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Eureka: 15 things a good HR manager does Eureka: 15 things a good HR manager does
by Akli Hadid
2018-02-21 11:08:32
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If you're a human resources manager, here are 15 tips to make you build a great team, which will lead a great company.

  1. You don't make workers feel insecure. A lot of human resources managers do that. They catch workers doing mistakes and make it sound like the worker's job is on the line. Or they say things about office workers that makes them doubt their abilities. Focus on the positives.
  1. hr01_400You're not jealous of workers. Every now and then, a worker is going to “win an Oscar” and it's not going to be you. Promote empathy with those who get great work done, and make everyone feel like it's going to be their turn some day.
  1. Your job is not about satisfaction regarding finding out personal things about people. You have access to very personal and private details of people who work at the company, but the idea is picking the best people at the right job.
  1. You don't have the right of life or death over workers. You pick the best people, and keep those who would cause trouble outside the doors of the company.
  1. Your best asset is networking, not yelling or criticizing. People come and go from the company, so you want to join different organizations and associations and meet people and see who's up for a job. The more people you know, the better the chances you'll find the right fit for the next hiring spree or someone to replace if a worker's gone.
  1. Your eyes and ears will detect trouble. There are basically three ways an employee can treat another employee: like a guest, like a roomate or like a child. If workers get treat like guests, a lot of information will be withheld and they will be walking in the dark. If workers get treated like children, they will tend to leave. If they're treated like roomates, there will be the occasional problem but relations will tend to be cordial.
  1. Dress code: dress like the clients. If the clients tend to be students and wear casual clothes, dress code will be casual. If cllients tend to show up in suits, suits will be the norm.
  1. When it comes to workers, you need to know the whole sport, not just the star players. Be it in your company or outside the company, you need to know who the different players are and what their abilities are.
  1. Degrees don't tell the whole story. What you need to figure out is a worker's emotional stability, his ability to work well in an organization, some kind of stability in his or her personal life and their ability to get the tasks done. Remember all those stories of Harvard students who couldn't solve simple puzzles?
  1. Stay out of social media. Your workers will use it to drop hints to you. Focus on everyone feeling like a valuable member of the team.
  1. Raises. I personally don't dislike the Asian system. In the Asian system raises are based on seniority and time spent at the company and have little to do with performance. That is you get a raise every 12 or 24 or 36 months regardless of your performance. Because hey, if you had undereperformed, we would have fired you. But performance-based raises sometimes encourage workers to try to bite more than they can chew.
  1. Promotions. Now first you need to make sure that everyone's happy with their day-to-day tasks. There's a system for promotions that I dabbled with which is not bad at all: democratic promotions. The idea is simple. You have people working on their tasks, and in democratic countries few people want to be in leadership roles because that involves responsibility. So the idea is you have democratic elections for chosen leadership roles every six months or so, after which leaders can either choose to be reelected or go back to their basic tasks. That way if people fight for promotions, they fight for them publicly. And if once elected they dislike the responsibility that goes with it, they can always go back to their original position when their tenure is over.
  1. Company growth. Company growth is kind of like going for ice cream with kids. You suggest ice cream and they say no, suggest another day and they say they're not interested, then you stop suggesting you go out for ice cream. Eventually kid comes crying to you and says how come you never go out fo ice cream. Company growth kind of works the same way. You suggest ideas for company growth to the CEO or leader and he doesn't care about your ideas, then you stop suggesting ideas or growth, then when the numbers hit dangerous lows, leader comes yelling that there's no growth.
  1. Care. This is a key word here. If the leaders don't care you get recessions. If employees don't care you can't have growth. If no one seems to care what's going on you can't have growth. Employees need to care about their mission and leaders care about growth. Here's one of my theories regarding the 2008 recesssion. People used to read newspapers and care what was going on in the country. In 2006 and 2007 people got Facebook accounts and started caring about their crush and their neighbor's crush, and this happened in pretty much every country. The economy is fragile. You lose a day of revenue and you need a year to catch that up. So if no one cares, you won't last long.
  1. Information flow. What will guarantee you success will be the flow of information. First, you will need a calendar with a list of pre-set dates for meetings and events. You only want to add last-minute events every now and then. If everything's last-minute, this will have the domino effect of confusing workers with their tasks.

 


     
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