I want someone to paraphrase my paper and this should be a same idea but in your own words.
-Current and emerging problems
1.competing practices: De
-Current and emerging problems
1.competing practices: Dealing with the competing business practices inside an association is a major challenge for an operation manager. The finance function of the business may prefer to communicate via email, for instance, while the human resources director may prefer written memos. These distinctions in business technique can detrimentally affect operations when they affect the adequacy or productivity of conveying quality merchandise and enterprises.
2.The new face of discrimination:discrimination include migrant and social origin discrimination globally.Managers need to be aware of discrimination liability related to economic adversity and discrimination against the unemployed.
3. Globalization:With a lot of companies leading operations globally and building workforces involved people from different nations. Managers will need to understand different cultures and business perspectives.
4. Leading the Talk: some employees will quickly conclude that there is no future for them in the company.
5. Control and Measure Results: there are always issues like pay, benefits, work environment, management and promotional opportunities to assess the progress over the long term.
6. Motivational Approaches:motivation is very important in the organization. Without motivated employees, it will be hard for them to be creative and work hard.
7.Employees satisfaction: Low morale and poor engagement levels often are signs of job dissatisfactionemployee satisfaction surveys are helpful in identifying working conditions that may be causing employees to be less than enthusiastic about their job.
8.Workplace Stress:workplace stress is a serious issue for managers and employees. If the employees stress they won’t do their job good.
9.Different personalities: Every employee is different than the other and each person brings a different personality type to the business. It is hard to manage all employee’s the same because each one of them are different than the other.
10. Undefined Goals: When goals are not clearly identified, the whole project and team can suffer. When upper management cannot agree to or support undefined goals, the project in question typically has little chance of succeeding
11. inadequate Skills for the Project A project sometimes requires skills that the project's contributors do not possess.
12.Goal setting:if the manager didn’t set goals for his employees it will be hard for them to finish their tasks. manager is tasked with helping employees set appropriate individual, team and departmental goals.
13. Recruitment and Selection: Finding a suitable candidate for the job from many .applicants is a basic problem for the human resource manager.
14. Emotional and Physical Stability of Employees: The human resource manager should maintain proper emotional balance of employees.
15. Dealing with Trade Union: Union members a big problem to HR managers. they are usually the people who oppose the company policies and procedures
16. Resistance to Change:changes in technology may result in anxiety and even resistance among employees. Technical changes can be seen specifically as threats by employees who envision that their roles within the company will be replaced by a machine or computer that can do the job cheaper or faster.
17. Limited Resources for Training: Limited resource for training is one of the challenges facing Human Resource Management. When training organization must have budgeted funds for accommodation, travelling and this needs money and the organization may not have the funds to facilitate this
18. avoiding recognition: When employees are not recognized for their accomplishments or are only criticized for their shortcomings, they don’t feel valued and work in a state of fear of making a mistake.
19. Failure to Listen: co-workers interrupting speakers or planning what they will say next instead of effectively listening.
20. Not Providing Feedback: failing to provide feedback is the most common mistake that managers make. When managers don't provide prompt feedback to their employees, they are depriving them of the opportunity to improve their performance.
21.Beeing too friendly: employees might take advantage on friendly managers and that’s an issue.
22.Productivity:HR managers should look at productivity levels to ensure that the business is operating efficiently. Where productivity is low, HR needs to know whether the problem is caused by poor working practices or lack of resources
23.Lack of clear strategy: lack of clear goals can interfere with performance management assessments, so can a lack of a clear strategy on how to achieve those goals.
24. Lack of Consistency: Poor performance management results can also stem from managers delivering inconsistent feedback. Mixed messages can cause confusion and resentment among employees, leading them to distrust the performance management reports
25.: Team Problems: teams must be dedicated to working toward an agreed goal. Should they experience personal disconnect with other team members, the team can become non-functional. These issues often stem from organizational or management.
-Best practices solutions to the listed problems
1.competing practices: Operation managers can end competing practices by founding wide-standards. Even in private companies where one individual may handle a few capacities, all colleagues ought to see how the association works and take after those methods. The operation managers job is to guarantee that everybody is utilizing similar strategies, is taking after similar approaches and is conveying straightforwardly
2.The new face of discrimination: in order to be a successful manager, they should be aware of discrimination liability related to economic adversity.
3.Globalization: Managers who are familiar with international laws and regulations can help their organizations adapt to new legislation.
4.leading the talk:HR Manager needs to advocate a diverse workforce by making assorted qualities apparent at all organizational levels. otherwise, a few representatives will rapidly presume that there is no future for them in the organization.
5.Control and measure results- HR Manager must lead normal authoritative evaluations on issues like pay, advantages, workplace, administration and limited time chances to survey the advance over the long term. There is also a need to create suitable measuring devices to gauge the effect of differences activities at the association through association wide input reviews and different techniques. Without appropriate control and assessment, some of these differing qualities activities may simply fail out, without resolving real issues that may surface because of working environment differences.
6.Motivational approaches:Managers must be able to utilize different motivational tools to encourage their employees to put in the required effort and increase productivity for the company.
7.Employees satisfaction: HR managers should discuss the survey results and their analyses with the organization's leadership to develop action plans for supervisors and managers. Action plans provide a road map for resolving employment issues and follow-up strategy for sustaining improvements.
8.Workplace stress: As managers, we must remember that our employees are real people with real lives both inside and outside of work. We also want to work to make sure that we are alleviators and mitigates of stress where appropriate, and not unnecessary agitators.
9.Different personalities: Employees need to be managed differently, based on their individual personalities.
10.Undefined Goals: The project manager must ask the right questions to establish and communicate clear goals from the outset.
11. Inadequate Skills for the Project: Project management training can help a project manager determine the needed competencies, assess the available workers and recommend training, outsourcing or hiring additional staff.
12: goal setting: manager is tasked with helping employees set appropriate individual, team and departmental goals. This involves assessing the abilities of staffers and developing time frames for the completion of goals.
13.Recruitment and Selection: HR managers have to make suitable changes from time to time in the selection procedure and see to it that the candidate is up to the mark fulfilling the job requirements. If required, the candidate should be provided with training to get quality results.
14. Emotional and Physical Stability of Employees: HR manager should try to understand the attitude, requirements and feelings of employees, and motivate them whenever and wherever required.
15: Dealing with Trade Union: Union members are to be handled skillfully as they are usually the people who oppose the company policies and procedures. Demands of the union and interests of the management should be matched properly.
16. Resistance to Change: Developing strategies to combat this resistance to change is key to the human resources manager's role. This starts by assuring employees of their worth and meaningful place within the business and by helping them to see the technology as an aid not a hindrance to their work.
17.Limited resources for trainings: the solution for this problem is to train the good employees so they can produce more and help the company with their knowledge.
18. avoiding recognition: Good managers have the ability to communicate effectively. This ability isn't just about delegating. It also encompasses efforts to actively let employees know they are valued.
19. Failure to listen:as a manager, I should Suggest that they focus on the person and the point they are making; to write notes later; and to keep their own contributions brief and relevant.
20.not providing feedback: To avoid this mistake, learn how to provide regular feedback https://www.mindtools.com/images/tooltip/reading-plus-grey.gif to your team
21.Being too friendly: make sure that you set clear boundaries https://www.mindtools.com/images/tooltip/reading-plus-grey.gif, so that team members aren't tempted to take advantage of you.
22. Productivity: Using an integrated HR software platform, senior management and the HR team can store and analyse the T&M data collaboratively. The HR system can also retain this data to provide historical context for later studies to provide a benchmark and to accurately measure improvements made.
23.Lack of clear strategy: Leaders must provide guidance and plans for their subordinates to follow.
24.Lack of Consistency: Managers must maintain consistent tone and content in their feedback to workers if they want to ensure implementation of any performance management recommendations.
25.Team problems: Managers must offer constant feedback and foster cohesiveness. When facing team issues, managers must diagnose the problem and take immediate corrective action to avoid more serious performance breakdowns.
-Buzzwords and terminology in people management:
1.Consumerised HR Technology:This term refers to building solutions that are easy for your employees and managers to navigate so they can easily find, enter or update their information, and collaborate with their team.
2. Applification:Mobile apps are the future of HRIS – and they are different and more powerful than typical browser-based web systems. As an example, progressive companies are already starting to utilize culture and feedback apps.
3.Boomerang Employees: A boomerang employee is one that leaves a company only to return later. With social interaction platforms like LinkedIn and Facebook it makes it easier for former employees to stay connected with former employers.
4. Predictive Analytics: Adding predictive analytics to your people management reporting takes data beyond simply reporting numbers – predictive models take patterns found in historical and transactional data to identify potential risks and opportunities, and predict future outcomes and trends for your business.
5. Wearable TechnologyWearable technology (also called wearable gadgets) is a category of technology devices that can be worn by employees and often include tracking information related to health and fitness.
6. Datafication: This term refers to turning aspects of information into computerized data, then transforming this information into new forms of value. In HR, one example of datafication is the increasing ability to use Talent Analytics to understand more and more about our people, HR practices and processes, and external demographics.
7. Performance Feedback: Performance management is evolving from something that was typically completed by managers in a set time frame to a more frequent feedback system that includes employees’ manager, peers and clients.
8.Employer Branding: This terms reflects promoting a company, or an organization, as the employer of choice to a desired target group, one which a company needs and wants to recruit and retain. Often a joint effort between the HR and Marketing teams.
9.social HR:Social HR is the name given to the practice of using social media platforms for HR functions. Social HR is often used for recruitment, but is now used to boost employee engagement, improve employee development, and facilitate internal discussions.
10.HR Content: HR can get buried in the content avalanche—which includes paper, video, recruiting materials, employee communications, total rewards, email, social media, portals and other formats.
11.Mission Critical: The mission critical refers to any part of a project that cannot be eliminated. Oftentimes certain tasks need to be completed on time for the project to keep moving forward.
12.Synergy: Synergy comes from a Greek word. It means that two different things can work together to produce a successful outcome.
13.Zero Sum Game: Zero sum game comes from game and economic theory. This means that a person’s gains and losses are matched by his opponent's gains and losses. Basically, there are no gains or losses.
14.Game Theory : often used in project management. The goals are to keep the project moving forward and the team players motivated
15. bandwidth: the energy, time or general mental capacity to deal with a situation
16. nowcast:a description of an economic or political situation based on analysis of information at the present
17. Growth hacker: A marketer or entrepreneur who understands social technologies and other techniques for efficiently and quickly attracting new users.
18,Return on relationship (ROR): Similar to ROI (return on investment), but referring to the loyalty and recommendations that can arise from nurturing relationships.
19. Out of pocket: Used to refer to expenses paid personally rather than by an employer. Now also used as a synonym for “unavailable” or “out of the office”. For example, “I won’t be on email next week because I’ll be out of pocket at a conference”. May have developed from working with smartphones which, of course, are kept in your pocket.
20.Elevator pitch: A very brief and concise speech or presentation.
21. Learnings: Seemingly useless buzzword that adds nothing to “learning”.
22. Long pole of the tent: Commonly used to describe the biggest problem.
23.Circle back: Mainly middle management buzzword for wanting to discuss an issue further down the track.
24. SWAT team: Like its law enforcement namesake, this is a group of experts (almost always senior management) within an organisation that can rapidly mobilise to either solve a problem or harness an opportunity.
25. Call up to the majors: To be offered a promotion.
-Ways to increase productivity & innovation
1. Create system of accountability for your team: Public accountability triggers the willpower to work harder and better.
2.Set standards for communication: If you make your communication expectations clear, you’ll mitigate the communication issues that so often bottleneck projects.
3.improve the way you meetings.: Eliminate excessive meetings, only invite people who need to be involved, create a goal-oriented agenda, and end every meeting with “next steps.” And ask the right questions during meetings, so that your time together isn’t wasted.
4. Respect employees as individuals, in addition to the job they do. Respect can be a simple but powerful motivator. when employees feel genuinely respected they’re much more likely to help a company succeed.
5. Focus on trust: Trust is important in any team. Trust builds over time and team members learn to trust one another through interactions.
6. use team member surveys: In order to invest in people in the team and track progress, use team member surveys to know problem areas and provide actionable solutions
7.Consistently measure overall employee activity and productivity: measuring productivity to increase ROI is like sales and marketing data. In order to increase number of leads, you have to start counting those leads. If you want to increase sales, understanding the source of current sales is imperative.
8. Set goals and use results to help employees grow: Managers should have regular check-ins about goals and progress, just like any other critical KPI. For example, goals could include a 10 percent increase in sales, a 10 percent satisfaction in support and 5 percent less time spent on entertainment websites.
9. Know your employees background: Understanding your employee’s motivation will allow you to structure a support system that is both beneficial and motivating for each employee.
10. Give them the right equipment: Make sure that the everyday equipment in the office works!
11.Take advantage of technology: embrace and encourage new trends, devices, and software as they appear. Allow your workers to bring their own devices for business purposes.
12.Measure everything: Keep an eye on all the metrics that matter for your team, from hours worked and reports produced to productivity per hour
13: Brainstorm regularly. Meet with your team periodically to exchange ideas on how best to achieve your strategic priorities and improve processes and procedures.
14: Set and track efficiency goals. Once you’ve pared your ideas down to size and set goals with your team, set specific schedules for achievement.
15.TrainingTo work together successfully: your team should be trained to recognize the value of accepting new ideas and trusting opinions from all members
Emerging people management trends
1. The rise of the extended workforce.: Companies will be increasingly composed of an ever-shifting, global network of contractors, business partners and outsourcing providers. HR teams may have to pay as much attention to people outside of the organization as to those inside.
2. Managing individuals.: instead of managing a workforce with a one-size-fits-all approach, HR will treat each employee as a “workforce of one” with unique needs and preferences, and will customize employee incentives accordingly.
3. Technology advances radically disrupt HR. Technology will integrate talent management into the fabric of everyday business. HR IT will become a vital component of an organization characterized by social media, cloud computing, mobility, and Big Data.
4. The global talent map loses its borders.: With a mismatch between areas of supply and demand of jobs globally, companies will be composed of highly diverse workforces. HR will need to adopt new recruitment strategies to effectively match talent with task across the world.
5. HR drives the agile organization. The world is becoming increasingly unpredictable and organizations that can adapt to changing business conditions will outperform the competition. HR will fundamentally reshape itself to enable new organizations designed around nimble and responsive talent.
6. Talent management meets the science of human behavior. As new discoveries into brain science and human behavior are emerging – and companies are using analytics to achieve improved results – HR will begin to arm itself with the tools and insights of a scientist to achieve better performances from their workforces.
7. Social media drives the democratization of work. Social media is pervading the workplace and making it easier for employees to exchange information and ideas online. HR will need to play a vital role in helping build effective organizational cultures that support this, as well as incentives and processes for knowledge sharing, innovation and engagement.
8. HR must navigate risk and privacy in a more complex world. As the internet continues to break down information barriers, HR will adopt risk management strategies covering everything from protecting confidential information and data, to risks associated with weak hiring or turnover of talent.
9. HR expands its reach to deliver seamless employee experiences. HR will evolve from being a clearly defined, stand-alone function to one that collaborates closely with other parts of the business, such as IT, strategy and marketing, to deliver well-rounded HR and talent management processes.
10. Tapping skills anywhere, anytime. Skills gaps are widening and HR will be increasingly hard pressed to ensure their organizations have the right people. HR will need to develop initiatives to be able to quickly tap skills when and where they are needed.
11.Influence of social media: Social Media plays a major role in the HR. In Social HR, the online social media platforms are used to fulal the HR functions likewise in recruiting also most notably recruitment, but also including employee engagement and internal discussions and Social recruiting falls into two different categories
12. Work-force Diversity: In the past HRM was considerably simpler because our work force was strikingly homogeneous. Today's work force comprises of people of different work force. One means of achieving that is through the organization's beneath package leads to the family friendly organization.
Speak with numbers - How specifically will you define and measure success as a manager:
1.New hire performance metrics: This metric is used by 51% of companies. It considered one of the most popular measuring quality of hire. For example, it includes any kind of measurements that indicate a new hire adds value, like meeting sales quota, delivering number of product units or achieving customer satisfaction ratings. Example % increasing the speed of their work over time.
2. performance turnover:This involves weighting voluntary turnover based on the performance rating or the ranking of the individual. Example Our turnover is 20%, but our competitors is 4%
3.Hiring manager satisfaction ratings: It’s used by 41% of the companies. They show how impressed hiring managers are with the quality of their company’s hiring process and their eventual hires. Example How satisfied are you with the customer service or courtesy of the recruiters serving you? (on a scale of 1 to 10)
4.Employee Goals and Evaluation: create measurable goals and received adequate feedback during employee evaluations. Example they are 10% more productive for the company they work for and more invested in the company's success.
5. Teamwork and Rewards:Working as a team, whether on a project or during a team-building activity can aid in retention. Rewards can increase 7% or the employee’s productivity.
6.Quality of hire to make comparisons:Quality of hiring can be used to make even more useful comparisons. For example, connecting quality of hiring with other metrics like source of hire can be good for adjusting recruiting strategies to get more return on investment from different sources up to %10.
7. Set performance objectives:Develop the main performance objectives for the job to describe the position. These performance objectives are a critical part of measuring.
8. Email conversion rates: Job candidates today want meaningful careers. Making sure email content is compelling, specific and to-the-point can significantly impact conversion rates. Recruiters should aim for response rates that are 50% or higher.
9. Culture-fit surveys: Culture-fit surveys can help companies assess the culture of their organization. By having the workforce frequently rate how satisfied and connected they are with company culture and values, companies can determine strengths and weaknesses and whether teams are aligned with company values.
10.Revenue per employee: the most common way to measure employee productivity is revenue per employee. This metric helps companies keep track of the revenue that is created or lost in proportion to the number of employees in an organization. Revenue per employee is also useful when assessing other metrics like turnover costs and cost-to-hire.aling with the competing business practices inside an association is a major challenge for an operation manager. The finance function of the business may prefer to communicate via email, for instance, while the human resources director may prefer written memos. These distinctions in business technique can detrimentally affect operations when they affect the adequacy or productivity of conveying quality merchandise and enterprises.
2.The new face of discrimination:discrimination include migrant and social origin discrimination globally.Managers need to be aware of discrimination liability related to economic adversity and discrimination against the unemployed.
3. Globalization:With a lot of companies leading operations globally and building workforces involved people from different nations. Managers will need to understand different cultures and business perspectives.
4. Leading the Talk: some employees will quickly conclude that there is no future for them in the company.
5. Control and Measure Results: there are always issues like pay, benefits, work environment, management and promotional opportunities to assess the progress over the long term.
6. Motivational Approaches:motivation is very important in the organization. Without motivated employees, it will be hard for them to be creative and work hard.
7.Employees satisfaction: Low morale and poor engagement levels often are signs of job dissatisfactionemployee satisfaction surveys are helpful in identifying working conditions that may be causing employees to be less than enthusiastic about their job.
8.Workplace Stress:workplace stress is a serious issue for managers and employees. If the employees stress they won’t do their job good.
9.Different personalities: Every employee is different than the other and each person brings a different personality type to the business. It is hard to manage all employee’s the same because each one of them are different than the other.
10. Undefined Goals: When goals are not clearly identified, the whole project and team can suffer. When upper management cannot agree to or support undefined goals, the project in question typically has little chance of succeeding
11. inadequate Skills for the Project A project sometimes requires skills that the project's contributors do not possess.
12.Goal setting:if the manager didn’t set goals for his employees it will be hard for them to finish their tasks. manager is tasked with helping employees set appropriate individual, team and departmental goals.
13. Recruitment and Selection: Finding a suitable candidate for the job from many .applicants is a basic problem for the human resource manager.
14. Emotional and Physical Stability of Employees: The human resource manager should maintain proper emotional balance of employees.
15. Dealing with Trade Union: Union members a big problem to HR managers. they are usually the people who oppose the company policies and procedures
16. Resistance to Change:changes in technology may result in anxiety and even resistance among employees. Technical changes can be seen specifically as threats by employees who envision that their roles within the company will be replaced by a machine or computer that can do the job cheaper or faster.
17. Limited Resources for Training: Limited resource for training is one of the challenges facing Human Resource Management. When training organization must have budgeted funds for accommodation, travelling and this needs money and the organization may not have the funds to facilitate this
18. avoiding recognition: When employees are not recognized for their accomplishments or are only criticized for their shortcomings, they don’t feel valued and work in a state of fear of making a mistake.
19. Failure to Listen: co-workers interrupting speakers or planning what they will say next instead of effectively listening.
20. Not Providing Feedback: failing to provide feedback is the most common mistake that managers make. When managers don't provide prompt feedback to their employees, they are depriving them of the opportunity to improve their performance.
21.Beeing too friendly: employees might take advantage on friendly managers and that’s an issue.
22.Productivity:HR managers should look at productivity levels to ensure that the business is operating efficiently. Where productivity is low, HR needs to know whether the problem is caused by poor working practices or lack of resources.
23.Lack of clear strategy: lack of clear goals can interfere with performance management assessments, so can a lack of a clear strategy on how to achieve those goals.
24. Lack of Consistency: Poor performance management results can also stem from managers delivering inconsistent feedback. Mixed messages can cause confusion and resentment among employees, leading them to distrust the performance management reports
25.: Team Problems: teams must be dedicated to working toward an agreed goal. Should they experience personal disconnect with other team members, the team can become non-functional. These issues often stem from organizational or management.
-Best practices solutions to the listed problems
1.competing practices: Operation managers can end competing practices by founding wide-standards. Even in private companies where one individual may handle a few capacities, all colleagues ought to see how the association works and take after those methods. The operation managers job is to guarantee that everybody is utilizing similar strategies, is taking after similar approaches and is conveying straightforwardly
2.The new face of discrimination: in order to be a successful manager, they should be aware of discrimination liability related to economic adversity.
3.Globalization: Managers who are familiar with international laws and regulations can help their organizations adapt to new legislation.
4.leading the talk:HR Manager needs to advocate a diverse workforce by making assorted qualities apparent at all organizational levels. otherwise, a few representatives will rapidly presume that there is no future for them in the organization.
5.Control and measure results- HR Manager must lead normal authoritative evaluations on issues like pay, advantages, workplace, administration and limited time chances to survey the advance over the long term. There is also a need to create suitable measuring devices to gauge the effect of differences activities at the association through association wide input reviews and different techniques. Without appropriate control and assessment, some of these differing qualities activities may simply fail out, without resolving real issues that may surface because of working environment differences.
6.Motivational approaches:Managers must be able to utilize different motivational tools to encourage their employees to put in the required effort and increase productivity for the company.
7.Employees satisfaction: HR managers should discuss the survey results and their analyses with the organization's leadership todevelop action plans for supervisors and managers. Action plans provide a road map for resolving employment issues and follow-up strategy for sustaining improvements.
8.Workplace stress: As managers, we must remember that our employees are real people with real lives both inside and outside of work. We also want to work to make sure that we are alleviators and mitigates of stress where appropriate, and not unnecessary agitators.
9.Different personalities: Employees need to be managed differently, based on their individual personalities.
10.Undefined Goals: The project manager must ask the right questions to establish and communicate clear goals from the outset.
11. Inadequate Skills for the Project: Project management training can help a project manager determine the needed competencies, assess the available workers and recommend training, outsourcing or hiring additional staff.
12: goal setting: manager is tasked with helping employees set appropriate individual, team and departmental goals. This involves assessing the abilities of staffers and developing time frames for the completion of goals.
13.Recruitment and Selection: HR managers have to make suitable changes from time to time in the selection procedure and see to it that the candidate is up to the mark fulfilling the job requirements. If required, the candidate should be provided with training to get quality results.
14. Emotional and Physical Stability of Employees: HR manager should try to understand the attitude, requirements and feelings of employees, and motivate them whenever and wherever required.
15: Dealing with Trade Union: Union members are to be handled skillfully as they are usually the people who oppose the company policies and procedures. Demands of the union and interests of the management should be matched properly.
16. Resistance to Change: Developing strategies to combat this resistance to change is key to the human resources manager's role. This starts by assuring employees of their worth and meaningful place within the business and by helping them to see the technology as an aid not a hindrance to their work.
17.Limited resources for trainings: the solution for this problem is to train the good employees so they can produce more and help the company with their knowledge.
18. avoiding recognition: Good managers have the ability to communicate effectively. This ability isn't just about delegating. It also encompasses efforts to actively let employees know they are valued.
19. Failure to listen:as a manager, I should Suggest that they focus on the person and the point they are making; to write notes later; and to keep their own contributions brief and relevant.
20.not providing feedback: To avoid this mistake, learn how to provide regular feedback https://www.mindtools.com/images/tooltip/reading-plus-grey.gif to your team
21.Being too friendly: make sure that you set clear boundaries https://www.mindtools.com/images/tooltip/reading-plus-grey.gif, so that team members aren't tempted to take advantage of you.
22. Productivity: Using an integrated HR software platform, senior management and the HR team can store and analyse the T&M data collaboratively. The HR system can also retain this data to provide historical context for later studies to provide a benchmark and to accurately measure improvements made.
23.Lack of clear strategy: Leaders must provide guidance and plans for their subordinates to follow.
24.Lack of Consistency: Managers must maintain consistent tone and content in their feedback to workers if they want to ensure implementation of any performance management recommendations.
25.Team problems: Managers must offer constant feedback and foster cohesiveness. When facing team issues, managers must diagnose the problem and take immediate corrective action to avoid more serious performance breakdowns.
-Buzzwords and terminology in people management:
1.Consumerised HR Technology:This term refers to building solutions that are easy for your employees and managers to navigate so they can easily find, enter or update their information, and collaborate with their team.
2. Applification:Mobile apps are the future of HRIS – and they are different and more powerful than typical browser-based we systems. As an example, progressive companies are already starting to utilize culture and feedback apps.
3.Boomerang Employees: A boomerang employee is one that leaves a company only to return later. With social interaction platforms like LinkedIn and Facebook it makes it easier for former employees to stay connected with former employers.
4. Predictive Analytics: Adding predictive analytics to your people management reporting takes data beyond simply reporting numbers – predictive models take patterns found in historical and transactional data to identify potential risks and opportunities, and predict future outcomes and trends for your business.
5. Wearable TechnologyWearable technology (also called wearable gadgets) is a category of technology devices that can be worn by employees and often include tracking information related to health and fitness.
6. Datafication: This term refers to turning aspects of information into computerized data, then transforming this information into new forms of value. In HR, one example of datafication is the increasing ability to use Talent Analytics to understand more and more about our people, HR practices and processes, and external demographics.
7. Performance Feedback: Performance management is evolving from something that was typically completed by managers in a set time frame to a more frequent feedback system that includes employees’ manager, peers and clients.
8.Employer Branding: This terms reflects promoting a company, or an organization, as the employer of choice to a desired target group, one which a company needs and wants to recruit and retain. Often a joint effort between the HR and Marketing teams.
9.social HR:Social HR is the name given to the practice of using social media platforms for HR functions. Social HR is often used for recruitment, but is now used to boost employee engagement, improve employee development, and facilitate internal discussions.
10.HR Content: HR can get buried in the content avalanche—which includes paper, video, recruiting materials, employee communications, total rewards, email, social media, portals and other formats.
11.Mission Critical: The mission critical refers to any part of a project that cannot be eliminated. Oftentimes certain tasks need to be completed on time for the project to keep moving forward.
12.Synergy: Synergy comes from a Greek word. It means that two different things can work together to produce a successful outcome.
13.Zero Sum Game: Zero sum game comes from game and economic theory. This means that a person’s gains and losses are matched by his opponent's gains and losses. Basically, there are no gains or losses.
14.Game Theory : often used in project management. The goals are to keep the project moving forward and the team players motivated
15. bandwidth: the energy, time or general mental capacity to deal with a situation
16. nowcast:a description of an economic or political situation based on analysis of information at the present
17. Growth hacker: A marketer or entrepreneur who understands social technologies and other techniques for efficiently and quickly attracting new users.
18,Return on relationship (ROR): Similar to ROI (return on investment), but referring to the loyalty and recommendations that can arise from nurturing relationships.
19. Out of pocket: Used to refer to expenses paid personally rather than by an employer. Now also used as a synonym for “unavailable” or “out of the office”. For example, “I won’t be on email next week because I’ll be out of pocket at a conference”. May have developed from working with smartphones which, of course, are kept in your pocket.
20.Elevator pitch: A very brief and concise speech or presentation.
21. Learnings: Seemingly useless buzzword that adds nothing to “learning”.
22. Long pole of the tent: Commonly used to describe the biggest problem.
23. Circle back: Mainly middle management buzzword for wanting to discuss an issue further down the track.
24. SWAT team: Like its law enforcement namesake, this is a group of experts (almost always senior management) within an organisation that can rapidly mobilise to either solve a problem or harness an opportunity.
25. Call up to the majors: To be offered a promotion.
-Ways to increase productivity & innovation
1. Create system of accountability for your team: Public accountability triggers the willpower to work harder and better.
2.Set standards for communication: If you make your communication expectations clear, you’ll mitigate the communication issues that so often bottleneck projects.
3.improve the way you meetings.: Eliminate excessive meetings, only invite people who need to be involved, create a goal-oriented agenda, and end every meeting with “next steps.” And ask the right questions during meetings, so that your time together isn’t wasted.
4. Respect employees as individuals, in addition to the job they do. Respect can be a simple but powerful motivator. when employees feel genuinely respected they’re much more likely to help a company succeed.
5. Focus on trust: Trust is important in any team. Trust builds over time and team members learn to trust one another through interactions.
6. use team member surveys: In order to invest in people in the team and track progress, use team member surveys to know problem areas and provide actionable solutions
7.Consistently measure overall employee activity and productivity: measuring productivity to increase ROI is like sales and marketing data. In order to increase number of leads, you have to start counting those leads. If you want to increase sales, understanding the source of current sales is imperative.
8. Set goals and use results to help employees grow: Managers should have regular check-ins about goals and progress, just like any other critical KPI. For example, goals could include a 10 percent increase in sales, a 10 percent satisfaction in support and 5 percent less time spent on entertainment websites.
9. Know your employees background: Understanding your employee’s motivation will allow you to structure a support system that is both beneficial and motivating for each employee.
10. Give them the right equipment: Make sure that the everyday equipment in the office works!
11.Take advantage of technology: embrace and encourage new trends, devices, and software as they appear. Allow your workers to bring their own devices for business purposes.
12.Measure everything: Keep an eye on all the metrics that matter for your team, from hours worked and reports produced to productivity per hour
13: Brainstorm regularly. Meet with your team periodically to exchange ideas on how best to achieve your strategic priorities and improve processes and procedures.
14: Set and track efficiency goals. Once you’ve pared your ideas down to size and set goals with your team, set specific schedules for achievement.
15.TrainingTo work together successfully: your team should be trained to recognize the value of accepting new ideas and trusting opinions from all members
Emerging people management trends
1. The rise of the extended workforce.: Companies will be increasingly composed of an ever-shifting, global network of contractors, business partners and outsourcing providers. HR teams may have to pay as much attention to people outside of the organization as to those inside.
2. Managing individuals.: instead of managing a workforce with a one-size-fits-all approach, HR will treat each employee as a “workforce of one” with unique needs and preferences, and will customize employee incentives accordingly.
3. Technology advances radically disrupt HR. Technology will integrate talent management into the fabric of everyday business. HR IT will become a vital component of an organization characterized by social media, cloud computing, mobility, and Big Data.
4. The global talent map loses its borders.: With a mismatch between areas of supply and demand of jobs globally, companies will be composed of highly diverse workforces. HR will need to adopt new recruitment strategies to effectively match talent with task across the world.
5. HR drives the agile organization. The world is becoming increasingly unpredictable and organizations that can adapt to changing business conditions will outperform the competition. HR will fundamentally reshape itself to enable new organizations designed around nimble and responsive talent.
6. Talent management meets the science of human behavior. As new discoveries into brain science and human behavior are emerging – and companies are using analytics to achieve improved results – HR will begin to arm itself with the tools and insights of a scientist to achieve better performances from their workforces.
7. Social media drives the democratization of work. Social media is pervading the workplace and making it easier for employees to exchange information and ideas online. HR will need to play a vital role in helping build effective organizational cultures that support this, as well as incentives and processes for knowledge sharing, innovation and engagement.
8. HR must navigate risk and privacy in a more complex world. As the internet continues to break down information barriers, HR will adopt risk management strategies covering everything from protecting confidential information and data, to risks associated with weak hiring or turnover of talent.
9. HR expands its reach to deliver seamless employee experiences. HR will evolve from being a clearly defined, stand-alone function to one that collaborates closely with other parts of the business, such as IT, strategy and marketing, to deliver well-rounded HR and talent management processes.
10. Tapping skills anywhere, anytime. Skills gaps are widening and HR will be increasingly hard pressed to ensure their organizations have the right people. HR will need to develop initiatives to be able to quickly tap skills when and where they are needed.
11.Influence of social media: Social Media plays a major role in the HR. In Social HR, the online social media platforms are used to fulal the HR functions likewise in recruiting also most notably recruitment, but also including employee engagement and internal discussions and Social recruiting falls into two different categories
12. Work-force Diversity: In the past HRM was considerably simpler because our work force was strikingly homogeneous. Today's work force comprises of people of different work force. One means of achieving that is through the organization's beneath package leads to the family friendly organization.
Speak with numbers - How specifically will you define and measure success as a manager:
1.New hire performance metrics: This metric is used by 51% of companies. It considered one of the most popular measuring quality of hire. For example, it includes any kind of measurements that indicate a new hire adds value, like meeting sales quota, delivering number of product units or achieving customer satisfaction ratings. Example % increasing the speed of their work over time.
2. performance turnover:This involves weighting voluntary turnover based on the performance rating or the ranking of the individual. Example Our turnover is 20%, but our competitors is 4%
3.Hiring manager satisfaction ratings: It’s used by 41% of the companies. They show how impressed hiring managers are with the quality of their company’s hiring process and their eventual hires. Example How satisfied are you with the customer service or courtesy of the recruiters serving you? (on a scale of 1 to 10)
4.Employee Goals and Evaluation: create measurable goals and received adequate feedback during employee evaluations. Example they are 10% more productive for the company they work for and more invested in the company's success.
5. Teamwork and Rewards:Working as a team, whether on a project or during a team-building activity can aid in retention. Rewards can increase 7% or the employee’s productivity.
6.Quality of hire to make comparisons:Quality of hiring can be used to make even more useful comparisons. For example, connecting quality of hiring with other metrics like source of hire can be good for adjusting recruiting strategies to get more return on investment from different sources up to %10.
7. Set performance objectives:Develop the main performance objectives for the job to describe the position. These performance objectives are a critical part of measuring.
8. Email conversion rates: Job candidates today want meaningful careers. Making sure email content is compelling, specific and to-the-point can significantly impact conversion rates. Recruiters should aim for response rates that are 50% or higher.
9. Culture-fit surveys: Culture-fit surveys can help companies assess the culture of their organization. By having the workforce frequently rate how satisfied and connected they are with company culture and values, companies can determine strengths and weaknesses and whether teams are aligned with company values.
10.Revenue per employee: the most common way to measure employee productivity is revenue per employee. This metric helps companies keep track of the revenue that is created or lost in proportion to the number of employees in an organization. Revenue per employee is also useful when assessing other metrics like turnover costs and cost-to-hire.