfare.

Payment and reward of employees- May be involved in and contribute views about appropriate systems of payment or reward to be used in the organisation. May be involved in negotiations to some extent over issues relating to own department. May deal with problems concerning pay, raised by employees in his or her department in the first instance. Health and Safety- Responsible for health and safety of employees working in his or her department. Encourage the involvement of individuals and teams in health or safety promotion activities. Monitor activities of own staff.

Carry out regular safety inspections in own department. May take initial disciplinary action against those who infringe health and safety rules. Disciplining individuals- Conduct informal disciplinary interview with own staff if necessary. Issue formal warnings as outlined in disciplinary procedure. Maintains records of warnings issued. Dealing with grievances- Deal initially with grievances raised by employees in his or her department. This may be handled informally at first or as part of the formal grievance procedure. Deal with grievances within specified time limits.

Dismissal- In many organisations the actual dismissal will be handled by the personnel/HR department with the line manager being present. Nowadays managers in some organisations will also take dismissing an employee in their section in a fair way. Redundancy- Is likely to be involved in selection or those to be made redundant from his or her own department. May be involved in informing them of the decision to make them redundant. Negotiation- Is likely to be involved in negotiation on a wide range of issues that affect employees in his or her own department.

Encouraging involvement- Will contribute to organisation’s policies and will encourage involvement of employees in his or her department. Analysing the need for human resource planning The need for HR planning [9] ‘The Changing Nature of Jobs Jobs are becoming increasingly complex, particularly those which are technologically orientated, to replace a vacant position within an organisation takes time as it is vital to ensure that an individual has the correct combination of skills, experience and competency to fill the post which cannot be brought in the market place.

Employment Protection Due to recent legislation, it has become increasingly more difficult for businesses to shed their staff, whilst groups representing employees, such as trade unions, argue this is rightly so, the fact remains that the sometimes necessary task of reducing staff levels is becoming more expensive, time consuming, and increasingly complex in terms of administration. Technological Advances

The increasing dependency of businesses on technology to gain competitive advantage over competitors, and the subsequent need to keep pace with technological advances have resulted in increasing emphasis being placed on organisations ensuring that their staffs skill base is constantly re-assessed and developed, through training and recruitment to keep pace with the use of technology. The Economy Businesses can not control their environment however much they would wish to, instead they must react / adapt to changes within the environment, and this is particularly true in relation to the economy.

In periods of recession, many businesses are forced to reduce staffing levels, whilst in boom periods of high growth businesses may seek to expand the size of their workforce to cater for increasing levels of demand for their goods / services. Whilst the UK economy has seen steady overall growth, there has for some time been a cycle of boom and slump within the economy, which has forced businesses to redefine their staffing needs. ‘