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HR in a Nutshell: Making Good Managers Great! By Steve Bareham

Free Ebook HR in a Nutshell: Making Good Managers Great! By Steve Bareham

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Sales Rank: #1538210 in eBooks
Published on: 2012-06-25
Released on: 2012-06-25
Format: Kindle eBook

Review
"As the book jacket states, this book can make managers better at the HR aspect of their responsibilities. But those in employee positions, union members, and those looking for better jobs can also benefit from the insights within this publication. I would encourage those wanting advancement to use this book as a guide for what is expected from employees."
Robert J. Thomson, retired manager, Canadian Federal Government

"I'm convinced this book is an excellent resource for all management staff. It covers the important bases in a succinct yet thorough manner."
Gary Edom, Town Manager, Davidson, Saskatchewan

"Many managers do not have training in how to manage people; they are expert in their respective fields, but often those fields have little to do with personnel management. So, books such as this are invaluable to shore up knowledge and skill deficiencies. As the author points out: 'no one is born a great manager.' Anyone in a management position who has not taken courses in HRM should read this book and others like it."
Charlotte Aebig, office manager, Sunshine Digitizing

From the Author
Great managers have to know a lot, and as the world gets more complicated, there's a lot more to know. Competent managers have good understandings of finance, marketing, sales, information systems, research and development, etc. But when assembling the hierarchy of what you need to know, I argue that your human resource management (HRM) knowledge should also be very close to the top, because if you're a manager with only a superficial grasp of the holistic HR process, you have an enormous blind spot that can seriously hamper your career advancement.

I've seen managers muddle through for years because they were highly proficient in specific areas of expertise, but then suddenly everything implodes because they didn't know how to manage staff. And when the implosion occurs, it's invariably ugly. Often, the manager is caught totally unaware, thinking he, or she, had survived for 20 years and now--blam--my expertise has been trumped by operational dysfunction and a staff in revolt.

In reality, such people got Peter Principled by being promoted into positions they were never fully qualified to hold. People without formal HR knowledge and training really shouldn't be put in charge of people until they shore up that weakness. Yet, untold tens of millions of people with no HR expertise have willingly, or unwillingly, been thrown into management roles where suddenly they don't know what they don't know.

How can anyone expect them to be competent? Metaphorically, it's like expecting an electrician to wire a house properly with zero training; I wouldn't want to live in it!

So let's look at what great managers know and know how to do; look at the unfamiliar points as development opportunities! And, they are covered in this human resource management book. Do you know:

how to conduct job analyses: these enlighten businesses and organizations about the requirements of specific staff positions, and when you determine how many positions are needed and how much time each one requires to do in a given time period, you get crucial information about precisely how many people are required to staff the organization--the Goldilocks formula, not too many staff, not too few, and each with just the right qualifications. Many organizations get this wrong and suffer accordingly.

what should be included in each job description/specification for each person you employ or manage so you know precisely what to look for in job applicants and so the person filling the position can perform the job to a high standard in a reasonable amount of time? Many organizations don't even have job descriptions and specifications for those jobs, a fact that explains a lot of performance issues, poor staff morale and generally cranky workplaces where people are confused about what they're supposed to do and about what they'll ultimately be evaluated on. Good job descriptions/specifications are perhaps the most important tools a manager can create and use.

the right ways and wrong ways to recruit and shortlist job applicants; do it the right way and you'll waste far less time and have far fewer costly failures

how job interviews should be conducted to ensure that you get the information you need? Job interviews are often done horribly; no process here can be disastrous.

how to orient new staff to get them off on the right foot? Orientation often means giving someone a brochure to read and showing them around in a two-hour blur of introductions. Next the new hire faces days or weeks of frustration trying to figure out how he/she fits in--bad for morale and a terrible waste of productivity.

how the recruitment and selection process, in concert with the job interview and orientation period, should yield valuable information about training needs (few new hires have 100% of the knowledge and skills needed to fulfill every job duty and responsibility). Knowing where gaps exist enables you to spot deficiencies and then plan training to avoid potentially costly errors and employee frustration.

how to structure and conduct performance evaluations; this is another area where a little knowledge is a dangerous thing. They should be properly planned and structured so that the people being evaluated leave the room feeling positive. If performance evaluations are the equivalent of visits to the dentist that don't result in improved performance, they aren't being done correctly.

what coaching and mentoring plans look like? These can elevate the morale and commitment of both new and old employees, but few organizations even attempt them. It's a basic rule of human psychology--virtually all people perform better when they believe their managers care about them.

what retention strategies are available and which work better than others? As the workforce changes in the coming years (retiring baby boomers and more immigrants) there is going to be fierce competition for qualified staff, so keeping your best people will be increasingly difficult.

how to keep up with the changing socio-economic-technological environment so employee skills remain current? This isn't easy in a world with seven billion people where new products and services emerge daily; if you have competitors, you need to stay abreast, or preferably ahead.

how to discipline employees, when needed, in ways that enable them to redeem themselves and to continue (or become) valued members of staff? (do it wrong and it can mean lawsuits)

how to terminate someone humanely and in a way that doesn't end up in court? This knowledge, too, can save you a lot of time, aggravation, stress, and money, not to mention perhaps deter an angry dismissed employee from seeking retribution--it happens.

About the Author
Steve Bareham worked in management capacities in journalism, public relations, and marketing for 25 years before joining the teaching staff at Selkirk College, Nelson, B.C. In 2005 he received the NISOD award for teaching and leadership excellence at North American institutions of higher education. (NISOD: National Institute for Staff and Organizational Development).

At the time of writing, he is the administrator of the Golf Club Operations Online Certificate Program (GCOOL) and teaches human resources, business communication, critical thinking, and marketing to resort/hotel, ski, and golf management students enrolled in Selkirk's School of Hospitality and Tourism.

Steve has published 15 books to date, including The Last Resort, Harper Collins, Don't Get Caught in Risky Business, McGraw-Hill Ryerson, Meta-Marketing, EduServ, and the recent Think Well & Prosper: A Critical Thinking Guide, and PROGENETER I & II, Summa Publishing.

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