why managers won’t manage and what hr can do about it

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WHY MANAGERS WON’T MANAGE and What HR Can Do About It

Presented byAlice K. Waagen, PhD

Workforce Learning LLCwww.workforcelearning.com

Tel: (703) 834-7580

http://www.workforcelearning.com/


Scenario ….Mary is a very strongindividual contributorwho is hardworking,energetic, and has

greatpride in the work she

does.


Scenario ….

One day Mary’s boss called her into his office …


Scenario …Good news – a

promotion!Bad news –

No timeNo trainingNo reduction in

workload


AgendaIntroductionManagement DevelopmentManagement Accountability ObjectiveTime and Job ExpectationsSummary


Discuss …What is your biggest challenge in helping

managers in your organization?


Management ChallengesSample quotes … Staff“My manager doesn’t every say ‘good morning’ or

‘how are you?’ ““Feedback? Yes, when I do something wrong, never

when I do something right …”“I have not had a performance review in 3 years …”Sample quotes … Managers“I want to fire this employee. He/she has a bad

attitude”“What do you mean I can’t use expletives and raise

my voice? It always gets their attention”


What is Management?From Peter Drucker:Managing the businessUtilizing fully all resources, human and

materialManaging workers and the work

From: The Practice of Management, 1954From Joan Magretta:Management’s business is building

organizations that workFrom: What Management Is , 2002


The Management Success Triangle

DEVELOPMENT

TIME

SUCCE

SS

ACCOUNTABILITY

Development:Knowledge, Skills, Experience

Accountability:Consequences

Time:Job definition that allows the time to manage


Management DevelopmentManagement Key FunctionsPlanning – what needs to get done, by when,

by whoStaffing the work – skills, knowledge and

experience matched to the workMonitoring and measuring – are deadlines

met, is quality of work as expectedProviding feedback to allAdjusting the plan and people as needed

DEVELOPMENT


Primary Development Focus AreasPerformance Planning / Goal SettingEffective CommunicationCoaching / FeedbackBuilding and Maintaining TeamsManaging ConflictDelegationMotivating Others

DEVELOPMENT


Additional Development Focus AreasLeading ChangeDecision MakingProblem SolvingEffective Hiring PracticesManaging Time and Resources

DEVELOPMENT


Development SolutionsTraining

Degree programsFormal classroom workshopsOnline/ virtual learning

Communities of Practice (internal or external)Networks, professional associationsReadingsTemporary assignments (positions, projects, task

forces)Volunteer work Etc.

DEVELOPMENT


Development SolutionsNew Manager’s Toolkit – information and

resources as needed, just in timeFirst 30 days

Org charts Facility maps Handling leave and absenteeism

First three months HR Handbook / key policies & procedures Budget & finance information

First 6 months Performance management system Learning & development resources


Development Planning1. Assess current levels of skills,

knowledge, experience2. Determine needs for the position3. Identify gaps in skills, knowledge,

experience4. Create development goals and objectives5. Research development tasks and

activities6. Create plan with what, when, how and

results7. Review, hold accountable for plan

completion

DEVELOPMENT


Sample Development PlanName: _________________ Date: _____________

Developmental Goal: To increase skills and abilities in managing conflict on my teamAction / Activity Timefram

eMeasures / Results

Attend internal Conflict Management class

Q1 2010 Share action plan of applied learning with boss and direct reports

Serve as mediator to resolve conflicts in peer work group

Q2 2010 Favorable result of mediated conflict

Contract with peer to serve as mentor on conflict resolution skills

Q2 2010 Meet monthly for feedback on observed conflict resolution skills


AccountabilityAssumption: People will focus their time and

energies on that for which they are held accountable

Vehicle for accountability: the performance objective

Historical bias in formal management education (BA, MBA) is on quantifiable, numerical metrics

“Soft skills” like managing others do not lend themselves easily to statistical measurement

ACCOUNTABILITY


Management Objective 1. Determine those competencies or attributes

that are most important to your organization's culture

2. Define an objective for each competency that is behavioral, observable and (somewhat) measureable

3. Hold managers accountable for performance to the standards set in the objectives ACCOUNTABILITY


Sample ObjectivesOpen CommunicationEstablishes and maintains effective

communications at all levels: upward, laterally and downward

Regularly and consistently communicates information downward to work team

Displays good oral and written communication skills

Establishes an environment that promotes an open atmosphere and the sharing of ideas

Involves employees in decision making process

ACCOUNTABILITY


Sample ObjectivesManaging PerformanceCreates short and long-term goals for all staffClarifies performance expectations, sets realistic

standards and targetsOn a regular basis, measures employee

accomplishments, using both qualitative and quantitative measures, provides the information employees need in order to monitor their own performance

Provides specific, objective feedback on an ongoing basis to inform, enlighten, and suggest improvements to employees regarding their performance

ACCOUNTABILITY


Management Object Measures

Managers translate objectives into ongoing tactics and activities which are reviewed by level above them

Managers periodically, at interim review, and end of year review, perform a self-evaluation which is reviewed and revised as needed by level above

Lateral reviews are conducted to gain feedback from peers and other managers in the organization

Employees provide upward feedback on a manager’s success in keeping them informed


Time and StructureEstablish metrics or guidelines on time

needed to manage the work of others:Average of one hour a week per direct reportVariables – experience, length of service of

direct reports, personality issuesBuild this time into position descriptions,

expectations of senior management

TIME


The Business CaseAvoid direct ROI (return on investment) projects –

they are costly and time consumingInstead use concrete cost-of-poor-management

measures:Time to fill management or key staff vacanciesLoss opportunity / revenue due to key vacanciesCost or errors, missed deadlines

The two factors that most affect employee retentions and engagement:I have a boss that I respectI have challenging and meaningful work


SummaryThe three conditions that must be present for

a manager to succeed are development on key skills, holding them accountable for consequences and adequate time to manage

The ultimate cost of poor management is an overworked Human Resources Department which must make up for managers not doing their job


Additional Reading…The Practice of Management by Peter

Drucker, 1954.The New Manager’s Survival Manual by

Clay Carr, 1995.What Management Is and How it Works

and Why it is Everyone’s Business by Joan Magretta, 2002.

The Essential HR Handbook by Sharon Armstrong & Barbara Mitchell, 2008.

The Savvy Manager by Jane Flagello & Sandra B. Dugas, 2009.

why managers won’t manage and what hr can do about it

Documents

work skills

practice of management

quality of work

task forcesvolunteer

management success trianglewww

bad news

scenario good news

managers wont