1

Human Resources (HR)

Management For Non HR

Managers

Equipping ASL Non HR and Line

Managers with People Management

Skills Required for Optimal Corporate

Productivity and Sustainable

Performance 2

Module 1: Setting the Learning Context

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Programme Objective

At the end of this 1 day session. You will be able to;

1. Describe how Human Resource Management and People Management interplay impacts on overall Management effectiveness and achievement of organizational goals.

2. State why they must have at least a basic ―hands on knowledge‖ of Human Resources Management in order to manage their people for effective performance

3. Explain what the key Human Resources Management functions are and how they impact Line Management of the people

4. Identify the key HR processes critical to effective Line Management and how to manage these processes

5. Clearly differentiate between the specific role of the HR’s and line manager in people management

6. Relate the critical role of Employee Policy to the process of effective people management

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The Human and Professional Ladder of Learning

Unconscious

Incompetence

The State of Blissful

Ignorance

Conscious

Incompetence

The State of Enlightened Ignorance

Conscious

Competence

The State of enlightened Awareness

Unconscious

Competence

The State of Blissful

Enlightenment

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What is a Management

• Management is the efficient, effective and economic use of resources to achieve results with and through the efforts of other people.

• From a Balanced Scorecard Strategy Point of View, there are 4 critical Areas of Results every Management will primarily focus on.

People

Internal

Processes

Financial

Customers

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Your People Are Your Strategic

Advantage: Don’t Mess with them!

―There are only three measurements that tell you nearly

everything you need to know about your organization’s

overall performance: employee engagement, customer

satisfaction, and cash flow.

It goes without saying that no company, small or large,

can win over the long run without energized employees

who believe in the mission and understand how to

achieve it.‖ – Jack Welch, former CEO of GE

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Line and People Management

• Who is a Line Manager?

A manager who is authorized to direct the work of

subordinates and is responsible for accomplishing the

organization’s tasks.

• The tasks of a manager are essentially people-oriented.

Unless there is some understanding of people,

management will be unsuccessful.

• Poor people management is an important contributor to

project failure.

• ―The way your employees feel is the way your customers

will feel. And if your employees don’t feel valued, neither

will your customers.‖ Sybil F. Stershic, Taking Care of the

People Who Matter Most: A Guide to Employee-

Customer Care.‖

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Manage People

Manage Projects & Change

Manage Your Technical Area

Manage Self

Manage Financial

Resources

The Five Must Have Key Competencies of a Manager

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Module 2: Introduction to HR, People and

Line Management

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What is HR Management?

• HR Management is the systematic application of specialized, scientific principles and approach in the effective management of people in the organization covering the life-cycle process of planning for and managing their;

Workforce

Planning &

Recruitment

Induction &

Onboarding

Professional

Development

Professional

Progression

Motivation &

Reward

Performance

Optimization

Administrative

Needs

Exit From The

Organization

Competency

Development

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The 3 Broad Employee Life Cycle Phases

Recruitment Development Management

• Workforce Planning

• Recruitment

• Orientation

• Onboarding

• Induction

• Competency

Development

• Professional

Development

• Successor

Development

• Career Progression

• Performance

Management.

Motivation and

Reward

• Administration

• Exit Management 12

The Line Managers are HR Business Partners

• While the HR department is responsible for providing specialist and

technical support in terms of the system; consisting of the

processes, procedures. policies and training on Human Resource

Management, the Line Management has the responsibility for

execution of this system.

• The HR department is the originator and custodian of the Human

Resources Management system while the executor in chief is the

Line Management

• Therefore The Line Management in leading 21st century

organizations has the primary responsibility for People Management

as Line Managers are the most proximate representation of senior

management at the line with the people.

• They have become HR Business Partners in the frontline and shop

floors of the organization

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What is People Management?

• It involves skillful handling of the following cycle of critical

factors of PEOPLE MANAGEMENT required for achieving

optimal organizational objectives.

Employee Administration

Discipline

Consequence Management

Employee Engagement

Employee Development

Employee Productivity and

Motivation

Employee Progression

Employee Disengagement

• Manpower Forecasting

Planning

• Recruitment

• Induction

• Competency

Gap

Identification

• Training(Class &

(OTJ)

• Coaching &

Counseling

• Performance Management

and Improvement

• Rewards and Recognition

• Succession Planning

• Career Mentoring

• Exit Counseling

• Employment Reviews

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WORKFORCE PLANNING, HIRING, ORIENTATION,

INDUCTION AND ONBOARDING

Module 3:Employee Recruitment

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Some of the greatest Punch lines on Recruitment From the world’s Greatest

Business Leaders

• "The key for us, number one, has always been hiring very smart people."

Bill Gates

• "Hire people who are better than you are, then leave them to get on with it. Look for

people who will aim for the remarkable, who will not settle for the routine." "If each of us

hires people who are smaller than we are, we shall become a company of dwarfs. But if

each of us hires people who are bigger than we are, we shall become a company of

giants."

David Ogilvy

• "When I find an employee who turns out to be wrong for a job, I feel it is my fault

because I made the decision to hire him."

Akio Morita

• "Somebody once said that in looking for people to hire, you look for three qualities:

integrity, intelligence, and energy. And if you don't have the first, the other two will kill

you. You think about it; it's true. If you hire somebody without [integrity], you really want

them to be dumb and lazy."

Warren Buffet

• "The secret of my success is that we have gone to exceptional lengths to hire the best

people in the world.""You need to have a collaborative hiring process."

Steve Jobs 16

Recruitment

• The responsibility for getting it right in workforce planning and recruitment lies

with the Human Resources Function as the custodian and administrator of the

process.

• The Human Resources Function provides the technical support as facilitators

of the process and the priests of its scared requirements .

• The Accountability for hiring the right persons lies with the line management

who are the greatest beneficiaries of a hit or mishit in the hiring process,

• The impact of hiring a PURE (Previously Unidentified Recruitment Error) staff

is greatly felt by the line and the organization.

• A line Manager should therefore be actively involved in the recruitment of the

workforce it requires to achieve management objective for which it will be held

accountable.

• The Boston Consulting Group found that recruiting ranked No. 1 among 22

different HR functions as having the highest impact on revenue and profit

margins.

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The Cost of Recruitment Errors

• The Harvard Business Review revealed that as much as 80% of employee turnover is due to bad hiring decisions.

• the Labor Department estimates it can cost on average one-third of a new hire’s annual salary to replace him or her and that those costs increase the higher up in the organization the turnover occurs. In some cases, it can total in the millions of dollars if that person is the CEO

• Statistics say that if you made a mistake in hiring and you recognize and rectify the mistake within six months, the cost of replacing that employee is even going to cost you two and one-half times the person’s salary

• According to a study by the Society for Human Resources Management (SHRM), it could cost up to five times a bad hire’s annual salary. SHRM also found that the higher the person’s position and the longer they remain in that position, the more it will cost to replace him or her.

• No story captures the impact of hiring the wrong person than the hiring of John Sculley from Pepsi by the late Steve Jobs as his CEO in 1983 with the famous wooing words‖ Do you want to spend the rest of your life selling sugared water or do you want a chance to change the world‖. Sculley infamously fired Steve Jobs from Apple in 1985 and when he was fired in May 1993, Apple had $2 billion in cash and $200 million in debt.

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Recruitment

Business Planning

• Workforce

Planning( Collating

all workforce

forecasts

• Analyzing the

impact on the org

• Developing a

workforce plan

Talent

Requisitioning

• Conduct Job

Analysis &

• Documentation of

the JD

• Job Advertisement

(Internal &

External

• Talent Sourcing

Talent Selection

• Coordinate all the

shortlisting agaisnt

profile

• Coordinate all

aptitude and

psychometric tests

• Facilitates all

competency based

interviews

Talent Hiring

• Negotiations

• Offer of

employment

• Pre-Resumption

communication

with new Hire

• Drives the,

orientation,

onboarding and

induction process

HR

Business Planning

• Workforce

Forecasting (How

many & what

people are needed

to meet goals

• When do I need

them & how much

will they cost ?

Talent

Requisitioning

• Job Profiling

• Job Performance

and Person

specification

• Formal

Recruitment

Requisitioning

Talent Selection

• Final Shortlisting

• Lead Competency

based Interviews

and assessments

• Lead role in the

selection of final

candidates to be

hired

Talent Hiring

• Pre- Resumption

communication

with New Hire to

kick start their

induction and

onboarding

process

• Active role in the

induction and

onboarding of staff

Line

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Workforce Planning and Recruitment- Reality Project Exercise

• You have been given the opportunity to nominate from the following list below,

people who can kick start a project called New Nigeria with the aim of making

Nigeria a corruption free, secured, well governed, technologically advanced

and economically buoyant nation. Choose 6 people in your group (with very

strong reasons) from the list below that you will choose to be a part of this

project

1. A Soldier

2. A Policewoman

3. A Politician

4. A University Professor

5. A Public Servant

6. A HR manager

7. A Company Board Chairman/CEO

8. A Judge

9. A banker

10. A lawyer

11. A doctor

12. A journalist

13. An Economist

14. A pregnant Woman

15. A Cleric( Moslem/Christian)

16. An Engineer

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COMPETENCY, PROFESSIONAL AND SUCCESSOR

DEVELOPMENT

Module 4: Employee Development

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Great Punch liners from World’s greatest Leaders on Employee

Development

• ―My main job was developing talent. I was a gardener providing water and other

nourishment to our top 750 people. Of course, I had to pull out some weeds, too.”

— Jack Welch

• ―If you wish to plan for a year sow seeds. If you wish to plan for ten

years plant trees. If you wish to plan for a lifetime develop people”… Kuan Chung

Tzu

• All that is valuable in human society depends upon the opportunity for

development accorded the individual. Albert Einstein

• "Tell me and I forget; teach me and I may remember; involve me and I will learn.

“Not having heard something is not as good as having heard it; having heard it is

not as good as having seen it; having seen it is not as good as knowing it;

knowing it is not as good as putting it into practice.” Chinese Confucian

philosopher Xunzi (312-230 BC)

• ―Give me six hours to chop down a tree and I will spend the first four sharpening

the axe.” Abraham Lincoln

• ―Someone's sitting in the shade today because someone planted a tree a long

time ago.” Warren Buffett

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Development

• The responsibility for each employee’s personal development is the employee’s

• The responsibility for providing the employee with opportunities for professional and

career development is that of the HR function

• The responsibility and accountability for the professional development of the

employee and job successor is the Line Manager’s

• In a study by global staffing firm Randstad, 73% of employers said fostering

employee development is important, but only 49% of employees said leadership is

adhering to this practice.

• A 2012 Deloitte survey, Talent 2020, found that when employees were asked to

indicate the top factors that would cause them to look for new employment over the

next 12 months, lack of career progress topped the list, whereas lack of challenge

in the job came in at No. 5, suggesting the need for career development plans. 23

Development

Competency

• The Line defines technical

specific competencies

required for effective

performance on each job

• Identifies competency gaps

and the interventions to

address them in staff

• Deploys OJT, coaching 7

other approaches to

address gaps

Professional

• Identify professional

development

opportunities for

employees

• Provides Professional

mentoring and coaching

where necessary

Successor/Leadership

• Defines key

competencies and

performance

requirements for

MISSION CRITICAL

POSITIONS (MCPs)

• Identifies successor

candidates for (MCPs)

• Grooms employees for

MCPs

Line

Competency

• Provides competency

framework and system

• Facilitates the process of

employee Competency

Assessment

• Conducts with the support

of the line Learning

development needs

analysis

• Creates a development

plan

Professional

• Provide a professional

development process &

platform for employees

• Provides advisory

services to the Line on

development

opportunities

• Facilitates the execution

of professional

development

interventions

Successor/Leadership

• Provides process, and

tools for successor

development

• Provides specialist

advisory services

• Coordinates and

facilitates all successor

and leadership

development

interventions

HR

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Development Syndicate Exercise

Stone Fisher is a hardworking and high flying staff in the organization. He has been in the supervisory role for the past 5 years and he is due to be made manager having met the performance requirements for promotion to the position of a manager. But the following gaps were identified in his last performance appraisal.

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1. Inability to finish tasks within

deadline

2. Struggle with managing multiple

schedules and deliverables

3. He is always breaking down due to

severe work load and pressure despite

having a full compliment of team

members

Kindly advise the management if Stone Fisher should be promoted to a Manager. If development programs will be recommended for him, review the list below and identify the most appropriate programs that addresses his gaps and kindly recommend the 2 most cost effective ones with reasons:

Time Management and Personal Effectiveness, Project Management, Interpersonal skills, Relationship Management, Finance for Non Finance, Project Management, Delegation Skills, Habits of Highly effective People, Senior Management Programme or MBA, Business Report writing

4. The quality of information and reports he

sends to his manager is sub-optimal

5. You have received complaints from customers

who may not be too comfortable with him as

their account manager

6. His projects are always running over costs

and he typically has problems funding his

projects having not done a proper financial

forecast

CAREER PROGRESSION, PERFORMANCE AND

REWARD, ADMINISTRATION AND EXIT

Module 5: Employee Management

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• "If you pick the right people and give them the opportunity to spread their wings and put

compensation as a carrier behind it, you almost don't have to manage them." Jack

Welch

• "If you pay peanuts, you get monkeys. "Chinese Proverb

• “Big jobs usually go to the men who prove their ability to outgrow small ones.” — Ralph Waldo

Emerson

• ―Don't mistake activity with achievement.‖― John Wooden

• "Performance, and performance alone, dictates the predator in any food chain."SEAL

Team saying

• A man going nowhere normally gets there –Unknown

• ―Appreciate everything your associates do for the business. Nothing else can quite

substitute for a few well-chosen, well-timed, sincere words of praise. They’re absolutely

free and worth a fortune.‖ – Sam Walton

• ―Always treat your employees exactly as you want them to treat your best customers.” –

Stephen R. Covey

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Management

The Laws of dependent outcome

• Whatever cannot be defined cannot be measured.

– Whatever cannot be measured cannot be managed

• Whatever cannot be managed cannot be improved

– Whatever cannot be improved cannot be rewarded

» Whatever cannot be rewarded cannot be progressed

• The Line Manager has the primary responsibility for managing the

performance and career progression of their reports

• The Human Resources function will provide the system, process, platform,

guidelines and policies for the management of the career, performance,

motivation, reward, discipline and engagement of the employee 28

Management

Career Progression

• Define system,

process, policies,

guidelines for

managing career

• Develop and

manages clear

career path and

ladder

• Provides

professional career

counseling

Performance and

Reward

Administration

• Define , reviews &

communicates

Policies

• Administer

benefit s and

services

• Interpret and

Administer Policy

implementation

• Maintains

industrial harmony

Exit

• Define and

develop system,

process, policies,

guidelines for

managing

employee exit (pre

and post)

• Coordinates exit

interviews and

counseling

HR

Career Progression

• Provide

professional and

technical career

counseling and

mentoring to staff

• Supervises

employees career

planning and

development

Performance &

Reward

• Allocate work and

determines the

acceptable level of

performance

• Sets SMART goals

• Monitors, track,

evaluate and report

performance in ranks

and grades

• Manages line

motivation

• Define and develop

system, process,

policies, guidelines

for managing

performance and

reward

• Manages the

performance and

reward systems

Administration

• Oversees discipline

and consequence

management e.g

issuing queries

• Oversees line

policy

implementation

• Manages conflicts

in line with policy

• Administers

rewards

Exit

• Reviews

employability

• Conducts exit

interviews

Line

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Dr.Olayiwola Oladapo 30

« Dr Olayiwola Oladapo is a Nigerian Organizational

Development, Human Resources, International Development

Professional and Public Policy Professional with over 18 years

of deep cross sector and industry experience spanning the

corporate and public sectors of the Nigerian Economy.

« Dr Oladapo breadth of management and consulting

experience cut across the key sectors and critical drivers of the

Nigerian traversing over 40 different market leaders in the

Nigerian business landscape and international development

agencies like DFID and the EU.

« He is a National Resource for international and Nigerian

development institutes serving as a faculty for the United State

Human Resource Certification Institute (HRCI) network in

Nigeria, Nigerian Chartered Institute of Personnel Management

(CIPM) and Administrative Staff College of Nigeria(ASCON).

He is also a West African appointed mentoring resource for the

Obama’s Administration Young African Leadership Initiative(

YALI) program graduates

« Dr Oladapo is the author of the ground breaking and

paradigm redefining book; ―Sweat Your Assets” and the

Managing Partner of Sweat Your Asset Derivative Limited.

He lives in Lagos , South West Nigeria

Contact Details • olayi72@gmail.com

• droladapo@sweatyour

assets.com

• https://about.me/Drola

yiwolaOladapo

• Tweeter handle

@Drolayioladapo