Managing Human Resources

Managing
Human Resources
Rodney Overton
Martin Books
Success in Business
Published by Martin Books Pty Ltd
ACN 112 719 052
20 Blackwoods Road
Boat Harbour NSW 2484
Australia
Tel: (61 2) 6679 1051

Fax: (61 2) 6679 1535
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Web: www.martinbooks.com.au
Copyright 2002-2007 Martin Books
All rights reserved. No part of this book may be reproduced or transmitted in

any form or by any means, electronic or mechanical, including photocopying,
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permission in writing from the publisher
National Library of Australia

Cataloguing- in-Publication entry:
Overton, Rodney
Managing Human Resources
ISBN 978-1-921360-44-2
■ First published 2002 in soft cover

■ eBOOK version September 2007
The writer - Rodney Overton
is an international award winning
writer (published in four languages)
of more than twenty-five popular
business skills ‘how-to’ books
covering a wide range of business,
human resources, management,
planning and sales and marketing
topics.
Publishers in a number of overseas
countries produce and distribute
localised versions of these books.
He works as business consultant
and strategist and has wide
experience in facilitating, writing and
developing business training
courses.
rodney@sydneybusinesscentre.com
Martin Books have a combined range of more than 100 books,

CD ROMs and Training Facilitators Manuals available, covering
areas of business such as Administration, Planning, Finance,
Human Resources, Management, Marketing, Sales and Small
Business.
We also have a Training Facilitators Manual available for a
training course titled HUMAN RESOURCES. Our books are
distributed and published in three languages in a number of
overseas countries.
Foreword
This book is an enlarged and vastly revised version of a similar and very popular title
which was first published in 1994 with subsequent numerous reprints.
More than ever the management of Human Resources in any organisation is a key
success factor.
Many people would agree that Human Resources Management is one of the most
difficult tasks in operating a business - if not the most difficult.
Increasingly in many cases the only difference between companies selling similar
products or services at almost identical prices and identical trading terms is their
people. Thus, maximising the potential of your people is of paramount importance in
business.
Successful Human Resources involves many stages from recruitment to induction,
training and ideally promotion to mention but a few stages.
Many organisations fail to harness and utilise their most valuable and potentially
their most lucrative resource - their people.
To do this successfully of course involves motivation and making people feel that
they are an important part of the business.
The business press on almost a daily basis gives coverage to the latest round of
retrenchments which often fly in the face of sound Human Resource management.
A recent and highly publicised case of a major retail chain hiring a new CEO was
followed a short time after by news of major retrenchments by the new CEO!
This book is intended as an aid for those who wish to study and learn the basics of
Human Resources and to act as a prompt for those wishing to write their own Human
Resources manual - from the novice small business operator to Human Resource
professionals.
We currently have a combined range of more than 100 books, CD ROMs and
Training Facilitators Manuals available, covering areas of business such as Business
Administration, Business Planning, Finance, Human Resources, Management,
Marketing, Sales and Small Business. Our books are distributed and published in three
languages in a number of overseas countries.
We also have a Training Facilitators Manual available on this topic.
Finally, special thanks to all those people who have purchased our books - our
customer list reads like a who’s who of Australian business.
We welcome your feedback, comments and suggestions.
Rodney Overton
September 2007
rodney@sydneybusinesscentre.com
Table of contents
1 Human Resource Planning and Development (H.R.P.D.)..........1
• What is Human Resources?.............................................................2
• The role of the Human Resources Manager.....................................3
• Human Resources Planning and Development (HRPD).................... 4
• Human Resource Policies.................................................................5
• Steps in the Human Resources process...................................... 6-8
• An organisation and its stakeholders...............................................9
• The politics of Human Resources...................................................10
• What should staff contribute to the business?.............................. 11
• Components of Human Resources........................................... 12-16
2 Recruitment, Induction and Integration................................... 17

• Staff recruitment.............................................................................18
• Basic requirements for recruitment................................................19
• Steps in the recruitment process................................................... 20
• Writing a Job Description................................................................21
• How to recruit and keep the best staff.....................................22-23
• The interview process................................................................... 24
• Some interview questions..............................................................25
• How to interview............................................................................26
• A 10 step hiring process................................................................27
• Body language................................................................................28
• Salary packages.............................................................................29
• An Interview Evaluation..................................................................30
• A press release - new personnel..................................................31
• Induction of new staff....................................................................32
• Internal integration.......................................................................... 33
• Planning for and managing replacement and restaffing...........34, 35
• Why do people fail?........................................................................36
• Disengagement interviews.............................................................37
• How to keep your staff interested................................................. 38
3 Organisations and people...........................................................39

• Mission statements.........................................................................40
• Communication................................................................................41
• Six steps to managing your career................................................ 42
• Meetings......................................................................................... 43
• Organisational structure.................................................................44
• Typology of organisations..............................................................45
• Bureaucracy...................................................................................46
• Managing change........................................................................... 47
• Executing change...........................................................................47
• Work cultures................................................................................. 49
• Company culture.......................................................................50, 51
• Cultural attributes............................................................................52
• Crisis Management......................................................................... 53
• Downsizing.....................................................................................54
• Some Peter Principles Occupational Health & Safety.....................55
• Discrimination..................................................................................56
• An employee handbook .................................................................57
• Code of conduct.............................................................................58
• Negotiation......................................................................................59
• Creative negotiation........................................................................60
• The process of negotiation.............................................................61
• The negotiation conference............................................................62
• Questions....................................................................................... 63
• My Job - My Role............................................................................ 64
4 Leadership and Motivation.........................................................65

• Leadership ............................................................................... 66-69
• Empowerment.................................................................................69
• Future vision...................................................................................70
• Leading a team............................................................................... 72
• Motivation..................................................................................73, 74
• Maslow’s hierarchy of needs.........................................................75
• Motivation and needs......................................................................76
• Motivation by shareholding.............................................................77
• The people working for you will expect.........................................78
• Determinants of behaviour............................................................. 79
• Productivity and motivation.............................................................80
• Does your workplace suffer morale problems?.............................81
• Stress and work.............................................................................82
• What attributes do you require to be a workaholic?...................... 83
• Retaining scarce talent...................................................................84
• Leadership quiz..............................................................................85
5 Training and Evaluation................................................................86

• Competency Based Training...........................................................87
• Recognition of Prior Learning......................................................... 88
• Training Needs Analysis, Empowerment........................................89
• Evaluating personal strengths .......................................................90
• Setting personal goals and objectives............................................91
• Staff Appraisals............................................................................. 92
• A Performance Review..................................................................93
• A Rating Form for Management......................................................94
6 Case Studies................................................................................. 95
• An efficient office...........................................................................96
• The changing world of work..........................................................96
• Human Resources check list..........................................................97
• Economies of scale........................................................................ 98
• Community obligations and charities...............................................99
• State sales administration.............................................................100
• Some acronyms............................................................................101
• Interstate branches...................................................................... 102
• some people adages.................................................................... 103
• Personality attributes....................................................................104
• Determinants of personality..........................................................105
• Personality traits...........................................................................106
• Some euphemistic translations.....................................................107
• Rating your manager.................................................................... 108
• Are you a people person?............................................................109
• Some Mistakes Candidates Make at Job Interviews.............110, 111
Index.................................................................................................112
1
Human Resource
Planning and Development
What is Human Resources?

Human Resources (HR) - the people employed by an organisation and the
use of their skills in that organisation - is readily acknowledged as the
greatest resource that any organisation possesses.
However, out of all the countless tasks in the management of your
business operation, the management of people is arguably the most
difficult aspect of any business and the cause of many problems.
Human Resource issues can lead to tension, bad blood, arguments,
disputes, cliques and them and us mentalities.
The management of many organisations are proud to boast about their
good Human Resource policies while at the same time they have their
people offside.
Their people are complaining to each other about the reserved car
spaces for management, (to save the managers from having to walk an
extra few metres), special toilets for staff and exclusive management
dining rooms.
Many organisations have no reserved car spaces. Those who arrive at
work first get to choose their car spot.
Conversely many very successful organisations claim a major reason
for their success is their people.
Human Resource managers should constantly ask themselves, “Why
would someone want to come and work in this organisation?”
Can you gain more from your people by empowering them?
Can you increase the ability of your people to achieve by enhancing
their self-esteem and improving their skill set?
A well established definition of Human Resources is:

Human Resources Management should be running their
companies so people get more satisfaction from their work.
HR Managers have a responsibility to recruit, develop and
motivate a team to produce defined results.
The greatest resource / asset of any business is its people.
Your most precious possession is not your financial assets.

Your most precious possession is the people you have working there,
and what they carry around in their heads, and their ability to work
together.
Robert Reich
2
1-Human Resource Planning and Development
The Role of the Human Resources Manager

An effective Human Resources Manager may be responsible for all of
these areas, and many others as well:
• Understanding the needs and requirements of management and the
organisation.
• Be responsible for Planning, Staffing, Directing and Controlling in the
Human Resources area.
• Provide and encourage a motivational environment.
• Be responsible for hiring and training employees / staff.
• Be responsible for providing job descriptions.
• Be responsible for evaluating and comparing the performance of
employees / staff.
• Establish methods for reviewing performance.
• Establish quantitative control standards.
• Contribute to work force morale.
• Co-ordinate other Human Resources functions.
• Convene Human Resources meetings.
• Be a spokesperson and figurehead for the organisation in Human
Resource matters.
3
Human Resource Planning and Development (HRPD)

Any company controls a portfolio of the most powerful tools for changing
behaviour.
Pay
Promotion
Training
Job rotation
Cross functional assignment
Performance evaluation
Supervision
All of these areas are strong tools to modify behaviour.
Some organisational goals in the management of Human Resources:

Productivity
Promotability
Innovation and flexibility
Special skills
Can management define what behaviours it wants in order to accomplish

certain goals?
Without such a specification we will not accomplish very much!
There can be little growth and development for employees at any level
in a sick and stagnant organisation.
It is in the best interests of both the individual and the organisation to
have a healthy organisation that can provide opportunities for growth.
What’s that? - a true story

In our recent experience we encountered the Managing
Director of an organisation employing around 50 people.
This particular M.D. always took great pride in claiming
(usually after the second round at the local bar) that he was the
possessor of high levels of ‘people skills’.
However when the phrase ‘Human Resources’ was
introduced into the conversation his response was, ‘What’s
that?’
Interestingly, after the next round of drinks, the same person
spoke with some degree of pride and achievement about the
‘100 people I have fired in the last 3 years’.
4
Human Resource Policies

A variety of policies relating to the human resources of the organisation
need to be developed and monitored, including:
• Security of employment
• Conditions of employment
• Remuneration
Pay scales and methods
Pay arrangements
Compensation and benefits
Incentive schemes
Superannuation policy and arrangements
Performance-based remuneration
Incentive programs
• Retirement policy, terms and conditions
• Health and safety of employees
• Equal opportunity and affirmative action
• Promotions and transfers
• Discipline procedures
• Grievance procedures
• Absenteeism policies and procedures
• Training and development of employees
• Recruitment procedures and standards
5
Steps in the Human Resources process

RECRUITMENT of staff using a job description and specification.
TRAINING and INDUCTION of staff to acceptable levels.
ASSIGNING of staff to a job or area with specific responsibilities, goals,
objectives and targets.
MOTIVATION of staff to achieve goals, objectives and targets.
FORECASTING, MEASURING, COMPARING Forecasting future Human
Resources requirements. Review and evaluation of staff performance
against goals, objectives and targets.
REVIEW and EVALUATION of staff performance for advancement and
promotion and for setting levels of remuneration
Human Resources involves a number of functions in areas including:

SELECTION and PLACEMENT
• Forecasting future staffing needs
• Recruiting staff
• Handling redundancies, retirements and termination's of employment
• Relocating employees to other positions or locations
TRAINING and DEVELOPMENT

• Inducting new recruits to the organisation
• Training and developing new employees
• Determining the future competencies and skill mix required by the
organisation
• Training employees to meet current and future needs
CAREER DEVELOPMENT
• Ensuring that employees develop new skills
• Ensuring that employees are challenged in their jobs
• Maintaining and monitoring performance appraisal systems
• Maintaining an up-to-date succession plan, particularly for key positions
within the organisation
LEGISLATION
• Making required government returns, such as fringe benefits tax and
equal opportunity reporting.
• Ensuring and monitoring conformity with all employment legislation such
as health and safety and equal opportunity.
6
POLICY FORMATION
• A variety of policies relating to the human resources of the organisation
need to be developed and monitored, including:
• Security of employment
• Conditions of employment
• Pay scales and methods
• Retirement policy, terms and conditions
• Health and safety of employees
• Equal opportunity and affirmative action
• Promotions and transfers
• Remuneration
• Discipline procedures
• Grievance procedures
• Absenteeism policies and procedures
• Training and development of employees
• Recruitment procedures and standards
EMPLOYEE RELATIONS
• Negotiating and liaising with unions, employee representatives and
employees on such areas as:
• Legislative matters
• Workforce restructuring
• Industrial democracy
• Enterprise bargaining
• Pay awards
• Employment contracts
EMPLOYEE WELFARE
• Ensuring the health, safety and welfare of all employees through
organising or monitoring such things as:
• Conditions of work
• Provision of specialist crisis counselling, such as alcohol or drug abuse
• Confidentiality of personal employee details
REMUNERATION
• Pay arrangements
• Compensation and benefits
• Incentive schemes
• Superannuation policy and arrangements
• Performance-based remuneration
• Incentive programs
7
ORGANISATIONAL DEVELOPMENT
Designing and implementing organisation change initiatives
Introducing organisation development and change programs, such as
TQM, Benchmarking, ISO Certification, job redesign, enterprise
bargaining
Ensuring the organisation is structured in a way that will achieve its
vision and objectives
Implementing and overseeing internal communication programs
MISCELLANEOUS
In addition, personnel departments often undertake a variety of miscell-
aneous duties such as:
Overseeing the company canteen
Producing an employee newsletter or news video
Making business-related travel arrangements for employees
Overseeing the company nurse and doctor
Liaising with outside consultants and organisations on personnel-related
issues, such as arrangements for temporary staff, and making or
recommending charitable contributions
Managing and maintaining HR information systems (HRIS)
Human Resources, People and Flight Centre

Graham Turner, the Chief Executive of travel success story Flight Centre
Ltd has this to say about the way his business is run.
‘Flight Centre does not sell travel the conventional way. Everyone is on
meaningful profit-share incentives. It places considerable importance on
people being able to earn whatever they put their mind to, through
incentives that are not capped.
People who work in the shops earn a profit based on their individual
business; the team leader earns a profit on the whole business, and so on.
Ownership is not just about profit share, but is about operating the business
believing it is yours and not just the company’s.
There are no privileges unless everyone has them. No company cars,
no car parks, no secretaries, no individual offices, and no receptionists.
Our structure is team bases. This is based on the inherent desire of the
human race to live and work in families (teams of up to seven people),
villages (3-5 teams) and tribes (100-300 people).
Standard systems operate throughout the company. There is only one
best way to do anything. If you have one small business operating
successfully and you can systemise and replicate that business, there is no
reason you cannot have 100 or more businesses operating successfully.
Flight Centre believes that profit is the best way of knowing whether
you are offering the community something it wants.’
8
An organisation and its Stakeholders
OWNER INDUSTRY
STAFF COMMUNITY
SUPPLIERS CUSTOMERS
ORGANISATION
The ultimate success of any organisation depends on a number of

stakeholders being satisfied with the performance of that organisation.
Balancing stakeholder satisfaction is very difficult to achieve, but the long
term survival of any business depends on it.
The illustration above shows six stakeholder groups, and their two-way
dependency relationship with an organisation.
Many people suggest that the best form of organisational performance is
stakeholder satisfaction
9
The Politics of Human Resources

The positive
• Networking - develop contacts throughout your organisation and
industry.
• Continually promote and self market yourself in a positive, non-
aggressive manner.
• Be thoroughly professional in everything you do. Never let people down
and be aware that people have very long memories.
• Offer information freely without expecting favours - eventually your
critical mass of goodwill will be returned.
The negative
• Never reinforce the failure of others to reinforce your cause.
• Forget about ‘brown nosing’, posturing for the benefit of your peers.
• Spreading rumours and sowing inaccurate information about people or
circumstances is a definite no.
• Never indulge in power plays, threaten to withhold or reveal critical
information, build opposition or refuse to give support.
In the 1990’s well known business writer Max Walsh wrote in

his Sydney Morning Herald column about an organisational
disease which he called ‘the snake pit of organisational politics’.
The cover-up routine is not confined to the top of the
organisation. All employees soon learn that ... communicating
to superiors should be done on the basis that new news is bad
news.
In the cover up process messengers are highly vulnerable
and expendable.
10
What should Staff contribute to the Business?

Staff should:
Provide value for money for the organisation.
Improve co-operation and effective team working at all levels.
Assist in achieving continuous levels improvement in quality and
customer service
Reward people fairly and consistently according to their contributions.
Motivate other employees to achieve higher performance.
Support managers and management in the achievement of their goals.
Be an integrated part of the management process of the organisation.
Continually improve competence and personal development.
Be easily manageable, so that undue administrative burdens are not
imposed on managers and staff.
Be easily controllable so that policies can be implemented consistently
and costs contained within budgets.
Support the attainment of the organisation’s mission statement, and
help improve the organisation’s effectiveness and competitiveness.
Help to support and change the culture of the organisation as expressed
through its performance, innovation, risk-taking, quality, flexibility and
team working.
11
Some Human Resource Components

OVERALL PLANNING COMPONENTS
The function of these components is to ensure that the organisation has an
adequate basis for selecting its human resources and developing them
toward the fulfilment of organisational goals.
STRATEGIC BUSINESS PLANNING

To determine the organisation’s goals,
priorities, future directions, products, market The changing focus of
growth rate, geographical location, and Human Resources
organisation structure or design.

Not so many years ago
JOB/ROLE PLANNING people used to wear gloves
at work to protect their
To determine what actually needs to be done
hands: now they wear
at every level of the organisation. Often
gloves to protect the
considered as a dynamic kind of job analysis, product.
where continuing reviews of skills, knowledge,
values etc., currently required and those
required in the future are addressed.
MANPOWER PLANNING and HUMAN RESOURCE INVENTORY

These activities draw on the job descriptions generated in job planning and
assess the capabilities of the present H.R. against those plans or
requirements. They may be focused on the numbers of people in given
categories and /or designed to ensure that given assumed growth there will
be an adequate supply of people in those categories.
STAFFING PROCESSES
To ensure that the organisation acquires the necessary human resources
to fulfil its goals.
JOB ANALYSIS
To specify what jobs need to be filled and identify the required skills.
RECRUITMENT and SELECTION

The process of finding people and developing systems for deciding who to
hire. Part of this process is to communicate to prospective employees a
basic understanding of the company and its approach to its people.
INDUCTION, SOCIALISATION and INITIAL TRAINING

After hiring, the new employee learns the ropes, learns how to get along in
the organisation, how to work, how to fit in, how to master the particulars of
the job and so on. The goal should be to facilitate the new employee
becoming a productive and useful member of the organisation both in the
short run and in terms of long range potential.
12
INVENTORY OF DEVELOPMENT PLANS

An effort to plan for the growth and development of all employees.
Can be done by department, division, or total organisation, by thinking
through its implications and value to furthering future total development.
JOB DESIGN and JOB ASSIGNMENT

The issue is how to provide optimal challenge to a new employee, with a
set of activities that are neither too hard nor too easy, and neither too
meaningless nor too risky from the organisation’s point of view.
Co-ordination between HR and the immediate supervisor in this
situation should be maximised.
DEVELOPMENT PLANNING
How will long term employees who may stay 30 or 40 years in the
organisation, make on-going contributions, remain motivated and
productive, and maintain their job satisfaction?
FOLLOW UP and EVALUATION OF DEVELOPMENT ACTIVITIES

Devise a system to ensure that plans are implemented and that activities
are evaluated against individual and organisational goals.
CAREER DEVELOPMENT PROCESSES

To match the organisation’s needs for work with the individual’s needs for a
productive and satisfying work career.
The system must provide some kind of forward movement for the
employee through a succession of jobs, either by promotion or lateral
movement to new functions or assignments. The system should be based
on the organisation’s need to fill jobs as they open up and the employee’s
needs to have some sense of progress in their working lives.
SUPERVISION and COACHING

It is generally accepted that the first boss is crucial in giving new
employees a good start in their careers, and that training of supervisors in
how to handle new employees is a valuable organisational investment.
The actual process of supervising, guiding, coaching, and monitoring are
considered to be important components.
PERFORMANCE APPRAISAL and JUDGEMENT OF POTENTIAL
These systems serve a number of functions - salary increases,
promotions, and other formal organisational actions in respect to the
employee.
Also a basis for regular reviews between boss and subordinate to
supplement day to day feedback and to assist with career planning and
counselling.
Potential conflicts can arise as to what level of feed back the employee
receives. Does management want the employee to know their potential for
13
promotion?
If individuals do not get good feedback around their development
needs, they will remain uninvolved in their own development.
ORGANISATIONAL REWARDS, PAY, BENEFITS,

PERQUISITES, PROMOTION, RECOGNITION
As organisational careers become more varied and as social values
surrounding work change, reward systems should become more flexible.
At different career stages and in different types of careers employees will
need different ‘things’.
How to ensure that the organisational rewards are linked to the needs
of the individual and to the needs of the organisation for effective
performance and development of potential.
Managers should set goals and philosophies based on what the
organisation is trying to reward and what employees needs actually are.
Many companies have great difficulty addressing this area and use
consistency and other organisations as models.
PROMOTIONS and JOB CHANGES

An effective HR system should concentrate on developing career paths,
systems of job rotation, changing assignments, and lateral job moves to
ensure growth of human resources.
Evidence suggests that optimal challenge is what keeps human growth
and effectiveness going, for most by promotion.
TRAINING and DEVELOPMENT OPPORTUNITIES

Companies should realise that periods of formal training, outside
development programmes and other educational activities are necessary
in the total process of human growth and development.
They should be matched to the needs of the individual and the needs of
the organisation. The individual wants to attend the course, because they
can see a benefit in their career path and see that it fits into their total
career. Training should, as much as possible be tied to job/role planning.
CAREER COUNSELLING, PLANNING, FOLLOW UP and EVALUATION

The organisation should provide a means for employees at all levels to
become more proactive about their careers and a method for discussions.
This should be linked to performance appraisal.
Employees cannot manage their own growth development without
information on how their own needs, talents, values and plans fit with
opportunities the organisation can offer.
Can the organisation open up the communication channel between
employees, their bosses and the HR system, and lay the groundwork for
realistic individual, development planning?
14
PLANNING FOR and MANAGING DISENGAGEMENT

Organisations should recognise various options to deal with problems of
loss of motivation, obsolescence, and ultimate retirement.
CONTINUING EDUCATION and RETRAINING

Is it better to provide challenging work, and then the training required for
that work once the employee sees the need for it? For this strategy to work
continuous feedback is required between employees and managers.
JOB REDESIGN, ENRICHMENT and ROTATION

After a few years of employment many workers become unresponsive to
the job requirements and pay more attention to factors such as the type of
supervision, relationships with other workers, pay and many other issues.
Rather than attempting to ‘cure’ levelled off employees by rem-
otivation, job redesign or rotation perhaps they should examine whether
these employees are in responsive mode or not. Conversely there is
nothing wrong with less motivated and involved employees if the quality of
their work meets the required standards.
ALTERNATIVE PATTERNS OF WORK and REWARDS

Rostered days off, flexible working hours, part time work, job sharing, child
care programmes, are just a few examples.
They should cater for the needs of the organisation as well as the
employee and be closely linked to each other.
PERSONAL IMPROVEMENT PROGRAMMES (P.I.P.)

Is it desirable to design a special, personalised programme for all or some
employees?
RETIREMENT PLANNING and COUNSELLING

There should be a clear planning function that forecasts retirements and
feeds this information into replacement and counselling functions.
Psychological, mechanical and financial assistance should be provided, by
skilled, specialist counsellors. Managers should be trained in handling pre-
retirement employees.
"People" are the key to business success, as most people realise. But
"people" as a success factor is like the weather - everybody talks about it,
but no one does anything about it.
Legendary former GE Chairman Jack Welch makes an interesting point
that, while GE aspires to be No.1 or No. 2 in every market it competes in,
Welch claims that their core competence is developing people. GE and a
few other big companies have cultures that strongly encourage effective
management and people development, but in the vast majority of
15
companies, that does not happen. Here are a few key truths about people
as a success factor which may be helpful for you:
That which gets reinforced gets repeated. Michael LeBoeuf a few years
ago wrote a book called, The Greatest Management Principle in the World,
and that is his key point. The reinforcement principle of behaviourism was
discovered by B.F. Skinner and has been rejected by some people because
it applies as much to rats in a cage as it does to humans. And guess what?
It works just as well on both (including kids). If you want somebody to
repeat a behaviour, reinforce it with some type of reward that they will
appreciate. Consistency is extremely important.
You cannot not communicate. That axiom, from The Pragmatics of
Human Communication, refers to the fact that not communicating with
someone says to them, "I don't care about you." Studies of non-managerial
employees usually find that they consider internal communication to be
inadequate. Managers get busy putting out fires and trying to be sure
clients' needs are met, and they forget the importance of communicating
with everyone about what's going on with the company.
They may rationalise that, "I’m in charge and I know what I'm doing," but
all the employees see is the stone wall of silence. People want to know
what is going on and how it does or will affect them, and you cannot overdo
that. It shows people you care about them. Not communicating says you
don't care about them, even if you really do. The most effective
communication is always face to face. Face time says "I care about you"
like nothing else. Avoid e-mails or memos for any information which might
be misunderstood or possibly construed as negative.
If you want it done, ask the doers. Before initiating change or
"improvements," let the people who will be responsible for implementation
have a say in the way the changes will be handled. That is obvious but so
often not done. Even if you go against their preferences, they appreciate
being heard, respect you for asking, and will be more likely to follow
whatever the outcome. If you do not ask, it is amazing how people can
resist in many subtle ways that ultimately sabotage the outcome.
When you ask for people's input, respond quickly. You do not have to do
what they ask. But employee emotions are extremely time sensitive. You
lift their hopes when you seek their input, and if you act on that input, you
sustain their enthusiasm and energies. If you wait too long, the emotional
peak passes and you will not have another chance like that for a long time.
This is one reason GE has been so successful with their "workout"
sessions. Everyone involved gets in one room and one manager is in
charge. Discussion focuses on one problem. No one leaves the room until
the top manager decides what action will be taken on the problem. The
decision may be to act now or to delegate the problem to a task force if
more information is essential, but some action is always taken. This is one
way GE keeps their people "electrified" and loyal.
16
2
Recruitment, Induction, Integration

Staff Recruitment
Selection - Training - Supervision
These three items, Selection, Training, and Supervision are the absolute
corner stones of good Human Resources management.
These are the true basics and without them nothing in Human Resources
management is possible.
MOTIVATION
Motivation is the roof and spire of the building. Roofs and spires don’t stand
on air, they stand on solid foundations, and in good management the solid
foundation stones are:
SELECTION
TRAINING
SUPERVISION
Individuals as a rule tend to have a far different perception of motivating
factors than does management, as to what really motivates them.
Why is it important to take great care in filling a job vacancy?

• To benefit the company
• To avoid the expense of having to hire a replacement after a short time
• To increase profits
• To create a team work atmosphere
• The wrong person may create disharmony
• The right person will do the job better
• To raise levels of professionalism.
Three major considerations in the selection process:

1. Does the candidate have the appropriate aptitudes, skills, qualifications
and experience to do the job?
2. Does the candidate have the appropriate attitude to accomplish the
task and fit in with the team in a positive, co-operative manner?
3. What is the candidates time frame? Short, medium or long term? Will
they last and show resilience?
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2-Recruitment, Induction, Integration
Some basic requirements for good recruitment include:

The recruitment of the correct number of people to meet the sales and
overall objectives.
The reduction of staff turnover by the correct selection of suitable people.
The maximisation of the return to the company of the investment made
in the employee.
The maximum use of management time in pro-active, productive activity
rather than ‘putting out fires’.
Building and maintaining long-term stable relationships with customers.
To minimise the problems which can be inherent in recruitment and
employment.
Maintaining of a high level of responsibility by management for
employees / staff.
In order to achieve these aims the organisation will be faced with a

number of problems:
Defining the nature of the job and determining how many people will be
required to do it.
Determining the type of person required to do the job.
Deciding where responsibilities for recruitment and appraisal will lie.
Providing a workable job description.
The four E’s of recruiting people:

People must have:
1. Plenty of energy
2. Be able to energise others
3. Have a competitive edge that gives them the will to win and makes them
unafraid of embarking on tough courses.
4. To be able to execute by setting a vision, carrying out operational plans
and coming up with the numbers
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Steps in the Recruitment Process

• Analysing the tasks of the position - and writing a person description.
• What type of person would be best?
• What skills, qualifications and experience will be required?
• Preparation of a job description - ideally this should be presented to
candidates at the first interview.
• Identifying sources of talent - where can we find an ideal person? By
head hunting, by advertising, by internal promotion?
• Call for applications - phone or written.
• Screening the applications - do the applicants meet our person
specification?
• Preparing a short list.
• Interviewing the candidates - who should interview? The Human
Resources person, the Sales Manager, a committee?
• Second and third interviews may be required.
• Checking references of those preferred.
• Psychological testing.
• Offering the job and negotiating terms and conditions.
• The induction process.
• Training and retraining the person
• Evaluating the training.
• Review and evaluation of effectiveness.
• Promotion or transfer.
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Writing a Job Description

An essential ingredient for successfully hiring any employee is a Job
Description. The Job Description should be based on a detailed job analysis
and be as factual and brief as possible. Some commonly used headings
are:-
JOB TITLE
The existing or proposed job title indicates as clearly as possible the
function in which the job is carried out and the level of the job within that
function.
REPORTING TO
The title of the manager or superior to whom the job holder is directly
responsible is given under this heading.
The job titles of all the posts reporting directly to the job holder are given
under this heading.
OVERALL RESPONSIBILITIES
This section describes as concisely as possible the overall purpose of the
job. The aim being to convey in a few sentences a broad picture of the job
which will clearly identify it from other jobs and establish the role of the job
holder.
MAIN TASKS: Some suggestions for identifying the main tasks:
• Identify and list the tasks that have to be carried out. No attempt is made
to describe in detail how they are carried out, but some indication is
given of the purpose or objectives of each task.
• Analyse the initial list of tasks and simplify the list by grouping related
tasks together so that not more than, say, 7 or 8 main activity areas
remain.
• Decide on the order in which tasks should be described, such as:
• Frequency (hourly, daily, weekly, continually, etc.), chronological order,
order of importance, and the processes of management that are carried
out, setting objectives, planning, organising, co-ordinating, operating,
directing and motivating staff and controlling.
• Describe each main task briefly and separately in short numbered
paragraphs. Many people start paragraphs with an active verb; e.g.
supervises, ensures that, prepares, completes, recommends, liaises with.
• State what is done as succinctly as possible and why it is done, thus
indicating the purpose of the job and giving a lead for setting targets and
performance standards.
PERFORMANCE MEASURES
How will the performance of the person be measured? Obviously very
important for sales positions.
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How to recruit and keep the best staff

1 HIRE THE BEST
Your success depends upon your staff.
Look for intelligence, initiative and integrity in everyone you employ.
Tell everyone that you expect their absolute best.
2 DON’T PAY PEANUTS
Don’t pay peanuts unless you want monkeys.
Reward your employees both financially and emotionally. Pay over the
market rate and expect more.
Acknowledge each person’s contribution to your success.
Most people would rather feel needed and respected than be given a
pay increase.
Say thank you.
3 BUILD A TEAM
Let each employee know they are a valuable member of the team.
Show them where they fit in the system that produces the final result.
Trust them to do their job.
Don’t let your ego get in the way of the team performance.
4 HAVE A BACK-UP
Everybody should be able to do at least two jobs in the company,
preferably three.
Three staff should be able to do the critical tasks.
5 SHOW YOU CAN DO IT
Know how to do every job in your organisation.
If you can show an employee that you have taken the time to learn their
job, you show that you think the job is worthwhile.
You can also act as a back up.
6 DELEGATE
Do what you do best and delegate the rest.
Give your staff the responsibility and authority to do their jobs - and let
them do it!
Give encouragement.
Retain the ultimate authority though.
7 COMMUNICATE
Talk to your staff and ask for their suggestions.
The two groups who have the best information on your business and its
performance are your staff and your customers.
You should listen to both groups very closely.
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8 ENCOURAGE PRIDE
Show pride in your company and its products and encourage others to
take pride in their work.
Set a high example.
Don’t accept second best personally or your staff will follow your lead.
9 ENCOURAGE CREATIVITY
Meet with your staff at least once a month for a brainstorming session.
Get suggestions on how to improve your product, service, customer
satisfaction or profit.
Reward ideas that work.
Encourage on-going commitment.
10 HAVE A SECOND-IN-COMMAND
Groom a deputy who shares your goals and ideas.
Let your staff know that your deputy has your confidence and your
authority when you are absent.
Then go on holidays to test the system.
Three major considerations in the selection process:

1. Does the candidate have the appropriate aptitudes, skills,
qualifications and experience to do the job?
2. Does the candidate have the appropriate attitude to
accomplish the task and fit in with the team in a positive,
co-operative manner?
3. What is the candidates time frame? Short, medium or long
term? Will they last and show resilience?
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The Interview Process

Personal interviews are an important part of the selection process.
Because of time involved managers should only be meeting with people
who seem qualified to fill the vacant position.
First line managers should be involved in the selection process of
people who will work under them to increase the probability that the
person selected will be someone able to relate to their immediate superior,
a person who will have a commitment to getting the newcomer trained and
integrated into the work group as quickly as possible.
It will also assist in the first line manager to become aware of the
criteria adopted for selection and the overall rationale used.
Interviews should not be ad hoc.
They should be carefully planned to provide the best results.
Interviewers should ensure that:

Questions are not discriminatory to certain groups of applicants.
Questions are not ambiguous and are designed to gather information
relevant to the position applied for.
The interview process is consistent for all applicants.
Where possible an independent person should be part of the interview
panel to assist in ensuring consistency and lack of bias.
The interview should relate to work issues and should not infringe the
personal rights of applicants.
Notes are taken for future reference and applicants are ranked
according to predetermined criteria.
The interview process is as relaxed as possible and applicants are given
ample opportunity to answer questions.
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The Interview Process

Some suggested interview questions
• When dealing with a direct report, team member or peer, how have you
determined when you were pushing too hard?
• Give me an example of when this happened.
• Describe a complicated task that you have had difficulty teaching
someone to perform.
• What approach did you take?
• Why were you successful?
• Tell me about a time when there was not much room for creativity in
your work.
• How satisfied were you in that situation and why?
• Describe a face-to-face meeting in which you had to lead or influence a
very sensitive individual.
• Give me an example of a good decision you made recently.
• What were the alternatives you considered?
• Why was it a good decision?
TO ALL STAFF
Now that we have established
KWALITY CONTROL please THINK AHEA
D
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How to Interview - some suggestions

Before the interview know what you are looking for
• Prepare a list of features you are looking for.
• The interview begins the moment the other person walks in the door. Pay
attention to your first impression. Ask yourself how you feel in the other
person’s presence. Ask yourself why you feel this way.
• Look at the other person’s appearance. Consider their sense of style.
• Do they feel comfortable with their style or is it for impression?
• Is this person reaching or are they understated?
• If you are hiring someone to project the company image, every aspect of
their appearance is important, including taste in clothes, firmness and
dryness of handshake, confidence projected and tone of voice.
• Allow the other person to talk. Avoid dominating the interview, or setting
rigid goals. • Let it be the other person’s interview. Be patient and take
your time to discover the other person. Try to get an idea of the other
person’s thinking.
• The best way to make people feel comfortable is to respond positively
every time they do well. Remember you are trying to see how the other
person functions at their best. Some people don’t function well under
stress and any interview situation unnerves them. With such people, it is
useful to bring up strengths in their resume.
• Look for something about the other person you like and mention it. Smile!
• Make positive comments like,’ yes, good, exactly, of course, I see and I
agree’, and act positively. Nod agreement. Be appreciative, sincere, and
listen.
• Once the other person starts to talk, let them.
• Ask, ‘What happened here?’ and observe how the interviewee responds.
• Consider how this person makes you feel.
• Do you like being with them?
• What contribution do you think this person would make to the mood of
the people around them?
• Ask yourself what it would be like to work with this person on a daily
basis.
• Would it be depressing, inspiring, boring, a drain, or a privilege?
• What is the feeling the other person projects - optimism or defeat?
• Is this person really interested in their work?
• Do they have a strong sense of industry?
• Will they enhance the productivity of the workplace?
• Would you feel comfortable going to lunch with this person?
• Are they socially aware, poised, and confident?
• Do you feel any embarrassment for them or being with them?
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A Ten Step Hiring Process

Below is a hiring process which will obviously not suit all organisations. It
will require considerable amounts of time and effort, but should ensure a
quality candidate.
1. The candidate is invited over for an interview. The personnel manager
should be able to identify what management is looking for and be
secure enough not to screen out unusual or intimidating candidates.
2. The candidate is invited over for a number of follow up interviews. The
interviewers discuss their findings and make a specific hire / reject
recommendation with reasons why.
3. The C.E.O. talks with the candidate for 30 minutes. They talk to the
C.E.O. for 30 minutes. Let the candidate talk and not be bombarded by
the C.E.O. talking about his success.
4. The C.E.O. talks with the candidate on the phone for 30 minutes. Can the
person, project, persuade and communicate clearly over the phone?
5. The C.E.O. talks with some outside sources. Check out the candidate in
the Industry. Who knows or should know about this person?
6. The C.E.O. talks with the candidate in their home in the presence of their
wife and children. See the candidate’s personal values at work in the
most revealing setting. Also a good integrity test. Does the home life
match the description in the interview?
7. The C.E.O. socialises with the candidate in a different environment. Is
the candidate a music or movie buff? Off to the concert hall or theatre
with the candidate and spouse. How does this person act in a social
setting? Especially important for sales people as they need to be their
most skilful and persuasive.
8. The candidate sees 2 or 3 of the C.E.O.s peers in other, non competitive
companies in the town. The visits are brief and need to be reciprocated
by reviewing the peer’s candidates in turn.
9. A trip to the Master. Every city has a master of profession - master
controller, master purchasing agent, master executive secretary etc.
The successful candidate has to pass muster with the master. Make a
point of knowing the masters - their leads can be a good way to find
candidates in the first place.
10. A trip to the counsellor. The industrial psychologist’s analysis is often
enlightening but never binding. It is usually most helpful in addressing
some-one’s strengths or weaknesses after you hire them.
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Body Language
Many skilled interviewers make a special point of studying the body
language of the people being interviewed. It can provide an insight into the
interviewee.
Clammy handshake Nervousness

Steepling of hands Confidence
Downcast eyes Negative view
Face turned away Negative view
Relaxed mouth, chin forward Positive acceptance
Poker face Holding something back
Mouth open Shock, or intense concentration
Two people looking at each other More interested in the other person
than you
Rapid walk, arms swinging Cocky, goal orientated

Walking with hands in pockets Critical, secretive
Walking with hands on hips Bursts of energy
Walking with hands behind back Pre occupied
Open hands Sincerity
Arms crossed Defensive
Straddling a chair Domineering
Crossed legs Settlement less likely

Hand to cheek Evaluation, deep thought
Body drawn back Distant, critical
Hands behind head Relaxed aggressiveness
Rubbing nose Puzzlement
Hands closed in front Self control
Head inclined Interested
Locked ankles Nervous, holding back feelings
Sitting back with legs crossed Attracted, but unconvinced
Hand to back of neck Frustration
Playing with tie, ring, etc. Anxious, needs reassurance
Leaning forward Ready to go
It is generally accepted that:

• 55% of a negotiator’s message is perceived non verbally
• Only 7% depends on what is said
• And 38% depends on how it is said
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Salary Packages
The total value of an employment package can comprise provision of some
of the following perquisites and / or other items.
The total cost to the employer when totalled will give a ‘package value’.
BASE WAGE / SALARY

BONUS
PERFORMANCE
INCENTIVES
SHARE OPTIONS
SUPER-ANNUATION
USE OF A VEHICLE
TELEPHONE - PRIVATE
HOUSING
PERSONAL and FAMILY
TRAVEL
INSURANCE
SCHOOL FEES
TAX ADVICE
CAR PARKING
EMPLOYEE DISCOUNTS
HOLIDAYS
EXPENSE ACCOUNT
CLOTHING ALLOWANCE
OTHERS
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An Interview Evaluation
After the interview the following summary could be a useful assessment:
Ranking 1, 2, 3, 4, 5, 6, 7, 8, 9, 10
Appearance
Personality
Maturity
Aptitude
Objectives
Experience
Education
Overall assessment
Others
Total
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A Press Release for New Personnel

• Use this press release to take advantage of the opportunity that hiring
a new employee offers.
• You need not use a cover letter when mailing a press release.
• Just remember to fold it so the headline appears when it is removed
from the envelope.
For Immediate Release

Contact's name
Contact's phone number
Contact's fax number
Company Promotes Name to Title

City, State
Date
Name has been promoted to title at company, the people who offer/
develop/ create (short company profile) with offices in ........
S/he will be responsible for primary responsibility.
"Quote showing person's productivity or worth to company”, said
spokesperson's name, spokesperson's title of company.
Name joined company in year as title. Prior to joining company, s/he
held positions of ....... at (.......) where s/he was responsible for .......
Previously, ....... worked for ....... as ....... where s/he was responsible for
........ This should include positions with high visibility in well-known
companies, if this is pertinent to the position and reflects well upon both
companies.
"Quote showing person's dedication, commitment and / or ideas," said
name earned a type and level of degree from ......., honours, if any.
Specify degrees, honours, and association affiliations, as well as
universities attended.
....... lives in ....... specify city or neighbourhood only, with ....... and their
(number of) children. Avoid specific information about the children that
may jeopardise their safety. If the person is in a position that could invite
sensational publicity, keep personal details to a minimum.
Quote the person or a company official on this personnel change. The
quote should address the way this promotion will contribute to the
company achieving its goals. If you distribute the press release to your
vendors, customers, board members, stockholders and employees, a
quote may help add credibility and build morale.
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Induction of New Staff

New staff should be made to feel welcome to the business right from the
outset, and special consideration should be given to their questions and
needs until they become familiar with day to day procedures.
The induction process should allow the Human Resources Manager, and
the appropriate supervisor the opportunity to gain information about the
new recruit and introduce them to the company and the rest of the team.
The recruit should be made comfortable working with the rest of the
team and be ready to contribute results as soon as possible.
Training based on the Job Description should be an important part of
the Induction period. Further Training in learning about the company’s
products and systems is part of the Induction process.
NEW STAFF SHOULD BE GIVEN AND / OR MADE FAMILIAR WITH:

• A LETTER of ENGAGEMENT detailing pertinent and relevant terms and
conditions of employment, such as:-
• Wages are paid weekly / fort nightly etc.
• Wages are paid in cash / to a bank account.
• You are employed on a daily / weekly / casual / permanent basis.
• You are on employed on a trial / probationary period or basis.
• A list of staff names, positions and responsibilities of other staff in the
firm.
• Keys or passes for access to buildings.
• Details of office or business hours.
• Details of EEO and OH&S policies
• Payroll procedures. Holiday Policy. Sick leave policy.
• Travel or meal reimbursement policies.
• Staff procedures. Staff evaluation policy.
• Time reporting policy.
• Use of telephone.
• Mail and filing room procedures.
• Use of office equipment in general.
• Details of publications available to the staff member.
• Ensure a meeting on the first day.
• Have a work area and materials prepared.
• Visits to various sections for orientation.
• Meetings with various key people.
• Product training.
• For sales representatives, a visit to the sales territory with sales
manager or mentor.
• Regular communication for first weeks.
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Internal Integration Problems

Matching People to Business Conditions
A group or organisation cannot survive if it cannot manage itself as a
group. External survival and internal integration problems are therefore,
two sides of the same coin. Every organisation will have different solutions
to these problems and face different issues.
Usually the solutions will reflect the biases of the founders and current
leaders, the prior experiences of group members, and the actual events
experienced, with the experiences of each organisational culture being
unique, even though the underlying issues around which the culture is
formed will be common.
Does the organisational culture reflect, in a patterned way the nature of
the underlying technology, the age of the organisation, and the nature of
the parent culture within which the organisation evolves?
LANGUAGE
Common language and conceptual categories. If members cannot
communicate with and understand each other, a group is impossible by
definition.
BOUNDARIES
Consensus on group boundaries and criteria for inclusion and exclusion.
One of the most important areas of culture is the shared consensus on who
is in, who is out, and by what criteria one determines membership.
POWER and STATUS

Consensus on criteria for the allocation of power and status. Every
organisation must work out its pecking order and its rules for how one gets,
maintains and loses power. This area of consensus is crucial in helping
members manage their own feelings of aggression.
INTIMACY
Consensus on criteria for intimacy, friendship and love. Every organisation
must work out its rules of the game for peer relationships, for relationships
between the sexes, and for the manner in which openness and intimacy
are to be handled in the context of managing the organisation’s tasks.
REWARDS AND PUNISHMENTS

Consensus on criteria for allocation of rewards and punishments. Every
group must know what its heroic and sinful behaviours are; what gets
rewarded with property, status, and power; and what gets punished
through the withdrawal of rewards, and ultimately excommunication.
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IDEOLOGY
Consensus on ideology and ‘religion.’ Every organisation, like society, faces
unexplainable events that must be given meaning, so that members can
respond to them and avoid the anxiety of dealing with the unexplainable
and uncontrollable.
MANAGEMENT IS CONSIDERED A ‘MYSTERIOUS’ ACT

A great number of executives feel that management, especially at senior
levels, is mysterious and defies objective analysis. Some critical elements,
such as a manager’s ‘style’ and the degree to which he ‘fits in’ with his
colleagues, are too abstract to be measured and too sensitive to be
identified explicitly. Rather, a manager just gets a sense of all these factors
and makes decisions accordingly.
PROMOTION IS CONSIDERED A ‘JUST REWARD’

There is little question that the nature of jobs changes as one moves up the
ladder - the best salesman seldom makes the best sales manager. The
pressure though is to reward performance with promotion. In most
organisations, objective rewards are still largely hierarchically based, and
many managers feel that they have very little choice but to promote their
best performers, or they risk demoralising them or losing them to
competitors.
COMPATIBILITY WITH PEOPLE, NOT JOBS

There seems to be a pervasive desire for people to surround themselves
with individuals of similar kind. As a consequence, the selection process is
often less one of matching candidates with job requirements.
LACK OF SKILL
Hiring subordinates is a skill an executive is expected to posses by virtue of
his or her position. Consequently, executives are rarely trained in selection,
and only a few executives are naturally gifted in this area. Furthermore,
since selection is always time consuming and often tedious, it may get
short shrift, despite its importance.
BELIEF IN THE ‘UNIVERSAL MANAGER’

For many years, executives believed that a good manager can handle any
situation, irrespective of its idiosyncratic demands. Growth businesses are
those that are more mature and seen as minor variations of a common
theme, rather than as specialised business problems that create particular
demands on the management in place. Consequently, senior executives
have often tended to search for ‘universal managers’, rather than those
who are more specialised.
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Planning for and Managing Replacement and Restaffing

Human Resource Planning and Development (HRPD) should address issues
such as:
• Updating the human resource inventory as retirements or termination's
occur.
• Instituting special programmes of orientation or training for new
incumbents to specific jobs as these jobs open up.
• Managing the Information System (I.S.) on what jobs are available and
determining how to match this information to the Human Resources
available in order to determine whether to replace from within the
organisation or to go outside with a new recruiting programme.
• Continuously reanalysing jobs to ensure that the new incumbent is
properly prepared for what the job now requires and will require in the
future.
• The management of these processes are linked to other parts of the
system through implicit messages that are sent to employees. For
example if the company decides to display all its vacancies ‘in house’, it is
sending a clear message that supports internal recruitment and self
development activities.
• A company that manages its recruitment in a secretive manner may be
sending a message to employees that the company is passive and
complacent about their careers, because the employees are unable to
influence them in any way.
• Planning activities should be closely linked to the processes of
supervision, job assignment, training etc., and those processes should be
designed to match the needs of the organisation with the needs of
employees throughout their evolving careers, even though these careers
may not involve promotions.
• The various components should be linked to each other, and be seen as a
total system for maximum effectiveness, and be managed to ensure co-
ordination between the planning functions and implementation functions.
• Accountabilities will rest squarely with supervisors and management,
who will control the rewards and opportunities.
• Regardless of who designs and manages the HRPD programme or
system, the ultimate goal should be that the HRPD programme be
‘owned’ by middle management.
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Why do People Fail?

Some common reasons in their order of frequency, for why people fail
are:
They do not know what they are supposed to do

They do not know how to do it.
They do not know why they should do it.
There are obstacles beyond their control.
They do not think it will work.
They think that their way is better.
They have a poor attitude and / or lack motivation
They lacked the skills to do the job.
There was not enough time to do it.
They were working to the wrong priorities
They thought that they were doing it
Poor management
Personal problems
CREATIVITY, HABIT, FEAR, PREJUDICE, INERTIA
CREATIVITY
What are barriers to people embracing and engaging in creative activities?
HABIT
We have always done it this way.
FEAR
Why risk changing the status quo with the inherent risks of failure?
PREJUDICE
Fear + ignorance = prejudice
‘That would never work here, and, we just don’t do things like that’.
INERTIA
The best way of all to overcome creativity!
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Disengagement Interviews
What do you do when people resign? It is quite amazing just how few
organisations carry out ‘debriefings’ when people resign from their
organisation. Enlightened thinking suggests that this is an opportune time to
gather valuable feedback about the organisation, its policies, goals and
people.
Some suggested questions for obtaining feedback might be:
What are your long term goals?
Why are you leaving at this time?
What did you most enjoy about working here?
What was disappointing about working here?
How do your family relate to your work?
Why did you choose to work here?
What does your new position offer, that outweighs those available here?
Was the training you received here of benefit to you?
How could our organisation have helped you more?
Are you disappointed in this organisation, and your achievements here?
According to data supplied by the federal government 22% of the national

workforce left their jobs in the year 2000.
Exit interviews should be conducted by all organisations when people
leave to go and work elsewhere. They present an ideal opportunity for the
organisation to receive meaningful feedback about itself and to learn what
has triggered a resignation. Attracting highly skilled staff is very difficult
and most organisations are keen to learn the reasons why people are
resigning, such as lack of training and career development, or burn out.
Good exit interviews can make the work environment a better place for
those who follow.
For many people who are leaving there is a huge temptation to relieve
years of frustration by being absolutely frank about the reasons for leaving
- often people problems.
For those who are leaving, steering away from being brutally frank is
probably the best course of action. Give honest feedback, but do not make
it personal. Resist the temptation to be vindictive, but never burn your
bridges. Tackle the issues, not the person. If someone has been a poor
manager, then say that would be a better manager with more training.
Exit interviews should obviously be conducted by someone other than
the person’s immediate supervisor to assure there is no bias and to ensure
absolute confidentiality.
In Australia the Bureau of Statistics is very proud of its low staff
turnover rate - just 8.4% of more than 3,200 staff in a recent survey, while
conversely call centres average a 36% staff turnover rate.
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How to keep your staff interested

1. Provide a variety of work - job rotation and projects
2. Ensure opportunities for growth, learning and promotion
3. Recognise good work
4. Encourage your staff to take chances and to ‘take risks’ to broaden their
point of reference
5. Involve your staff in the ‘big picture’ - keep staff informed about what
the business is achieving and trying to achieve
6. Encourage and reward contributions by staff
7. Give staff leaders to work with - not managers
8. Reward staff as individuals
9. Encourage and have a team environment
10. Provide a work environment that balances work and personal life
How to lose your staff

1. Salary paid is different to what was offered at the interview
2. ‘Forget’ salary reviews
3. Feedback consists of ‘you did this wrong’
4. Running the business like a dictatorship
5. Not providing opportunities for ongoing staff training
6. A ‘do as I say, not do as I do’ work environment
7. A technologically backward work place
8. Lack of planning
9. Pressure to complete work on time and then the leader or manager
fails to review the job for weeks
10. A ‘school’ approach to hours
A MANAGER
• A manager is someone who manages people.
• They succeed because of empathy, patience, knowledge, restraint and
courage.
• They fail because of inexperience, ignorance, intolerance, fear or
simply because of circumstances which were too much against them.
• No person is identical to another person and since no people problems
are identical there is no standard formula for solving people problems,
and every manager will have their own unique style anyway.
38
3
Organisations and People

A Mission Statement - What is it?

Does your organisation have a Mission Statement?
Could Human Resource issues be addressed more readily if you did have a
Mission Statement?
All members of the organisation should focus on, and believe in that
statement and vision, and set out to achieve that vision.
The statement and vision should be founded on a set of values held by
all members of the company. You will need to start by establishing the
values of your organisation, and then develop and deploy the statement
and vision throughout your organisation.
What are the basic requirements of a meaningful mission statement?

The components to help make a mission / vision useful and valid could
include:
A focused concept - something beyond platitudes. A value creation
premise that people can actually picture as existing.
A sense of worthwhile purpose - something that is really worth doing,
something that can create value, make a contribution, make the world a
better place in some way and win people’s commitment.
A plausible chance of success - something people can realistically believe
to be possible and, if not perfectly attainable, at least plausible to strive
for.
A very good real life example of a Mission Statement is this one from the
Department of Administrative Services [D.A.S.]:
‘To be recognised by our customers and the government as Australia’s
best provider of services and a leader in public sector reform’.
Another excellent example which I noticed in the employment columns
of a newspaper, is from the South Australian Film Corporation:
‘We will stimulate and assist the film and video industry and community to
achieve sustained economic and cultural benefits that are valued by the
people of South Australia’.
Further the mission statement should define:

The Customer - defined not in terms of some market segment or
statistical category, but in terms of a basic defining need premise that
leads that person [or entity] to consider doing business with your
enterprise.
The value premise - defined not in terms of what your organisation does,
makes, sells, or delivers, but in terms of the fundamental value it
represents in matching the customers need premise.
What makes you special - your special means for creating value, in order
to win and keep the customer’s business.
40
3-Organisations and People
Communication and Human Resources

What is Business Communication? Human Resource skills involve high
levels of business communication skills. They are irretrievably linked.
Business communication covers many facets and can include:
Being aware of non verbal behaviour - over 50 percent of a message is

perceived non verbally.
Effective meeting skills.
The ability to influence and persuade others.
Motivating others.
Listening.
Questioning.
Providing feedback to others.
Seeking out and listening to feedback about yourself.
Seeking out and processing information.
The ability to select appropriate methods of interfacing with others.
Selling and representing your work mates and work place to others.
Selling and representing your self to others.
Communication is used to address issues such as:

How
When
What
Why
Who
Where
Open questions can be prefixed with any of these six words.
An open question will cause the person the question is directed at, to
answer with more than a straight out yes or no answer, and open the
channels of communication. Business communication is, consulting,
persuading, and convincing.
Communication is about getting through and being understood.
On the first day on the job as the new manager, the new
person called a meeting of his staff and had this to say.
‘Now it is essential that we work as a team. If we work as
a team we can accomplish a lot. Don’t forget though, I expect
you to do exactly as I say and to follow my instructions in your
work as a team.’
41
Six Steps to Managing Your Career

1 SELF ASSESSMENT
List your transferable skills, needs, values, interests and achievements to
date. List employment likes and dislikes and your reasons for them.
2 INTERPRETING DATA
Consult your mentor and/or career counsellor and/or significant other in
your life. Summarise your preferred skills. Develop a list of possible career
action steps which could provide opportunities for improved worklife
satisfaction.
3 OPPORTUNITY AWARENESS
Explore one or more jobs and gather information.
List discarded options, and your reasons for discarding them.
4 DECISION LEARNING
Make decisions based on what you have learnt.
Decide how you will get to where you want to be.
5 TRANSITION TRAINING
Produce a thoroughly written version of your career transition strategy and
discuss it and its rationale with your counsellor, mentor, and/or significant
other.
6 TRANSITION ACCOMPLISHED
Get out the champagne.
When you take control

Discover from your new staff how they tackle their own jobs.
Get proposals from them on how working can be improved and what
they would like to see done.
Make sure that at least some of these are put into practice for the sake of
morale, if for nothing else.
Discover the extent and the limits of your own authority.
Discover what is regarded as the essential purpose of your job.
Get clear success criteria.
These should relate not only to the job’s result, but how you do it.
42
Why do people resist meetings?

Meetings use more collective time to perform a simple task than any
individual would use.
Participation groups can be frustrating for those who don’t get what they
want.
People may be forced to associate with colleagues they would rather
avoid.
Group work dissipates the glory any individual would have received for
doing a good job.
Committees can encourage controversy or conflict.
Groups can make the simple complex. Hence the expression, “a camel
is a horse designed by a committee.”
Committees are frequently used to postpone work or to avoid facing a
controversial problem. (Lets delegate that to a committee)
Meetings can put individuals on the spot by pressuring them to state
opinions publicly.
Groups can lessen personal accountability for work.
Group assignments can foster unequal workloads that are a fertile
ground for resentment and lowered morale.
Meetings are often just plain boring, especially for those who already
know the material being covered, or for those who operate at a higher
pace than others.
Meetings and Teamthink

Teamwork at meetings can increase creativity.
A team approach should synergise thought. Participants stimulate one
another, so that the whole becomes far greater than the sum of the
parts.
Team work can reduce resistance to change by encouraging those who
implement a program to feel allegiance to it.
A good way to invite commitment is to ask for involvement in the
planning of any project.
Participation groups can be frustrating for those who don’t get what they
want.
Spread workload so that more gets done.
Improve planning. A critical group, with numerous viewpoints, is less
likely to miss an important contingency than is a person working alone.
Foster more satisfying work relationships, as people get to work in a
positive, productive manner with peers.
43
Organisational Structure
Old and new paradigms
OLD NEW
STRUCTURE Tall Flat
SPAN OF CONTROL Narrow Wide
COMMUNICATION Downward Multi directional
DECISION MAKING Autocratic Democratic,

participatory
WORK RELATIONSHIPS Competitive Collaborative
WORK STRUCTURING Departments, Groups, teams

assembly lines
SKILL BASE Specialisation, Multi skilling

divisions
INNOVATION PROCESS Sequential Simultaneous
POWER BASE Official position Expertise, skills

in hierarchy
DIFFERENTIAL STATUS High Low
CONTROL External, Internal, within groups

upon individuals
COMPENSATION FOCUS Seniority Merit, group
44
Typology of organisations
What goals do organisations have?
TYPE OF MAJOR EFFECTIVENESS

ORGANISATION FUNCTION EXAMPLES CRITERION
Habit Replicating standard Highly mechanised Number of

and uniform products factories etc. products
Problem Creating new ideas Research Number

solving organisations of ideas
Design and
Engineering
Consulting
organisations
Indoctrination Changing people’s Universities Number

habits, attitudes, Prisons of people
intellect, and Hospitals etc. leaving
physical and mental
behaviour
Service Distributing services Military Extent of

either directly Government services
to consumer or Advertising performed
to above types Taxi companies
45
Bureaucracy
A definition of bureaucracy might be:
A business, or any institution, that exists to carry out an organisation.
Or: Any company giving less than two-thirds of its energies to its business,
and more than one-third of its energies to its organisation.
Mediocrity in a bureaucracy exists, when the penalty for success gets
to be as big as the reward for failure.
CHARACTERISTICS of BUREAUCRACY
Division of Labour
Rules and procedures
Authority
Impersonality
Careers and merit
BUREAUCRACY
POSSIBLE BENEFITS
• Stability
• Efficiency
• Control
POSSIBLE PROBLEMS
• Red tape
• Inflexibility
• Dominating authority
• Position protection
Staff Rooms
Many companies in the past set up their staff rooms as lacklustre and often
small spaces and were at a loss to understand why usage of the facility by
their staff was low.
Enlightened companies are now commissioning interior decorators to
design and implement stimulating, casual and relaxing staff rooms.
These specially designed spaces take on a new persona and can even
introduce a cafe ambience with a design theme and ‘funky’ colours’. The
aim being to encourage staff to interact in-house at break times rather than
going out.
46
Managing Change
Do you have conscious procedures and commitment? Organisational
change will not be maintained simply because there has been early
success.
There are a number of interventions that are possible, and many are
necessary if a change is to be maintained. Many organisations are living
with the effects of successful short term change results that have not been
maintained
Probably the most important requirement for continued change is a
continued feedback and information system that lets people in the
organisation know the system status in relation to the desired states.
POLITICAL ACTIONS
Broaden the political support for radical actions. Realise the level of
dissatisfaction and discomfort with the current situation. Sensitise key
factors / champions to the need for change.
Progress is a nice word.

But change is its motivator,
and change has its enemies.
Robert Kennedy
SOME COMMON FEEDBACK SYSTEMS ARE:

Periodic team meetings to review a team’s functioning and what it’s next
goal priorities should be.
Organisation sensing meetings in which the top of an organisation
meets, on a systematic, planned basis, with a sample of employees from
a variety of different organisational centres in order to keep appraised of
the state of the system.
Periodic meetings between interdependent units of an organisation.
Renewal conferences. As an example an annual 5 year planning
meeting, could be preceded by a weekend away at a retreat by the
managers (and wives) concerned, to examine themselves, their personal
and company priorities, new forces in the environment, forthcoming
planning issues, what has happened in their working relationships and
other issues for review before the planning meeting.
Performance review on a systematic, goal directed basis.
Feedback from outside parties.
If some people become upset, it is a good sign that you are doing
something significant.
47
Executing Change - 10 Steps

1. Analyse the organisation and its need for change
2. Create a shared vision and common direction
3. Separate from the past
4. Create a sense of urgency
5. Support a strong leader role
6. Line up political sponsorship
7. Craft an implementation plan.
8. Develop enabling structures
9. Communicate, involve people and be honest
10. Reinforce and institute change.
Cure all
It has been reported that, in a break with contemporary practice,
Volkswagen halved absenteeism at its plants in Germany by hand-
delivering get-well cards to workers who call in to advise that they are
too sick to come to work that day.
Employees who are not at home when the card carrier arrives are
invited to talk to the boss on their return to duties.
CHANGING WORK HABITS

Question assumptions.
Discard preconceived notions.
Think about what the customer wants.
Working in teams can be helpful and very effective.
Define clearly what needs to be established.
Assess business priorities.
Articulate core values and beliefs.
Expect resistance and be prepared to deal with it.
You may not need to be an expert to achieve significant change.
Being an outsider can be an advantage.
Being part of Change can be fun and exciting.
There is a little rule of sailing where the more manoeuvrable ship should
give way to the less manoeuvrable craft.
I think this is sometimes a good rule to follow in human relations as
well.
Psychologist Joyce Brothers
48
People at Work - Cultures

A simple definition of a work place culture is that its culture is the
personality of the business. Work place cultures are affected by:
• levels of trust • risk taking
• stress • fears and anxieties
• social interaction • factions and politics
• the structure of reporting relationships • company policies
• personnel practices • work flow and work loads
• management and supervisory styles • job design
Many successful companies show a high profit orientation.

The work force are kept informed of costs, profit and loss and accord a high
priority to what surplus is all about. Concentration on profitability should
help employees identify with overall company goals.
Common factors that lead to involvement and pride in ownership are:

a high degree of communication
high pay / incentives
promotion from within
stress on training
recognition of the ‘social’ side of work
a genuine respect for the individual
We quote the example of a successful and well known Australian

manufacturing company. Everybody is a ‘manager’. Performance
standards are designed to provide ‘stretch objectives’. They are ‘market
driven’, with scope for equity sharing and retraining.
In these settings, the additional tasks include making relations less
adversarial. There is a broadening of the agenda for joint problem solving
and the facilitation of conciliation. However there needs to be a genuine
desire embodied in a published mission statement, acknowledging the
claims of employees - and shareholders, for this type of scheme to work.
This attitude change has major implications for employee participation.
The CEO of another Australian company travels over 160,000 km a year

visiting his plants and warehouses. The good managers welcome his visits
because, ’when you start trying to anticipate what he will find you get
better as a manager’.
Finally in good, well run organisations, a positive attitude to such visits
is, ‘to see it being done right’, - not to catch people making mistakes.
49
Company Culture
FORMAL QUALIFICATIONS
A well known and respected director of an Australian company, which
operates in a number of overseas countries likes to relate this story,
usually after the second port:
“It is not only the MBA courses that produce arrogant graduates. I came
from University with a doctorate degree in economics thinking I knew
everything in the world. It took a couple of years in industry to teach me I
knew very little.”
Another leading and well respected Australian company director with
an MBA from Harvard, says that even there, staff go to great lengths to
discourage arrogance.
“They tried to tell us that we would come out jacks of all trades and
masters of none, that it would probably be years before we worked
ourselves up to a job senior enough to look on business from the high
perspective from which we had been regarding it at school.
But that is a warning young people find difficult to accept.”
A common view of these two people is that, ‘To be a successful
manager and not just a back room specialist, one needs many qualities
which are not intellectual but personal, such as leadership.’
An Australian owned company operating in the U.K., and other parts of the
world, started to use the word ‘seamless’ to describe what the Australian
headquarters called a ‘consistent level of standards’.
The word was intended to mean there would be an internationally
accepted internal standard and systems. To those in the Melbourne head
quarters, it would mean that any client would receive a constant quality
whether they purchased the services the company offered in Australia,
London, Tokyo, New York or Singapore.
It soon became obvious to the staff and management world wide, that
what the word ‘seamless’ really meant, was that the common standards
and phraseology being talked about would all be set in Melbourne and it
was a case of do everything the Australian way. The company found itself
with serious problems of how to handle the discontent and complaints
about corporate imperialism!
The ultimate result of this philosophy was that creative and dynamic
staff soon left because their freedom of thought was being eroded and only
customers who are attracted to and want to buy Australian will remain as
customers.
Ultimately managerial positions overseas have to be filled by
Australians because they are the only ones prepared to perpetuate the
gospel laid down by Melbourne headquarters.
50
Forgetting Curves
FUTURE SHOCK
It was not the great companies traditionally linked with radio valves that
made the great success of semiconductors, but small companies that were
almost complete strangers to the field.
It was not the great electronic companies that made the conquest of
computers possible, but companies that were working in different areas.
This was not through lack of knowledge and skill on the part of the
original companies, nor indeed lack of enterprise, but because their
forgetting curves were too long. The newcomers simply had nothing to
forget.
This is the irony and the threat. A new company that has full access to
latest technology - in whatever country - will immediately acquire the most
up to date equipment, will train staff to the optimum level, will build up staff
to the minimum level needed to work the equipment and will not be
burdened by surplus plant, buildings and stock holdings.
A long established company will have old plant, probably the wrong mix
of skills in the work force, surplus machinery and buildings and will carry
stock no longer relevant to the business.
These constraints will be compounded by old style attitudes towards
management methods, a trade union structure inherited from earlier and
different times, and an ethos ill suited to the changing world.
Forgetting curves persist for several reasons.

ATTITUDES
Dedication to past traditions, habits of thinking, pride, arrogance or just
plain obstinacy are invariably present when forgetting curves are long.
These are common human characteristics and should not be regarded
as failings. Education, indoctrination, changing responsibilities, new people,
early retirement and restructuring of firms are all methods that need to be
considered and acted upon.
STRUCTURE
An organisation that has evolved successfully around one type of product
or market environment can rarely change rapidly.
Yet all too often, new firms merely graft opportunities or challenges
onto existing structures rather than take bold steps into the future.
The reluctance to change comes in part from the attitudes described
already, but it is also due to too slow a pace of change. People who can
recognise the foothills of some dramatic change rather than merely seeing
them as perturbations in the normal run of business are vital to innovation.
51
Cultural Attributes - The Three Legged Stool

The Criteria for a Satisfying Job
• An optimal level of variety - one that avoids boredom, yet allows
operators to settle into a satisfying work rhythm.
• The chance to learn on the job and to go on learning; i.e. targets for
performance are set; feedback on performance is provided; performance
is critiqued to work out ways for improvement.
• Adequate elbow room - people are not left
completely on their own so that they do not
know what to do next. But the boss is not
breathing down their neck.
• A situation where they can get help and
respect from their work mates.
• A feeling that their work is useful to society.
• A desirable future - a job which enables the
person to grow.
EMPLOYEES
The chance to learn
The first element involves treatment of
on the job and to go
employees, which forms a prominent part of
on learning
the psychological contract between company
and employee.
Employees dedication and loyalty is seen as a quid pro quo as a
perception of fair treatment by the company.
Employment security, good wages and benefits and employee safety
are seen as the major issues in a lot of companies.
CUSTOMERS
The second leg of the stool. Dedication to the service ethos should be a
powerful value in successful companies. The importance of quality service
should be instilled early in every employee’s career and constantly
reinforced by management.
‘The Customer is King (or Queen)’, seems a fitting adage for the new
millennium and should be practised at all times.
Can your company conduct competitive customer service competitions
to encourage excellence in customer service.
SHAREHOLDERS or OWNERS
The third leg of the stool. Shareholder accountability should be
safeguarded by those elements of organisational culture that encourage
productivity and sound financial management.
52
Crisis Management
Is your organisation prepared for the unexpected?
Is your organisation prepared for, and able to handle a major crisis?
Is your organisation capable of handling a major crisis?
Do you have a crisis management team with clearly defined strategies
for crisis?
Can you get accurate information about your crisis, fast?
Statistics suggest once a crisis commences:
in 70% of cases it will escalate.
in 50% of cases it will interfere with business.
in 50% of cases it will effect profits.
IN A MAJOR BUSINESS CRISIS

Do your key employees have a (confidential) list of after hours phone
numbers?
Who is the back up person if you are unavailable?
Which Government Departments would you need to contact?
Are their phone numbers on your list?
Would the switchboard operator be able to handle incoming calls and
questions in a crisis?
Would a dedicated 1800 phone line be appropriate for use in a potential
emergency?
SOME POTENTIAL PROBLEM AREAS

• Industrial accidents • Environmental problems
• Union problems / strikes • Product recalls
• Rumours / media leaks • Government regulatory problems
• Terrorism • Embezzlement
• Bad debts • Loss of a key supplier
• Loss of a major customer
What if your business burnt down on a Sunday night? What if there was no
power supply one morning, to your premises? Or your business was hit by
an earthquake? (These are actual examples from our own work
experience.)
When this was originally written Sydney had just experienced a major
hail storm, which was reported as being Australia’s second worst natural
disaster. Tarpaulins to cover roofs had to be flown in from China, and
weeks later many people affected by the storm were still experiencing
difficulties. At the time of a major revision of this book Sydney was
experiencing bushfires with major loss of property.
53
Downsizing - Some Peter Principles

DOWNSIZING
People responsible for downsizing - a euphemism for staff retrenchments,
often on a major scale - have identified several phases in the process.
THE GRIEF PHASE

Shock
Staff drop their work
Staff congregate in groups for long periods of time trying to understand
the ramifications
A paralysis of feeling
THE DEPRESSION PHASE

Bargaining has failed
A sense of helplessness and loss of control sets in
Pessimism and hopelessness take place
Some people with low skills remain in this phase until retirement
ACCEPTANCE
A recognition that the job and its benefits are lost
An ability to look for new work and move on emotionally
Rehabilitation and rebirth
In 1991 General Motors in the U.S. employed more than 400,000

people to make around 4.2 million motor cars.
In the same year Toyota employed only 97,000 people to
produce more than 4.2 million cars and trucks.
DO YOU HAVE A POSITIVE ATTITUDE TOWARD SUCCESS?

1) Are you happy only when you are doing better than others?
2) Do you feel that achievement commands respect?
3) Is it important to you to do well in the things you undertake?
If you answered yes to these questions you have a positive attitude to be
being successful.
Many companies, organisations and managers peak at an optimum

size or level of competency, by performing at least one rung below
the maximum level of incompetence.
Mark Twain said: Training is everything. ‘The pearl was once a bitter
almond. A cauliflower is nothing but a cabbage with a university
education.’
54
Occupational Health and Safety (O. H. & S.)

All organisations should have an Occupational Health and Safety policy in
place which is clearly understood by all employees.
Those responsible for the Occupational Health and Safety policy should
be equipped with the necessary skills to carry out and perform these
policies and their functions under this policy. Some of the issues to address:
Employees need to be aware of the factors involved in work related
injuries and disease, and be made aware of changes in Occupational
Health and Safety issues.
Those responsible for administering the Occupational Health and Safety
policy should have the knowledge, skills and competencies to carry out
their tasks, and be able to identify potential and existing risks and
hazards.
policy should be able to develop and implement preventative strategies.
policy should be able to represent both employer and employee in the
consultative process.
policy should be aware of current legal requirements and keep up to
date with changes in legal requirements and community expectations.
policy should implement training policies to effectively address relevant
issues in their organisation.
The organisation should have a system for investigating, reporting and
recording incidents and accidents with an emphasis on prevention.
Are your employees equipped with appropriate protective equipment?
Does your organisation have an easily accessible FIRST AID station and
a trained person to render emergency assistance?
Does your organisation have a list of emergency phone numbers to be
used in emergency situations?
Does your organisation have an emergency procedure plan in place?
Of course Occupational Health and Safety is a far more complex subject
than this, and many organisations have a full time officer to handle this
complex task.
O.H. & S. at work

In a general discussion with a construction company with 50 workers which
we were doing some consulting work for, the subject of O.H. & S. came up.
“We have a committee that looks after that. They have a meeting now
and again after our other meetings”, was the proud response. “We even
keep minutes”. A little later the appropriate minute book was shown to us.
The only entry for at least a year read, ‘Jim to buy some band aids to stock
up the first aid kit’.
55
Discrimination
At the time of writing Sue Goward was the high profile head of the Office of
the Status of Women.
In press article she claimed that,
‘Discrimination does not come cheap. Its costs
are not just financial penalty or damaging Human Resource
publicity for a company, but also lost managers should
opportunity. In fact it is almost passé to talk constantly ask
about discrimination; it is better known as bad themselves, “Why
management. would someone want to
A study in the United States rated the come and work in this
performance of the Standard & Poors 500 organisation?”
companies on equal-opportunity factors,
including the recruitment and promotion of
women and minorities.
It found that companies rated in the bottom
100 for equal opportunity had an average of
8% return on investment. Companies rating in
the top 100 had an average return of 18%.
The lesson is clear: to be competitive,
organisations need to take advantage of the Can you gain more from
range of talents of their staff and strengthen your people by
their business profiles and management empowering them.
diversity. Good equal-opportunity practice Can you increase their
makes good business sense. ability to achieve by
Surveys show that poor equal-opportunity enhancing their self-
practices contribute to high staff turnover and esteem and improving
absenteeism. A University of Melbourne study their skill set?
has estimated it costs a professional services
firm about $75,000 to replace a key
employee.’
The PARETO PRINCIPLE

• In most companies 80% of the sales come from 20% of the customers.
• In most companies 80% of the complaints come from 20% of the
customers.
• In most companies 80% of the profits come from 20% of the customers.
56
An Employee Handbook - a suggested Outline

As a component of their Human Resources policy an organisation should
have an employee handbook, which is given to all employees when they
commence working for the company. This handbook could contain
information on the following:
1] Welcome message
2] History of the organisation
3] This is our business
4] You and your future
5] What you will need to know
Working hours
Reporting to work
‘Time clock’
Rest periods
Absence from work
Reporting absences
Employment record
Pay period
Shift premiums
O. H. & S.
Use of telephones
How to air complaints
6] These are your benefits
Holidays
Rostered days off
Work insurance
Hospital and medical benefits
Free parking
Training program
Christmas bonus
Savings plan
Profit - sharing plan
Suggestion awards
Service awards
7] These special services are for you
Credit union
Education plans
Medical dispensary
Employee purchases
Cafeteria
Monthly magazine
Social club, annual outing, etc.
Sporting activities
8] Index / table of contents
57
Code of Conduct
Many organisations produce a Code of Conduct for their employees.
Employees would be expected to read it, ask questions of their
supervisor and then sign it to indicate they understand the ethical
procedures of the organisation.
Everything must be above board and be seen to be so. Internal auditors
may be responsible for checking procedures.
A code of ethics may be necessary to support a Code of Conduct.
Procedures might include:

Protection of confidential information
Avoiding conflicts of interest
Directing media contacts to media relations
Prohibiting drugs and alcohol
Eliminating the risks of fraud and corruption
Prohibiting gambling
Discouraging and reporting gifts and entertainment
A code of ethics may be necessary to support a Code of Conduct and to
address issues, including cultural issues, such as:
What do we as an organisation think is worthwhile?
What are our core values?
What sort of principles are we using for our decision making process?
These issues and values can be developed at monthly staff meetings
58
Negotiation
Negotiate is what we do when the other side can hurt us’, is an old adage
veteran diplomats like to use.
This implies that negotiation is an exercise in relative power, in which
one side tries to win as much as possible while minimising the risk of
getting hurt. This view implies there must be a winner and a loser, at least
relatively.
How much each side wins or loses depends on its relative power and its
skill in using this power, or threatening to use it, during negotiation.
People who try to resolve conflicts through the use of power often get
the creativity of their opponents turned against them.
Consequently, what is seen as a win-lose confrontation (usually by both
parties) frequently winds up as a lose-lose: neither party gets what it really
needs.
Most of us see differences between us as problems to which we must
apply our imagination to get our way.
If we could believe that conflict, when properly managed, can be an
opportunity rather than a problem, and that outcomes favourable to both
sides are possible, we might free ourselves from the mental tyranny of
misusing power in negotiation.
THE UTILITY OF BARGAINING

Bargaining is often legitimate, such as when a shopkeeper would rather sell
for less than not at all, and the customer would be willing to buy if the price
were right.
The two begin to bargain when the customer perceives that the price of
the object is not fixed.
Bargaining is also useful when limited resources must be shared, and
each party is striving to maximise its portion: the idea of splitting the
difference may lead to a quick agreement that leaves everyone satisfied.
CREATIVE NEGOTIATION: A WIN - WIN APPROACH

More than ever before conflict must be resolved beneficially,
harmful behaviour confronted effectively, and new and more
satisfactory ways of sharing a broad range of resources
negotiated.
Conflicts of need arise naturally and can produce beneficial
results.
Negotiation can be more than a contest in relative power.
Negotiation is a complex process that includes, but is not
limited to bargaining
59
Creative Negotiating
Creative negotiating is a process whereby two or more parties meet and
through artful discussion and creativity, confront a problem and arrive at
an innovative solution that best meets the needs of all parties and secures
their commitment to fulfilling the agreement reached.
This includes bargaining, compromising or trading, techniques that may
occur in negotiation but are not essential to it.
The word bargaining is more or less synonymous with haggling.
It is usually used to describe a commercial transaction or a trade off:
Union-management talks being a good example.
Even Moses when he came down from the mountain after

getting the Ten Commandments admitted to some
negotiating.
He said, ‘Well, we negotiated together. I got him down to
ten, but adultery is still in’.
Measuring your professionalism

How do your customers, peers and staff measure your professionalism?
They are continually using clues to assess you (don’t forget, you only get
one chance to make a first impression).
You can assert your control by influencing and optimising the effect of the
clues you are sending, in areas such as:
• Symbols of authority
• Symbols of expertise
• Vocabulary and articulation skills
• Personal character development
• Personal packaging
When competitiveness or suspicion pervades a relationship,

when ideologies conflict, when the use of power threat are
endemic, when the relationship is short term and formal,
when haggling is expected and appropriate, or when
impasse exists, bargaining may be the best way to settle an
issue.
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The Process of Negotiation

Preparation and planning - do your homework ahead of time.
Research the opponent or opposition.
Familiarise yourself with the opponent’s past behaviours, philosophy,
speeches, viewpoints, writings, tactics, aspirations, successes and
failures.
Research the history of the conflict.
What led up to these negotiations and what possible solutions are
available?
Research the present conditions. Is a site visit appropriate?
Formulate requirements.
What do you need out of the negotiations?
Assess motivations.
Evaluate both yours and that of the other party.
Consider time and timing.
How much pressure will I be under to achieve an agreement?
Should we finalise the matter later?
Identify all the parties to the negotiations.
Are there third parties or other people such as lawyers involved?
Identify the power figures on the other side.
Who are the decision makers, change agents, and those wishing to
maintain the status quo?
Determine the costs of a stalemate.
What is the best alternative if my final offer is rejected?
What is the next best alternative?
Choose strategy or tactics.
What tactics best suit this situation?
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The Negotiation Conference

Pre negotiation discussion
This may be done to establish a relationship, to soften up the opponent, or
to assess the potential problems involved in the negotiation.
Seldom is anything critical discussed, as the purpose is to become
acquainted amicably. The meeting can be held at each others office or a
neutral site. The goal is to create an informal, relaxed and friendly
environment that will discourage tension and competitiveness and
encourage co-operation and a willingness to solve problems.
Opening the meeting, arrival and protocol. The formal opening of the
meeting and the presentation of the participants may establish rank,
precedence, and other aspects of each party’s relationship to its
counterpart.
Initial remarks. This step primarily sets the tone of the conference. The
remarks do not deal with matters of substance.
Formalities. Introductions, rituals, a statement of purpose, or charter, or a
review of the background to the conference may come at this step.
Statement of the problem. The reasons for the negotiation are
summarised in unequivocal words. This should be a step to a statement of
the goals desired.
Establishing ground rules. Matters such as the use of facilities, seating
arrangements, work schedules (hours, breaks, etc.) and support services
can be discussed.
Establishing the agenda. This is vital. You must ensure that all the items
you consider critical are on the agenda, or can be introduced at appropriate
or (advantageous) or vital times.
Discussion - Give and take. This includes not only bargaining, but all the
activity of working out an agreement. This is the problem solving stage, the
crux of the negotiation. This is where the art of negotiation, good or bad is
displayed.
Conclusion. Agreements may be reached in stages, and there may be
several stages at which agreements are reached. Great care should be
taken at this stage against any possible misconceptions.
Developing an agreement. This may vary between nodding of heads in
agreement or the construction of a complex legal document.
Review and adjustment. A formal agreement may be examined for
loopholes, ambiguous words or phrases etc.
Ratification. This can range between the parties saying ‘okay’, shaking
hands or be far more complex and need some type of formal ratification.
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Questions - What are they?

A question is an opening to creation.
A question is an unsettled and unsettling issue.
A question is an invitation to creativity.
A question is a beginning of adventure.
A question is seductive foreplay.
A question is a disguised answer.
A question pokes and prods that which has not yet been poked and
prodded.
A question is a point of departure.
A question has no end and no beginning.
A question wants a playmate.
TWELVE BASIC QUESTIONS

Introduction
Q. What would you like to get clear about today?
A. I would like to get clear about my relationship to.......
Q. What is it about..........that is not clear?
The questions:
1. What is the goal you would like to achieve?
2. What solutions have been attempted so far?
3. What is it about these attempts that did not work?
4. What is your feeling regarding the situation? - e.g. anger, hurt, fear,
sorrow.
5. What is your attitude regarding the situation? - e.g. contempt,
judgement, criticism.
6. What benefits do you receive from having this situation?
7. What is the reality of the situation?
8. What would you like to see happen?
9. What else would you like to see happen?
10. What do you need to do at this time?
11. How would your life be different if this situation were changed?
12. What one thing are you willing to change to make this be what you
would like it to be?
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My Job - My Role
This quick quiz should be done from memory, without reference to any
outside prompts.
The most important areas of activity for me are:

1]
2]
3]
The major outcomes required from my job are:

1]
2]
3]
Targets which I am expected to meet are:

1]
2]
3]
The most important people/departments for me to interact with are:

1]
2]
3]
The individuals / groups I have direct authority over are:

1]
2]
3]
For most people at work there is: A role that should be performed, a role
that the person thinks they are performing and there is a role that they are
actually performing. A common method of overcoming these problems is
Management by Objectives [MBO], or similar setting of objectives for a
person’s position. Some of the criteria used to set these objectives:
CLEAR definite, specific and unambiguous.
MEASURABLE in terms of quantity and / or quality
CONSISTENT will contribute to the desired end result of the organisation or
unit.
CHALLENGING encouraging personal skills and knowledge growth
ACHIEVABLE possible for the job holder
ACCEPTABLE agreed to and accepted by both the person and the person’s
manager.
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4
Leadership and Motivation

Leadership
What type of leadership should an effective leader provide?
Some of the myriad leadership responsibilities of management include:
Showing the way, and defining the goals and intentions of the
organisation.
Going ahead of, in a spiritual relationship with your people.
Guiding, people into alternate methods and directions.
Causing progress, and setting in motion people and activities for
progress.
Being decisive, and maintaining constant flow and growth.
Having grace under pressure
Creating pathways with the leader’s values and visions.
Controlling and influencing actions of people and the organisation.
Directing and maintaining cohesive achievement.
Commanding and exerting authority in the context of effective
leadership.
Raising morale, of people and the organisation.
Being the first and more important, letting others be the first, and receive
the credit.
Heading the team and being ultimately responsible for what happens.
Beginning, and setting in motion the stimulus and movement for motion.
Each of us wants continuing reassurance on two points:

1. ‘Tell me what you expect of me.’
2. ‘Tell me how I am getting on.
Good supervision is the art, of getting

average people, to produce superior work.
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4-Leadership and Motivation
Leadership
The Visionary
Creates meaning by crafting a vision, mission and direction that define the
focus of an enterprise. Continually evolving, elaborating, and interpreting
this meaning for the people in the organisation.
The Team Builder
Puts the correct people in the correct places for the leadership team, welds
them into a focused team to advocate the common goal, using their
individual strengths and resources, continuously developing them as a
team and as individual leaders who can produce the desired results.
The Buck-stopper
Faces the difficult issues, sorts the truth from the challenges, and makes
the necessary decisions and changes. This person needs to be open
minded, a good listener and be prepared to collaborate with the
management team.
The Living Symbol
Leads in a highly visible manner, which is not necessarily a charismatic
style but a constant and persistent pattern of reinforcing the organisational
goals, at every opportunity. This will involve simple, everyday actions that
enable people to associate the leader with the success of the organisation.
This association will result in the leader being automatically associated with
a concept of success. This person will become a ‘human logo’.
Each of these people needs to be a visionary, a team builder, a living
symbol, and a buck stopper for their own enterprise, within the enterprise.
The people working for you will expect:

Clear direction and objectives, including target dates.
Equal and fair treatment.
Good training, based on their present work to prepare them for
advancement
Proper equipment and adequate resources.
Good working conditions.
An even work flow free from peaks and troughs.
Recognition of their performance and of their worth as individuals.
To develop as a team.
Encouragement of effort.
Protection from hazards.
A good example.
Information on what is happening and on what is going to happen.
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Leadership Steps
PROCESS
BASIS LEADER BEHAVIOURS OUTCOMES
Power
Base
PERFOR
Legitimate ASSIGN IMPLEMENT EVALUATE REWARD -MANCE
Reward Direct Guide Control Revise Productivity
Coercive Order Support Review Feedback Satisfaction
Expert Instruct Monitor Critique Reward Turnover
Referent Plan Delegate Appraise Punish Absenteeism
Information
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Empowerment - What is it?

Empowerment is a fundamentally different way of working together.
Employees feel responsible not for just doing a job, but also for making the
whole organisation work better.
Teams work together to improve their performance continually,
achieving higher levels of productivity.
Organisations are structured in such a way that people feel that they
are able to achieve the results they want and that they can do what needs
to be done.
Many people consider EMPOWERMENT as yet another buzz word in a
seemingly never ending string of business solutions with a catchy name. As
with most other new business ideas, many employees find it very difficult
to embrace EMPOWERMENT and to come to terms with it.
As with all change in the work place, EMPOWERMENT involves both
managers and employees in rethinking old ways and learning new ones.
This invariably involves a vast shift in the way management and staff
operate and will need to involve dedication and commitment, reinforced at
a number of meetings.
• Decisions are made at the top. People work co-

operatively.
• Each person is responsible for
Responsibility, skills,
their own job.
authority and control are
shared.
• Change is slow and rare and
comes from the top. The CUSTOMER is in the
centre.
• Feedback and communication Control and co-ordination
is from the top down. come through continual
communication.
• Movement and communication
between divisions is minimal. Change can be rapid to
meet challenges.
The pyramid The circle

TRADITIONAL NEW
JOB SPECIFICATIONS ORGANISATIONAL FORM
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Good Leadership
Demonstrate concern for people
Provide for opportunity and assist in self development
Provide an atmosphere encouraging self-satisfaction and pride
Encourage team effort
Maintain complete fairness, honesty and integrity.
Maintain open, consistent, and regular communication.
Encourage public service
Encourage creativity
Commit ourselves to productivity and quality
Maintain consistency
Dedication to improvement
Keep things simple and basic
Build on a basis of ‘need’
Give attention to detail
Conserve resources
Listen carefully to what others are saying and ‘take it on board’
A Bad Boss
Is dictatorial, bullying and inconsistent
Feels threatened by divergent opinions and will surround him or herself
with people of similar views
Withholds information, uses his or her power to effect change
Enjoys intimidating staff and is often autocratic
Is one dimensional
Quells conflict rather than drawing differences out
Is a workaholic with few if any close relationships
HR at the banks
At Hewitt Associates, Bell and Brown say that any change in culture that
creates a desirable employer brand has to come from the top of an
organisation. At Westpac, chief executive David Morgan put his name to
the "barbecue cards", and signs off personally on many pieces of
communication with staff. Similarly, John McFarlane, the chief executive of
ANZ Banking Group, has been keen promoter of better communication and
motivation of staff.
McFarlane says: "In terms of running the bank, we have been doing lots
of work on performance ethics, about what gets our people excited and
performing well." In early 2001, the bank began a program of what it calls
"perform, grow and break out". "It is a simple communication to everyone
in the company about performing better, being more in control, and having
the courage to be different," McFarlane says. "The hard-faced image of the
banks is not going to help us grow. We want to be the bank with the human
70
face, for customers but equally importantly for our people. Enhancing the
people agenda is vital for us."
Future Vision
How will you rate and address:
Customer requirements?
Employees’ desires and expectations?
Improved employee job satisfaction?
Improved communications, both up and down?
Active employee support for company vision, goals and objectives?
Improved quality and productivity?
Suppliers’ desires and expectations?
Core competencies?
Vital issues affecting your business and organisation?
Personal desires and ambitions of the leadership team?
And compare against your local competitors?
And compare against the worlds best practices?
A Personal Goal
• Be good at what you do.
• Get better at what you do.
• Be the best at what you do.
• Stay the best at what you do
You are responsible for your life. Completely, utterly, totally, 100%
responsible. Fate, destiny, whatever will throw you chances here and there
but it is up to you to take hold of them.
Obstacles, brick walls, and everyday hassles will constantly try to hold
you back (mainly in the form of other people) but it is up to you whether
you let these affect you or not.
When you peel back all the layers of yourself and the world it is as
simple as that. A yes/no decision every time. Everything is not black and
white - far from it, and life is complicated.
It often takes extreme courage and strength to make a decision - either
way - but you must do it if you want your life to progress and if you want to
grow.
Stop looking around for people, organisations and movements to blame.
Ultimately you decide what you are going to do, how you are going to do
it and how much you are prepared to gain or sacrifice while getting it.
Finally, get to know yourself - intimately.
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Leading a team - 20 Work related needs and requests

1. Ability utilisation: the chance to do something with my abilities.
2. Achievement: the feeling of accomplishing something at work.
3. Activity: the chance to be busy all the time.
4. Advancement: the chance for advancement.
5. Authority: the chance to tell other people what to do.
6. Community service: the chance to do things for other people.
7. Company policies and practices: the way company policies are put into
place.
8. Compensation: the pay for the amount of work done.
9. Co-workers: the way co-workers get along with each other.
10. Creativity: the chance to try doing things my way.
11. Ethical values: the chance to do things that do not go against my
conscience or ethics.
12. Independence: the chance to work without supervision.
13. Recognition: the praise for doing a good job.
14. Responsibility: the freedom to use my personal judgement.
15. Security: the provision of steady employment in my job.
16. Social status: the chance to be recognised in the community.
17. Supervision - human relations: the way the boss handles subordinates.
18. Supervision - technical: the competence of my supervisor in making
decisions.
19. Variety: the chance to do different things from time to time.
20. Working conditions: the amount of comfort and safety on the job.
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Motivation - what motivates people at work?

The Traditional theory of motivation, evolved early in 20th century from
the scientific management theory. It held that money is the prime
motivating factor and that financial rewards should be related directly to
performance.
Maslow’s Hierarchy of Needs Theory

As the Human Relations movement grew, more attention was focused on
the worker. Abraham Maslow held that individual unsatisfied needs are the
main source of motivation.
He placed five needs in a hierarchy from most basic to most mature: Basic
or psychological (as needed for survival), safety, a sense of belonging, ego
status and self actualisation
Sequence. Maslow believed that an individual must satisfy one need before
feeling free to take on the tensions associated with the next level and
before trying new behaviours aimed at satisfying the next higher need.
Herzberg’s Motivation-Hygiene theory. Focusing more specifically on the

work situation, Frederick I. Herzberg believed that only those needs that
corresponded to Maslow’s ego status and self-actualisation levels were
direct sources of work motivation.
He called these factors motivators and he thought that the lower level
needs of survival and safety, which he labelled dissatisfiers, or
maintenance factors, centred on issues not directly related to work and
were factors that most people assumed would be met. A sense of
belonging, he found overlapped both categories.
Maintenance factors. Among Herzberg’s maintenance (dissatisfier) factors

were salary, job security, and good working conditions.
Motivating factors. Among his motivating factors were the challenge of the
job itself, achievement, recognition, responsibility, advancement, and
growth.
Many people at first glance think that money is the all important
motivator. However research shows that as long as a reasonable and fair
income is supplied, issues such as achievement, recognition, and the nature
of the work will over ride money considerations. In some of our tutorials we
ask people what work issues they talk about in their breaks - invariably the
answer is achievement, recognition, and the nature of the work, with
money seldom discussed!
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What motivates people at work?
National surveys of workers consistently indicate

the following important motivating factors:
Element Ranking
Achievement 41
Recognition 33
Nature of work 26
Responsibility 23
Advancement 20
Wages / money 15
What motivates you?

What do you do best?
How often do you do that?
What would you rather be doing than your present job?
Is there anyone with whom you would like to exchange jobs?
What appeals to you about the other job?
Can any part of this be included in your present work?
What stands in the way of you doing this?
What part of your job do you do least well?
How much of the time do you do this?
When are you most productive?
How often does this positive situation occur?
What does your productivity depend upon?
Are you able to ‘run’ with your most productive times or does your
schedule or other duties cut them short?
When are you happiest in your work?
Are these times the same as your productive times?
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Maslow’s hierarchy of needs

focuses on the inner needs of individuals
SELF
ACTUALISATION
Drive to become what you are
capable of Inherent well-being, self-
fulfilment, personal growth and
development, the opportunity to fulfil
one’s basic potential, to become
more like one’s natural self
SELF ESTEEM
Status, recognition, attention
Self respect, autonomy, achievement
Ego and status, esteem needs for
accomplishment, participation, prestige, self-
esteem, independent thought and action,
privileges, authority, recognition, professional
group membership
SOCIAL BELONGING
Need for affection, belonging, acceptance and friendship
Social needs for affection and caring relationships,
trust, feedback, friendships, discussions, being
informed, helping other people
SAFETY
Need for security and protection from physical and emotional harm
Health care, fringe benefits, routine, stability, financial reward,
safety, security
PHYSIOLOGICAL
Basic need for food, drink, living quarters, sexual needs,
clothing and physical fitness
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Motivation and Needs

ORGANISATIONAL
GENERAL FACTORS NEED LEVELS SPECIFIC FACTORS
Growth Self - actualisation Challenging job

Achievement Creativity
Advancement Advancement at work
Achievement in work
Recognition Ego, Status, Esteem Job title
Status Earn a pay rise
Self esteem Peer recognition
Self respect The nature of work
Companionship Social Quality of supervision
Affection Compatible work mates
Friendship Professional friendships
Safety Safety and security Safe work conditions
Security Fringe benefits
Competence
General wage increases
Stability Job security
Air Psychological Heat and air conditioning
Food Base salary
Shelter Canteen
Sex Working conditions
WHAT CAUSES WORK

DISSATISFACTION SATISFACTION
Achievement
Recognition
Work itself
Responsibility
Advancement
Growth
Company policy
Company administration
Supervision
Relationship with supervisor
Work conditions
Wages
Relationship with peers
Personal life
Relationship with subordinates
Status
Security
Items are listed in order of importance, from the top
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Motivation by shareholding
Many newly successful businesses are forced to think long and hard about
retaining their key employees.
They worry that their larger and more affluent competitors might make
them offers which they could not possibly match.
How can this risk be minimised? Many organisations already pay key
staff a performance bonus.
Another way is to offer these people a stake in the business by means
of share ownership.
If the company was to become an unlisted public company there could
be several options.
The organisation could:
Issue newly created shares to staff at a discount
Issue staff with contributing shares, which would mean that they are
partly paid with the proviso that they become fully paid at a later
date
Offer staff interest free loans to buy fully-paid shares
Issue share rights or options, giving staff the opportunity to buy
shares at a specific price at a specific date
Any share scheme would need to be structured in such a way that control
of the business was not lost by its original proprietors.
One way of doing this is to create a special class of shares that give a
profit entitlement but not an equity entitlement.
An approach to issuing shares could be to allocate shares on the basis
of length of service.
Further you could make shares conditional upon specified service
periods being completed.
As an example of staff share ownership, one successful manufacturing
organisation we know of is currently 66% owned by family members and
the remaining 34% is owned by twelve key staff.
Another organisation in the western suburbs of Sydney offers all
employees the chance to buy company shares through a scheme that
enables them to contribute 10% of their wages into a share pool.
For every five shares they buy, the company gives them one free.
Life is similar to a juggling act with five balls.

One ball - work - is rubber.
The other four - family, health, friends and spirit - are made of glass.
Rubber bounces. Glass shatters.
The message is clear.
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The people working for you will expect:

• Clear direction and objectives, including target dates.
• Equal and fair treatment.
• Good training, based on their present work to prepare them for
advancement
• Proper equipment and adequate resources.
• Good working conditions.
• An even work flow free from peaks and troughs.
• Recognition of their performance and of their worth as individuals.
• To develop as a team.
• Encouragement of effort.
• Protection from hazards.
• A good example.
• Information on what is happening and on what is going to happen.
HOT and COLD

There is a story about a business tycoon who had no heirs,
and was fond of food and intellect.
He offered the inheritance of his business empire to
whoever could create the best dish of food that was both
hot and cold at the same time.
Most people are stumped by the apparent contradiction.
The winning dish was the hot fudge sundae, the runner-up
created Baked Alaska.
People in business who can hold opposites in their vision

simultaneously can win the empire!
This contextual shift is an interesting analogy for
management!
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Motivational Determinants of Behaviour
The Individual
• drive
• force
• emotion
• instinct
• need urge
• want
• desire
• wish
• feeling
• impulse
• striving
Environmental event Effort Behaviour
Incentive
• purpose Performance
• interest
• intention
• goal plan
• aspiration Environmental
event
• attitude
• value
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Productivity and Motivation

Most businesses suffer a common problem in motivating their
people to greater productivity. In simplistic terms the answer is
to identify their needs and employ their strongest talents, though
very few people would agree to the premise that they are doing
(being allowed) what they want to do and being used to their full
potential.
TASK FEELINGS EVOKED/RESULTS
Manipulating to perform Disheartenment

Money for unpleasant jobs Working for a price
Question own values
Threaten and manage by fear Eventually become accustomed to threat

Ignore threats and find own comfort level
Increase productivity attempts Short lived gains

External rewards Erosion of effectiveness
When expected, has no motivating effect
Requires ever increasing rewards
Offers appealing to greed Short lived. Quick adjustment

Company cannot afford these offers
Minor wage increases Cynical acceptance

Ineffective due to inflation and taxes
Does not permit a change in life style
No real incentive to produce
Usually viewed as merited and expected
Short lived gratitude
Threat of losing job Powerful and often lasting motivator

Lack of self esteem
Start looking for alternative job
Many almost bankrupt companies have
been saved by increased worker
participation
Must be a genuine threat
Provide stimulus Self motivation

Identify and tap into
people’s inner drives Best way of increased productivity
See that people are matched with their capabilities and preferences
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Does your Workplace suffer Morale Problems?

Some common and often overlooked signs of morale problems:
Poor and uncooperative attitudes
Lack of enthusiasm
Lack of commitment
‘Them and us’ mentality
Nit picking and fault finding
High, and growing levels of complaints
Absenteeism
Negativity
General tardiness
Poor appearance of the work place
Lack of discipline
Long, sour faces
Staff openly discussing their discontent and grievances
WHAT CAUSES LOW MORALE? THE HIGH MORALE

Some common (and often easily ENVIRONMENT
rectified) causes: • Interesting work
• Inaccessible management • Innovation welcomed
• Poor communication
• A sense of accomplishment
• Unrealistic goals
• Recognition of effort
• Hard to understand goals
• Aloof management • Fair treatment of people
• Poor leadership by management • Responsibility
• Lack of coaching by management • Appropriate compensation
• Bloated hierarchy (or workers • Attractive work conditions
think so) • Opportunities for personal
• Poor job placement growth
• Poor work environment • Feeling important
• No room for promotion or
• A sense of belonging
advancement
• Lack of understanding of job • Opportunities for advancement
responsibilities
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Stress and Work

Some common causes of stress, in order of occurrence:
Type of work performed
Lack of communication
Under staffing
Employer’s demands
Preoccupation with work
Incompetent supervisors
Not allowed to do a good job
Fellow workers
Incompetent subordinates
Stress - some warning signs

Rapid pulse Seven sure signs that
Intestinal distress you need a holiday:
Insomnia 1. Irritability over trivial
Frequent illness matters
Nail biting 2. Inappropriate anger
Irritability 3. Increased,drinking,
smoking, eating, drugs
Persistent fatigue
4. Vague speech patterns
Lack of concentration
5. Brooding
Hunger for sweets
6. Depression
Increased use of alcohol and drugs
7. Insomnia
Burn out (a severe form of stress)

Five stages of Burn Out can be readily identified:
1. Lack of enthusiasm and interest
2. Frustration
3. Stagnation
4. Withdrawal
5. Isolation and disinterest
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What attributes do you require to be a workaholic?

You do not think you are one, or admit to being one.
You work through lunch and tea breaks.
You work while waiting on the telephone.
You get up early, regardless of when you go to bed.
You can’t keep away from work on weekends, and ‘clean up’ then.
You work on holidays.
You take pen and paper to bed with you.
You find it difficult to do nothing.
You are energetic and competitive.
You are able to work any time and anywhere.
Travel time is used to process paper work.
You are loath to take holidays.
You are not looking forward to retirement.
Your work habits exceed expectations.
Your work is important by its sheer volume.
Much of your work is for work’s sake, with little major impact.
Statistics suggest few workaholics ever become a successful C.E.O.
Former McKinsey managing director, Ron Daniel, once outlined

the company’s recruitment philosophy.
“The real competition out there is not for clients, it is for
people. We look to hire people who are first, very smart;
second, insecure and thus driven by their insecurity; and third,
competitive.
Put together 3,000 of these egocentric, task-orientated
people, and it produces an atmosphere of something less than
humility.”
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Retaining scarce talent

One of the top strategies for retaining scarce talent is to identify the top 10
percent to 20 percent of the key people on staff and taking special care to
keep them. These key people may be high-potential individuals or those
who are critical to completing a major project.
However, companies should not lose sight of the big picture. All people
count, and smart companies realise this. Companies do not become great
because of only a few key people—everyone must count all the time.
Organisations should customise their solutions based on their workforce,
culture, business situation, and business strategy. In general, companies
should use a combination of components for creating total rewards and
provide opportunities for individual growth, a positive workplace, a
compelling future, and total pay.
Some examples of successful strategies for retaining scarce talent are:
Develop a buddy system. Provide a mentor for scarce talent that keeps
them happy from day one. A good start goes a long way. Stay "state-of-the
art" with your expectations of scarce talent. And make sure you pay scarce
talent for developing new skills and competencies or your competitors will.
Offer win-win project incentives for people remaining with your
company until the successful completion of the project. Project incentives
clearly acknowledge a person’s contribution to the company. And while
many companies may already be doing this annually, consider incentives
more frequently for those workers that prove to be increasingly valuable.
Research shows that you may lose scarce talent within the first three
years. Make people owners in the company through stock options as early
in their careers as possible. Focus on key-talent workers below
management level who may be more up-to-date on key technical skills and
knowledge.
Provide exciting and challenging work that people want to do. Look for
the kind of business that interests people. This is a great way to keep
individuals motivated. Produce meaningful (and breakthrough) work for
your customers which in return will also be meaningful (and exciting) for
the workforce. Provide excellent colleagues with whom people want to
learn and work. Hire and train top-notch leaders people admire.
Provide "feel good" benefits such as casual dress, longer vacations,
flexible hours or work schedules, a pleasing and comfortable space, and
amenities like a fully stocked kitchen and health club. Some companies
even provide umbrellas in the workforce lobby for when it rains, allow pets
at work, and provide car pools and transportation for employees’ children
before and after school. Most companies are not in the business of buying
talent at any price. Companies that have proven themselves over the years
focus on strategies that keep key people who add value. The solution is
total rewards. It is more than just how much people are paid or how many
84
share options they have.

Leadership - the delicate balance
Leading a group - try this checklist
YES NO
1. I would most likely act as the spokesperson for the group
2. I would encourage overtime work
3. I would allow members complete freedom in their work
4. I would encourage the use of uniform procedures
5. I would permit the members to use their own judgement in
solving problems
6. I would speak as a representative of the group
7. I would needle members for greater effort
8. I would try out my ideas in the group
9. I would let the members do their work in the way they think best
10. I would be working hard for promotion
11. I would tolerate postponement and uncertainty
12. I would speak for the group if there were visitors present
13. I would keep the work moving at a rapid pace
14. I would turn the members loose on the job and let them go for it
15. I would settle conflicts when they occur in the group
16. I would get swamped by details
17. I would represent the group at outside meetings
18. I would be reluctant to allow the members any freedom of action
19. I would decide what should be done and how it should be done
20. I would push for increased production
21. I would let some members have authority which I could keep
22. Things would usually turn out as I had predicted
23. I would allow the group a high degree of initiative
24. I would assign group members to particular tasks
25. I would be willing to make changes
26. I would ask members to work harder
27. I would trust the group members to exercise good judgement
28. I would schedule the work to be done
29. I would refuse to explain my actions
30. I would persuade others that my ideas are to their advantage
31. I would permit the group to set its own pace
32. I would urge the group to beat its previous record
33. I would act without consulting the group
34. I would ask that group members follow standard rules and
regulations
85
86
5
Training and Evaluation

Competency Based Training (C. B. T.)

Competency Based Training was adopted by Australian business and
industry to gain benefits for workers, companies and the nation from:
Increased productivity and efficiency.
Increased international competitiveness.
Increased skills levels.
Multi skilling of workers leading to greater versatility.
Workplace reform.
Improved quality of products and services to customers.
Companies assess workers in order to:
Recognise skills and abilities acquired through non-formal training.
Recognise skills and abilities acquired through experience in the
workplace.
Improve the responsiveness of training to industry requirements.
Develop coherent and consistent training standards.
Appraise performance on the job.
Offer increased opportunities for advancement.
Some Features of Competency Based Assessment are:
Measurement of actual outcomes and performance.
Linked to Industry or employment requirements - not classroom
practices.
Comparisons are made against specified standards - not other people.
Self paced.
Provides consistency across enterprises.
Good assessments will be HOLISTIC - the total will be more than the
parts.
Some factors considered in selecting assessment methods are:

Validity - ensuring the right competency is being assessed.
Reliability - ensuring the result would be the same no matter where or by
whom the assessment was conducted.
Cost effectiveness - industry does not want to indulge in expensive
assessments.
Practicality - in the work environment, privacy, noise, distractions.
Fairness - no discrimination:
• Underpinning the core values of the organisation.
• Safety - no risk to candidates in accordance with OH & S practices.
• Compliance with enterprise policy and procedures.
• Equal Opportunity legislation.
• Occupational Health & Safety legislation.
88
5-Training and Evaluation
R. P. L. - Recognition of Prior Learning

Recognition of Prior Learning (RPL) is the acknowledgement of skills and
knowledge obtained through:
• Formal training
• Work experience
• Life experience
The main focus of RPL is the benchmarks or competency standards

achieved.
It does not matter how, when or where the standards were achieved.
However it is important that the applicant for recognition can demonstrate
the skills and knowledge at this point in time.
Why have PRIOR LEARNING assessed? To gain:

• Selection into a course or training program.
• Selection into a new job.
• Promotion.
• Status in present job.
What are the benefits of RPL for organisations?

• It optimises use of training resources.
• It provides motivation for employees to participate in training.
What are the benefits of RPL for individuals?

• Shorten time taken for qualifications.
• Save money.
• Identify training and development needs.
• Recognise self worth.
What evidence is acceptable as Recognition of Prior Learning?

Historical
Interview data
Examination of products
Reports from supervisors and referees
Prizes
Awards
Certificates
Current - Performances or tests set to increase relevant current
competencies.
89
Training Needs Analysis

Some organisations embrace Training Needs Analysis as part of
Competency Based Training (CBT) and Recognition of Prior Learning (RPL).
Some issues to address are:
What training needs does the organisation have, in order to meet
objectives, goals and targets which have been set?
What Training needs does the organisation have in order to meet
National Standards?
A survey could be conducted to ascertain these needs.
Part of this survey could be asking staff to demonstrate their competence
and have Prior Learning assessed.
WHAT DOES IT ALL MEAN?

An acquaintance of ours, who is heavily involved in
advanced training techniques with a very well known
Australian training organisation, has rather
facetiously devised a new grading standard, which is
yet to be tested or applied in the academic field.
It offers new competency standards which include:

100% Unbelievably competent
80% Mega competent
20% Unbelievably incompetent
15% Painfully incompetent
5% Irrevocably incompetent
0% Rampant stupidity
If your competitive advantage lies only in your

equipment, your competitors can easily catch up by
making the same investment.
Japanese catch cry
90
Evaluating personal strengths and weaknesses

When you have established your goals and objectives, an analysis of your
personal strengths and weaknesses is in order.
The answers to the four questions below can help that analysis :
• What are my six strongest skills?
• What is my greatest accomplishment in life?
• Is it saleable?
• Why should an employer hire me instead of someone else?
Rate your self on each of the characteristics listed below.
Give yourself a 5 for a major strength,
a 4 for moderate strength,
a 3 for a characteristic that is neither a strength nor a weakness,
a 2 for a moderate weakness,
and a 1 for a major weakness.
Then go over these strengths and weaknesses with a friend and ask for
their candid opinion. When you have developed a list of your basic skills, try
to discover ways in which your skills can be used. You will be surprised at
how many different types of careers can be built from a given set of skills
and interests.
Academic achievement (grades) .................
Ingenuity and creativity .................
1. Salary
Administrative knowledge and ability2. Job title .................
Cooperativeness 3. Job security .................
Ambition and self motivation 4. Fringe benefits .................
5. Promotion policies
Conscientiousness .................
6. Work associates
Educational credentials 7. Immediate superior.................
Intelligence .................
8. Travel requirements
Leadership ability 9. Reputation of company
.................
Maturity and poise 10. Clear job responsibilities
.................
11. Supervisory responsibilities
Oral communication skills .................
12. Career development activities
Written communication skills 13. Participation in .................
decision
Prior work experience making .................
Sociability 14. Freedom in working
.................
environment
Technical competence (marketing, finance,
15. Company policies and
operations, research, human resources, etc.) .................
procedural manual
16. In-service educational
TOTAL .................
opportunities
91
Setting personal goals and objectives

When setting personal goals and objectives, you should ask yourself the
following questions:
What kinds of tasks or activities have I enjoyed the most?
What kinds of tasks or activities have I enjoyed the least?
If I could have any job I wanted, what job would it be?
The best way to determine what you really want out of life is to answer
such questions honestly.
Some of the factors that must be considered when answering these

questions are:
• desired income • geographical location • amount of travel
• job security • independence • autonomy
• and company size
What price are you prepared to pay to get ahead?

Are you willing to move whenever and wherever your firm dictates?
When you answer these questions, you will have clearer understanding
of your goals, values and priorities.
Goal analysis takes time, but without some idea of where you want to go,
it is difficult to plan how to get there.
What are your priorities?

The list of factors shown to the
right, which relate to work
environments and advancement
potential, can help you find out.
Rate them by first dividing the
items into four groups, putting the
four most important to you in the
top group and the four least
important to you in the bottom
group. Assign the other eight to
the two middle groups in a similar
manner.
Place the numerals 1, 2, 3, or 4
in the spaces following each item
to show the group to which the
item has been assigned. For the
top group, you should go a step
further and rank the four items
from most important to second
most important, and so forth.
92
Staff Appraisals
An Agenda for an Appraisal Meeting
1. Update personnel file (addresses, contacts, etc.)
2. Review Job Description
3. Amend Job Description
4. Identify performance issues
5. Identify additional resource requirements
6. Set and review performance targets
7. Determine and professional development initiatives
8. Confirm next review
Appraisal question booster

Some questions (in no particular order) which may assist you to conduct a
better appraisal interview.
1. Has anything changed in your life? Do we need to update your
personnel file?
2. How do you set about the job you are doing?
3. What one thing could I change in the workplace that would improve
your productivity?
4. How do you rate the communication within the business?
5. How do you rate me as a communicator?
6. Do you feel that you are given adequate feedback about the job you
are doing?
7. What is the best way to measure the job you are doing?
8. Are we measuring that adequately?
9. Finish these phrases:
a) My job would be easier if I was the one who ...
b) My job would be more efficient if somebody else was responsible for
...
c) The one piece of equipment (within reason) that I wish we had is ...
10. What one skill would you most like to improve?
11. How could you improve in the areas I identified as needing attention?
12. Do you agree with my assessment of your performance?
13. If you had to argue that one of my assessments of your performance is
wrong, which one would it be? Why?
14. Has your Job Description become out of date in any way?
15. What course or training program would you like to do that would
directly improve your on-the-job performance?
16. What course would you like to do that would develop your personal
skills (unrelated to the job)?
93
A Performance Review
JOB PERFORMANCE Quantity, quality, economy of operation, other.
-3 -2 -1 0 +1 +2 +3
JOB KNOWLEDGE Procedures, regulations, authority and responsibility

limits, others.
-3 -2 -1 0 +1 +2 +3
SELF ORGANISATION Work planning, neatness, time control, other.
-3 -2 -1 0 +1 +2 +3
SELF MOTIVATION Initiative, personal goals, ambition, other
-3 -2 -1 0 +1 +2 +3
CO-OPERATION Work relationships, compliance, conformity, other.
-3 -2 -1 0 +1 +2 +3
PRESENCE Personality, appearance, other.
-3 -2 -1 0 +1 +2 +3
COMMUNICATION Expression, fluency, persuasiveness, other.
-3 -2 -1 0 +1 +2 +3
ATTITUDE Towards management, company, job, other.
-3 -2 -1 0 +1 +2 +3
Name .........................................................................
Position......................................................................
Date...................................................................................
TOTAL RATING................................................................
Since last review • Improvement? • Deterioration? • No change

94
A Rating Form for Management

Not
How well does the person? Poorly Adequately Excellently observed
1. Plan a broad programme

for their division or store
2. Carry out the current
programme
3. Make wise and prompt
decisions
4. Delegate authority to
subordinates
5. Personally supervise
subordinates
6. Review and evaluate work
of subordinates
7. Make contacts with outside
organisations
8. Manage sales growth
9. Handle stock and expense
control
In your estimation, which of the following best describes the person’s

attitude towards their organisation.
Dedicated to helping it reach its objectives, with personal ambitions
subordinated to this goal.
Wants to establish a secure position for themself with the organisation.
Wants to use their position as a stepping stone to a major position
elsewhere.
Do you feel that the person has the capacity to grow in case the business
expands in size and activity?
...............Yes...............No..............Doubtful
95
6
Case Studies
6-Case Studies
The 12 attitudes that indicate an efficient office

1. I know what is expected of me at work
2. I have the materials and equipment I need to do my work right
3. At work I have the opportunity to do what I do best every day
4. In the past 7 days, I have received recognition and praise for doing good
work
5. My supervisor, or someone else at work, has talked to me about my
progress
6. There is someone at work who encourages my development
7. In the past six months, someone at work had talked to me about my
progress
8. At work, my opinion seems to count
9. The mission/purpose of my company makes me feel that my job is
important
10. My fellow employees are committed to doing quality work
11. I have a best friend at work
12. In the past year I have had opportunities at work to learn and grow
The changing world of work

Old New
Have a job • Do work
Office • Virtual space
Success equals career ladder • Success equals career lattice
Authority • Influence
Status equals position • Status equals impact
Entitlement • Marketability
Loyalty to company • Commitment to work and self
Salaries and benefits • Contracts and fees
Job security • Personal freedom/control
Identity defined by job • Identity defined by and organisation
circumstances and work done
Bosses and manager • Customers, clients and leaders
Employees • Vendors
97
A Human Resources Check List

Is the correct priority being given to the interests of employees, customers,
shareholders and the community? Are you familiar with the mainstreams
of technical change as they affect your organisation?
Do you know how to obtain information and advice? Do you intend to
initiate change? Is your organisation keeping pace with the technology in
your industry? Are new technologies likely to undermine your own
competitive position? Are you investing sufficiently in R&D and product
development to provide product and market leadership opportunities?
Is there resistance to change in the organisation? Is management
receptive to change and practised in its implementation? Are all employees
informed about, and participate in, decisions affecting them directly? Is the
participation genuine or contrived?
When introducing technological changes do you think them out in terms
of the needs of people, or mechanistically? Do you consult your work force
about likely changes and invite their co-operation? Does your organisation
aim to develop fully the potential of individuals throughout their careers?
How do you assess employees for retraining? Are your contacts with
schools, and the community sufficiently close? Is there scope for a
relaxation of some of the traditional habits of employment? (Flexible hours,
part time work, job sharing, phased retirement.)
Is the perpetuation of privileges and distinctions at different levels of
the organisation generally acceptable?
Are you too forthright?

What you really want to say How to say it
My efforts mean nothing to this Communication and feedback
organisation between management and staff are
poor
I was neglected and overlooked Training and career development
for training and promotion programs were insufficient or did not
help me.
This organisation does not care I need to work somewhere my family
about anyone’s family commitments are recognised.
That does not happen here.
Everyone hates or detests Our boss does not have the respect of
the boss staff because their management skills
are lacking.
I feel as though I am underpaid My new employer pays me what I am
worth.
I am sick of the poor reputation and To me, the goals of this organisation are
work standards of this organisation unclear.
98
6-Case Studies
Economies of Scale
In the early 1990’s, a manufacturing company based in Sydney found a
lucrative niche market for it’s products and continuously expanded their
production and facilities. In due course, the demand for the company’s
products grew ten fold.
A few years later the company management decided to carry out a
meaningful survey of the cost benefits and economies of scale they thought
they had achieved by producing 10 times more product.
They were amazed at the results, which in simplified form were, originally:-
10 production people were producing
100 units per hour, which required
10 people and 1 supervisor.
When the company’s production had increased 10 fold to 1,000 units per
hour they required not 110 people (10 times as many) as thought but 196
people, comprising:-
• 100 production people • 10 supervisors
• 1 manager • 3 assistant managers
• 18 people in human resources • 19 people in long range planning
• 22 in accounting and procedures, and
• 23 in purchasing and expediting
When management had recovered from the initial shock at the vast
increase in people, they realised that this diseconomy of scale was not all
just a bureaucratic proliferation and empire building, (though some of that
was obviously inherent).
Management realised and accepted grudgingly that their major problem
was the Big is good college of organisational management syndrome.
Organisations and companies take business processes such as
purchasing, accounting and expediting and create fragmented departments
with bureaucratic job titles, inflexibility, lack of responsiveness, walls and
barriers and major increases in non productive overhead costs.
Invariably in this situation customer focus is lost and activity becomes more
important than results, with lack of innovation, and constantly increasing
overheads and ‘analysis paralysis’.
These days of course, this company no longer exists in this form.
Most people are able to identify an organisation with these problems!
Keeping close to the customer!

A suburban bus company accused of failing to pull up at bus stops
to pick up passengers, said it would never be able to keep to the
timetable if it did!
99
Community Obligations and Charities

Many organisations express their acceptance of their obligations to the
community in which they operate by apportioning a percentage of after tax
profits for allocation to appropriate causes and projects.
This expression of the organisation’s acceptance of its obligations to the
community in which it operates should create or reinforce the operations
and activities of the organisation in a variety of ways to create benefits for
both the organisation and the beneficiaries.
Some goals in this respect might be:

• To reinforce organisational philosophy and values, particularly that of
being a responsible unit in society.
• To plan and integrate organisational participation in charity, community,
professional development and management development activities
which are to the mutual benefit to all concerned.
• To increase identification of employees with the organisation and the
community, with charity projects supported by the organisation with a
positive motivational impact.
• To underline the importance of profits from another perspective, by
relating implementation of charity donations to profitability.
• To give tangible expression to the organisation’s belief in private
enterprise, responsibility, creativity and entrepreneurial action, by
fostering self reliance rather than dependence, particularly on
government.
• To strengthen the organisational image as a market leader.
• To increase the organisation’s identification with a particular segment.
e.g. Aged care support, through specially targeted support to segments
or niche areas.
100
6-Case Studies
State Sales Administration

A company placed a very large advertisement (it was the largest job ad. in
the paper that week), for a STATE SALES ADMINISTRATOR. The
advertisement informed prospects that their company was the state
branch of a national organisation.
The advertisement went on to outline the following requirements for the
position which included, ‘maturity, determination, enthusiasm, results
orientated, career focused, sales and service orientated, commercial
appreciation, able to promote a team environment, ability to take direct
control of customer enquiries, routine word processing and presentation of
reports’.
The advertisement said nothing about the companies products,
customers or its people, and supplied no further information than that
outlined here.
What duties would you expect a STATE SALES ADMINISTRATOR to
perform?
In due course over 100 written replies were received in response to the
advertisement and interviews were arranged with the State Manager for 7
people, all on a Saturday, which aroused mixed feelings in some of those
asked to attend for an interview.
The State Manager’s wife sat in on the interviews (without explanation
as to why she was there) and asked a few questions of those being
interviewed.
During the course of several interviews the State Manager’s wife left
the interview without excusing herself and did not return.
Most applicants were surprised to find during the course of the
interview that the position advertised as STATE SALES ADMINISTRATOR
was merely an internal clerical position, with an appropriate pay scale.
Six weeks later many of the previous applicants permitted themselves a
wry smile when they saw this position re advertised. Further, some people
were not surprised when they saw the same position advertised (in exactly
the same terms) a further two times over the next few months.
What would you have done differently?
101
Some Human Resource Acronyms

AIDA Attention, interest, desire, action OEM Original equipment
AQL Acceptable quality level manufacture
AS Australian Standard OEM Original equipment
manufacture
CAD Computer aided design OEM Original equipment
CAM Computer aided manufacturing manufacture
C&F Cost and freight
CBT Competency based training PDCA Plan, do, check, act
CEO Chief Executive Officer PERT Programme,evaluation and
CIF Cost, insurance and freight review technique
CPM Critical path method POS Point of sale
EDI Electronic data input QA Quality assurance

QAE Quality assurance
FAS Free alongside ship engineering
FIS Free into store QBS Queen bee syndrome
FMCS Fast moving consumer goods QCS Quality customer service
FOB Free on board QM Quality management
FOW Free on wharf QWG Quality workshop group
QWL Quality of work life
GM General Manager
R&D Research and development
HRM Human resource management RDO Rostered day off
HRPD Human Resource Planning and RHIP Rank has its privileges
Development ROI Return on investment
RPL Recognition of prior learning
IT Information technology RRP Recommended retail price
JIT Just in time manufacturing SBU Strategic business unit

SWOT Strength, weaknesses,
Kaizen Japanese concept of continuing opportunities, threats
improvement in all aspects of a (analysis)
persons home and work life.
TQM Total quality management
KISS Keep it simple, stupid
USP Unique selling point
LTU Long term unemployed
VAM Value adding manufacture
MBO Management by objectives VAM-M Value adding management
MD Managing Director manufacture
MIS Management (or Marketing)
information system VSP Voluntary separation
MIT Managing information package
technology
MRP Materials resource planning WIIFM What’s in it for me?
102
6-Case Studies
Interstate Branches
A company with two interstate branches decided that the time was
opportune to open a third interstate branch in another state. The benefits
were thought to be an increased national presence, increased purchasing
power, a further step towards a national network of branches, and of
course more profits on the bottom line.
In due course an experienced manager to run the new branch was
recruited and that person spent six weeks at head office ‘learning the
business’ and preparing to open the new branch.
On a number of occasions the new manager asked what was expected of
the new branch, what was expected of him (no Job Description was ever
supplied) who he would report to, what budgets he was expected to set and
perform to and a number of other similar questions.
The two co-directors who ran and owned the company (although they
worked in offices only 15 meters apart they used to make appointments,
days in advance, for meetings to see each other for discussions), kept
referring to the other as the person who would be responsible as the
person to report to. When the topic of budgets was raised a firm answer or
commitment could never be obtained.
The general feeling seemed to be, ‘We are market leaders here, and we
will take this new state by storm, and in three months be in profit’.
The new manager found this situation difficult, but set some budgets of
his own, with optimistic and profitable projections for the next three years.
In due course the new branch was opened, but after three months was
struggling to gain market share, much to the surprise of one of the
directors.
However after a year the new branch was showing significant growth
and market share and was running at a modest profit. After two years the
ongoing bad feeling between the two owners was resolved by one of them
buying the other one out. Despite this, the former co-owner used to enjoy
visiting the branches he had helped create, much to the chagrin of the
remaining director.
The new branch continued to perform well and exceed the optimistic
budgets the branch manager had set.
Despite the change in ownership head office still did not supply any
guide lines, budgets or policies for future directions.
On a visit to one of the branches by the new sole owner - who was also
now Managing Director (M.D.) - the manager there convened a meeting of
staff and invited the M.D. to address them, expecting the new owner to say
something motivational about the companies future and their role in it.
The M.D. was lost for words and could not find anything at all to say,
much to the embarrassment and disappointment of the staff in this branch.
On a number of occasions the branch managers asked the M.D. for
annual or six monthly managers meetings to discuss strategies and to
103
review operations on a ‘big picture’ scale. The M.D. refused point blank and
admitted that, ‘I don’t want my managers talking to each other and
discussing sales and wages’. The branch managers overcame this by
having regular meetings on the telephone, when they compared branch
sales, wages and profitability.
In order to keep in touch with the branches, the M.D. used to phone
selected people working in the branches at home, to find out what ‘was
happening’. The branch managers were not among the people he would
phone at home.
In due course the M.D. was both surprised and hurt about the feedback
he was getting from suppliers and customers about the lack of respect the
branch managers and people working in the branches and in the industry
had for him.
His reaction to this was swift. On various pretexts he fired all the branch
managers over a short period. After the first manager was fired morale
sagged and gossip in the branches and in the trade flourished. By the time
the third branch manager was ineptly and publicly dismissed the owner /
M.D. was held in ridicule. In all cases the replacement managers were
inexperienced, internal people, who had been earmarked as future
managers without their knowledge.
Not surprisingly, a number of key people in all the branches looked for,
and found other jobs.
What would you have done?
Some simple People adages

If competent people are hired, they will be able to do the work
that is required.
If they are provided with challenging responsibilities, they will
respond with enthusiasm and creativity, generally performing
well beyond the technical relationship of a fair day’s work for a
fair days pay.
The secret lies in psychological gratification in addition to
monetary rewards.
Economies or efficiencies were never achieved by leaving
employees feeling that they are slightly underpaid.
They will respond to this feeling by slightly under working.
Another important difference between developing behavioural
skills, and physical skills is that different personalities may require
different approaches.
104
6-Case Studies
Major personality attributes influencing organisational

behaviour
As a manager it may assist you to understand the behaviour and
personality of your subordinates.
A long standing definition of personality is ‘the dynamic organisation
within the individual of those psychological systems that determine their
unique adjustments to their environment’
According to psychologists Personality is a dynamic concept, which
describes the growth and development of person’s whole psychological
system.
Rather than looking at parts of the person, Personality looks at some
aggregate whole that is greater than the sum of the parts.
Personality can be thought of as the sum total ways in which an
individual reacts and interacts with others.
This is most often described in terms of measurable personality traits
that a person exhibits.
Locus of control. Some people (internals) believe they are masters of their
own fate. Other people (externals, who tend to be less satisfied with their
jobs) see themselves as pawns of fate, believing that what happens to
them in their lives is due to luck or chance.
Achievement orientation. People with a high need and motivation to
succeed (internals) can be described as continually striving to do things
better. They want to overcome obstacles and feel that their success or
failure is due to their own actions.
Authoritarism. The extremely high-authoritarian personality is intellect-
ually rigid, judgmental of others, deferential to those above and exploitive
of those below, distrustful and resistant to change.
In jobs requiring sensitivity to the feelings of others, tact and the ability
to adapt to complex and changing situations this person may be viewed
negatively.
Machiavellianism. Named after Niccolo Machiavelli who wrote in the 16th
century on how to gain and manipulate power. An individual high in
Machiavellianism is pragmatic, maintains emotional distance, and believes
that ends can justify the means. ‘If it works, use it’ is consistent with a high-
Mach perspective.
Risk taking
People differ in their willingness to take chances. This propensity to assume
or avoid risk has been shown to impact on how long it takes managers to
make a decision and how much information they require before making
their choice.
105
Determinants of Personality
An adults personality is considered to be made up of both hereditary
factors (was their Personality determined at birth?) and environmental
factors (the interaction with their environment), moderated by situational
conditions.
HEREDITARY refers to those factors which were determined at
conception. e.g. Physical, stature, facial attractiveness, sex,
temperament, muscle composition and reflexes, energy level, and
biological rhythms, who your parents were and their biological,
physiological, and inherent psychological makeup.
The HEREDITARY approach argues that the ultimate explanation of an
individuals personality is the molecular structure of the genes, located in
the chromosomes.
The HEREDITARY argument can be used to explain why someone’s nose
resembles her mothers or why someone is a good athlete, when their
parents were also.
If all Personality characteristics were completely dictated by hereditary,
they would be fixed at birth and no amount of experience would alter
them.
ENVIRONMENT concerns the culture in which we were raised - our early
conditioning; the norms among our family, friends, and social groups; and
other influences that we experience.
Culture establishes the norms, attitudes, and values that are passed
along from one generation to the next and create consistencies over
time.
SITUATION influences the effects of hereditary and environment on
Personality.
An individual’s Personality, while generally stable and consistent, does
change in different situations.
Different demands in different situations call forth different aspects of
one’s Personality.
SITUATIONS seem to differ substantially in the constraints they impose
on behaviour - some situations may constrain behaviour e.g. Church or a
job interview, while others such as a picnic in the park constrain few
people.
Change is inevitable, but growth is optional. To obtain strong results

including sustained growth and profit, loyal customers and a high
performing workforce the company needs to embrace the five elements of
an organisation - people, process, customers, business strategies and
leadership.
106
6-Case Studies
Personality traits
Researchers have identified 16 PERSONALITY TRAITS, which have been
found to be generally steady and constant sources of behaviour, allowing
prediction of an individual’s behaviour in specific circumstances by
weighing the characteristics of their situational relevance
1. Reserved Outgoing
2. Less intelligent More intelligent
3. Affected by feelings Emotionally stable
4. Submissive Dominant
5. Serious Happy-go-lucky
6. Expedient Conscientious
7. Timid Venturesome
8. Tough-minded Sensitive
9. Trusting Suspicious
10. Practical Imaginative
11. Forthright Shrewd
12. Self-assured Apprehensive
13. Conservative Experimenting
14. Group-dependent Self-sufficient
15. Uncontrolled Controlled
16. Relaxed Tense
107
Some Euphemistic Translations

Business speak for the new millennium
Alternative body image, person with an An obese person
Charm free Boring
Cerebrally challenged Stupid
Consensual monogamy Exchanging sex partners
Cosmetically different Ugly
Corporate recovery services specialist Bankruptcy accountant
Corporate downsizing Retrenching workers
Corporate right sizing Firing large numbers of workers
Differently abled Physically or mentally disabled
Dipstick Originally a device for measuring oil levels
Equity retreat Stock market crash
Experientially enhanced Old
Fop, a Someone whose coat and trousers match
Funding, lack of Excuse for most forms of inaction
Gross national product Politician’s measure of economic welfare

Harvesting Mass slaughter of helpless fish
Geographical mobility will be encouraged Extended country sales calls needed
Management Initiated Attrition IBM talk for firing
Market adjustment Fall in stock market
Member of the career-offender cartel Mafia member
Member of the mutant albino
generic-regressive global minority White person
Motivationally deficient Lazy

Non discretionary fragrance Body odour
Persons with difficult to meet needs Serial killer
Re-visiting a site Bombing a site previously bombed

Service users Recipients of government benefits
Servicing a target Bombing somewhere to ruins
STD Once a form of telephone communication
Severely euphemised Disabled
Spend more time with my family (coalition) Have accepted a board position
Spend more time with my family ( socialist) Have accepted a media position
Statutory senility Retirement age
Terminally inconvenienced Dead
Vertically challenged Short
108
6-Case Studies
Rating your Manager

This rating form can be used by staff to rate their managers
Rate on a scale of 1 (strongly disagree) to 5 (strongly agree).
Disagree Agree
1 2 3 4 5
When assigned tasks, I thoroughly understood
what was expected of me.
When assigned tasks, I understood how they
fitted into the overall aims for the engagement.
Help was available when I needed to have
questions answered.
I received prompt feedback on my work, whether
good or bad.
When corrected for something I did or omitted, it
was done in a constructive way.
I was kept informed of things I needed to know to
do my job properly.
I received good coaching to help me improve my
performance.
I had the freedom to make the necessary
decisions to do my work properly.
I was actively encouraged to volunteer new ideas
and make suggestions for improvement.
Team meetings were conducted in a way that
builds trust and mutual respect.
In this engagement we set very high standards
for performance.
I felt I was a member of a well functioning team.
My work made good use of knowledge and
ability.
My engagement helped to learn and grow.
My work was interesting and challenging.
TOTALS
109
Are you a people person?

Enter your response in the appropriate column
• For a mostly answer put a 3 in the mostly column
• For an occasionally answer put a 2 in the occasionally column
• For a hardly ever answer put a 1 in the hardly ever column
Hardly
Mostly Occasionally ever
1. Do you treat employees’ feelings as valid?
2. Are you scrupulous in keeping confidences?
3. Are you able to reassure insecure employees?
4. Do you support employees in taking risks?
5. Are you able to solicit employees feelings, ideas
and solutions?
6. Do you allow employees to make their own
decisions?
7. Do you genuinely care about your employees?
8. Can you empathise with employees’ feelings?
9. Do you assist employees prioritise difficult
tasks?
10. Are you patient?
11. Do you ensure the work environment is free of
distractions?
12. Are you able to instil your employees with
confidence to solve their own problems?
13. Do you allow your employees free rein to air their
grievances?
14. Do you take your employees’ interests, skills and
values into account when assigning tasks?
15. Do you know your employees’ career goals so
you can match future promotions?
16. Can you give your employees the space for
personal grief after they suffer loss?
17. Can you step back from your own ego and avoid
acting like an expert when discussing personal
problems?
18. Do you have a strong sense of the ridiculous and
an ever-ready sense of humour about life at
work?
TOTAL
Scoring
higher than 50 - your skills are excellent
40 - 49 - your skills could do with a brush up
below 40 - you really need some work on your people skills
110
6-Case Studies
Some Mistakes Candidates Make at Job Interviews

Not feeling so great about your last interview? Take heart. Chances are the
interviewer has seen worse. A recent study surveyed hiring managers to
identify the most common mistakes candidates make. Here are the top five
categories - along with some real-life examples:
1. What They Say (or Don't Say)

According to the survey, the number one mistake interviewees make
relates to how they communicate. Some come in with a pre-determined
script and sound as if they are reading from a textbook. Others give one-
word answers with no further elaboration. While still others use profanity
or ramble on about their personal problems and social lives rather than
answer - or ask - questions about the job or company.
Others are too candid. For example, when asked what interested her
about the position, one candidate replied: "I'm open to anything; I really
need to get some medical insurance." Another candidate at a children's
organisation stated that he "hates kids." Those interviewing for customer
service positions confessed: "I'm not a people person," and "customers are
annoying." While a man applying at a drug treatment facility anxiously
asked if they drug-tested employees and whether they'd give advance
notice.
Others complain about former bosses. And many make the mistake of
bringing up money and hours-required in the first interview. But the "Too
Much Information" award has to go the candidate who said: "I'm only here
because my mum wants me to get a job." He was 37!
2. How They Act

The second most common way candidates flub their interviews is what
they do. Many of these mistakes are the result of being unprepared and
knowing nothing about the job or company. Others are because candidates
don't listen to the questions being asked or try to bluff their way through
technical questions.
Some stem from a lack of common sense or courtesy. Many hiring
managers complain about candidates showing up late and the surprising
number who interrupt the interview to take calls on their cell phones. One
woman brought her children along.
And which is worse? The candidate who asked the hiring manager to
hurry up because he wanted to have lunch, or the one who pulled out a
sandwich and began eating?
Yet other bloopers are simply a result of nerves - or two much coffee.
Several hiring managers complained of nail-biting while another watched
in horror as a candidate jumped up to make a point, then turned around and
fell to the floor!
3. Bad Attitudes
111
The third most-cited category of mistakes has to do with the candidate's

attitude. No one likes a braggart, know-it-all or name-dropper - or the
candidate with the super-sized ego who demanded to be hired and said the
company could do no better. Then there's the interviewee who declared he
was "used to a higher class of business."
On the other side of the coin, are those who show no enthusiasm. Many
hiring managers complained of interviewees who show little energy or
interest in the conversation. One candidate spent the better part of the
interview looking at his watch.
4. How They Look

Coming to the interview improperly groomed and dressed is the fourth
most common mistake. Along with the usual culprits: bad posture, tattoos,
facial piercings, fluorescent-colored hair and poor hygiene, hiring
managers also told of a candidate who did not wear shoes, one who wore a
skirt slit to her derriere, another who wore dark glasses throughout the
interview and a candidate with dirty fingernails wearing jeans and a t-shirt -
oh, by the way, he was drunk, too!
5. They're Dishonest
Common forms of dishonesty include exaggerating about achievements or
misrepresenting knowledge. There's also the candidate who mentioned his
arrest after saying on his application he had never been arrested - and the
one who actually stole something from the interviewer's office.
Besides highlighting ignorance in action, the survey confirms that truth is
stranger than fiction and proves that life is not all that rosy on the other
side of the interview process either.
Source: CareerBuilder.com
Results speak for themselves.

Effective time management is critical.
No one I work with would wonder how I see their performance.
I want to know what they are going to deliver and when they are
going to deliver it.
HR practitioner
112
Index
Achievement orientation 104 executing 48 activities 13

Acid test, the, for hiring 22 managing 47 Evaluating personal strengths
Acronyms, some 101 Changing and weaknesses 90
Adages, people 103 world of work, the 96 Executing change 48
Analysis work habits 48 Expectations of people 78
job 12 Charities 99
needs 89 Check list, human resources Failure, why people 36
ANZ Banking Group 70 97 Fear 36
Appraisal Coaching 13 Feedback, systems 47
performance 13 Code of Conduct 58 Filling a vacancy 18
staff 92 Communication, human Flight Centre, 8
Are you resources 41 Follow up 13
a people person? 109 Community Obligations 99 Forecasting 6
too forthright? 97 Company culture 50, 51 Forgetting curves 51
Attitudes 51, 54 Comparing 6 Four E’s of recruitment 19
of an efficient office 96 Components of Human Future shock 51
Attributes, cultural 52 Resources 12-16 Future, vision 71
Authoritarism 104 Compatibility 34
Competency based training General Motors 54
Bad boss, a 70 87 Goals
Banks, HR and 70 Conduct, code of 58 organisational 4
Bargaining, utility of 59 Conference, negotiation 62 personal 71
Behavioural determinants 79 Continuing education 15 personal, and objectives 91
Belief in the universal Control, when you take 42 Good leadership 70
manager 34 Counselling retirement 14 Goward, Prue 56
Bell and Brown 70 Creative negotiation 60
Body language 28 Creativity 36 Habit 36
Boss, bad, a 70 Crisis management 53 Hand book employee, outline
Boundaries 33 Criteria for a satisfying job 52 57
Buck stopper, the 67 Cultures 49-52 Herzberg 73
Bureaucracy 46 Cultural attributes 52 Hewitt Associates 70
Burn out 82 Cure all 48 Hierarchy of needs 75
Business Customers 52 Hiring
communication 41 acid test for 22
speak 107 Determinants of behaviour 79 10 step process 27
Development Holiday, signs you need a 82
Career plans, inventory of 13 Hot and cold 78
counselling 14 processes, career How
development 6 Discrimination 56 to interview 24, 25
development processes 13 Disengagement to keep your staff
CareerBuilder.com 111 interviews 37 interested 38
Case studies planning 15 to lose your staff 38
Cure all 48 Do you have a positive to recruit 22
Economies of scale 98 attitude toward success? 54 Human Resource
Human Resources, People Does your workplace suffer acronyms 101
and Flight Centre, 8 morale problems? 81 at the banks 70
Interstate branches 102, Downsizing 54 checklist 97
103 Drucker, Peter 23 communication 41
Manager, new 41 components 12-16
Memo 25 E’s, four of recruitment 19 definition 2
Moses 60 Economies of scale 98 inventory 12
Six steps to managing your Education, continuing 15 manager, role of 3
career 42 Employee planning and development 4
Some Mistakes Candidates handbook,a 57 policies 5
Make at Job Interviews relations 7 politics of
110, 111 welfare 7 Human Resources defined 2
State sales administration Employees 52
100 Empowerment 69 Ideology 34
Volkswagen 48 Engagement, letter of 32 Induction 12, 32
What does it all mean? 89 Enrichment, job 15 Inertia 36
What’s that? 4 Euphemistic translations 107 Internal integration 33, 34
Change Evaluation of development Interstate branches 102, 103
113
Interview 42 matching 33
disengagement 37 Manpower planning 12 Why do they fail? 36
evaluation 30 Maslow 73, 75 will expect 78
how to 24,25 Matching people 33 Performance
process 24, 25 Measuring 6 appraisal 13
questions 25 your professionalism 60 review 93
Interviewers should ensure Meetings 43 Person description 20
that 24 and team think 43 Personal
Interviewing how to 26 Memo to all staff 25 goal, a 71
Intimacy 33 Machiavellianism 104 goals and objectives,
Inventory Mission statements 40 setting 91
Human Resource 12 Morale problems 81 improvement programs 15
of development plans 13 Morgan, David 70 evaluating 90
Moses 60 Personality
Job Motivation 73, 74 attributes 104
Analysis 12 and needs 76 determinants of 105
changes 14 and productivity 80 traits 106
Descriptions, writing a 21 by shareholding 77 Peter principles 54
Design 13 shareholding, by 77 Planning
Enrichment 15 traditional theory 73 and development
My 64 what motivates people? 74 components, overall 12
Planning what motivates you? 74 disengagement 15
Redesign 15 Motivational determinants 79 job/role 12
/role playing 12 My job, my role 64 manpower 12
Rotation 15 overall components 12
Judgment of potential 13 Needs, analysis 89 replacement and restaffing
Juggling 77 Needs, work related 72 35
Negotiation 59-62 retirement 15
Keeping close to the Conference 62 Policies, human resources,
customer 98 Creative 59, 60 5
Process 61 Policy formation 7
Lack of skill 34 Utility of 59 Political
Language 33 Win - win 59 actions 47
Leadership 66-72 New staff, induction of 12, 32 correctness 101
good 70 Politics, the, of Human
quiz 85 Occupational Health & Resources 10
steps 68 Safety, (OH&S) 55 Portfolio of tools 4
Leading a team 72 Office, efficient, attitudes of Potential
Le Boeuf, Michael, 16 96 judgment of 13
Legislation 8 Open questions 41 problem areas
Letter of engagement 32 Organisation, an, and its Power and status 33
Living symbol, the 67 stakeholders 9 Prejudice 36
Locus of control 104 Organisational Press release, new personnel
development 8 31
McFarlane, John 70 form, new 44 Process
McKinsey & Co 83 goals 4 of negotiation, the 61
Management rewards 14 staffing 12
crisis 53 stakeholders 9 steps in the HR process 6
is considered a mysterious structure 44 Productivity and motivation
act 34 Organisations, typology of 45 80
rating form 94 Overall planning components Professionalism, measuring
Manager 12 your 60
a 38 Owners 52 Promotion
Human Resources, role of is considered a just reward
3 Package, salary 29 34
rating 108 Paradigms, old and new 44 Promotions 14
universal 34 Pareto principle 56 Punishments 33
Managing Patterns of work 15
change 47 Pay 29 Questions
replacement 35 People, open 41
restaffing 35 adages 103 ten basic 63
your career, six steps, to at work 49 what are they? 63
114
Index
Quizzes 22, 23 dissatisfaction? 76

Are you a people person? Recruitment and selection satisfaction? 76
109 12 do you do when people
Human Resource checklist Replacement 18 Rooms 46 resign? 37
98 Selection 18 does it all mean? 89
Leadership 85 Staffing processes 12 goals do organisations
My job - my role 64 Stakeholders 9 have? 45
Rating your manager 108 State sales administration is business
100 communication? 41
Rating Steps is Human Resources? 2
management, a form, in the HR process 6 motivates people at work?
for management 94 in the recruitment process 73
your manager 108 20 motivates you? 74
Recognition of Prior Learning Strategic business planning should staff contribute to
88 12 the business? 11
Recruitment, Stress and work 82 type of leadership should
and selection 12, 18-20, Structure 51 an effective leader provide?
22, 23 organisational 44 66
basics 19 Success, attitude to 54 What’s that, a true story 4
four E’s of 19 Supervision 13 When you take control 42
steps in the process 20 Why
Reich, Robert 2 Talent, retaining 84 do people fail? 36
Remuneration 7 Team do people resist meetings
Replacement, planning 35 builder, the 67 43
Requirements, basic of good leading, a 72 is it important to take care
recruitment, 19 think 43 in filling a job vacancy? 18
Restaffing, planning 35 Ten step hiring process, a 27 Win-win approach to
Retaining scarce talent 84 The negotiation, a 59
Retirement planning 15 people working for you will Work
Retraining 15 expect 78 habits, changing 48
Review, performance 93 snake pit of organisational place morale 81
Rewards 33 politics, 10 related needs 72
Risk taking 104 Three legged stool, the 52 satisfaction
Role of the Human Resource Tools, portfolio of 4 /dissatisfaction 76
manager 3 Toyota 54 Workaholic, attributes 83
Role, my 64 Training 18 Writing a job description 21
RPL, 88 and development 6
competency based
Salary packages 29 initial 12
Satisfying job, criteria for 52 needs analysis 89
Scale economies of 98 Translations, euphemistic 107
Selection Turner, Graham, 8
and placement, 6 Twain, Mark 54
process 12 Twelve attitudes of an
major considerations 23 efficient office 96
Setting personal goals and Twenty work related needs 72
objectives 91 Typology of organisations 45
Shareholders 52
Shareholding motivation by Utility of bargaining 59
77 Universal manager 34
Six steps to managing your
career 42 Vision, future 71
Skinner, B f, 16 Visionary, the 67
Socialisation 12 Volkswagen 48
Some Mistakes Candidates
Make at Job Interviews 110, Welch, Jack 16
111 Westpac 70
Staff What
Appraisals 92 are questions? 63
Contribution 11 attributes do you require to
Hand book outline 57 be a workaholic? 83
Recruitment 18, 19, 20, causes work
115

Managing Human Resources

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Managing

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Copyright 2002-2007 Martin Books

All rights reserved. No part of this book may be reproduced or transmitted in

National Library of Australia

Managing Human Resources

■ First published 2002 in soft cover

Martin Books have a combined range of more than 100 books,

2 Recruitment, Induction and Integration................................... 17

3 Organisations and people...........................................................39

4 Leadership and Motivation.........................................................65

5 Training and Evaluation................................................................86

What is Human Resources?

A well established definition of Human Resources is:

Your most precious possession is not your financial assets.

The Role of the Human Resources Manager

Human Resource Planning and Development (HRPD)

Some organisational goals in the management of Human Resources:

Can management define what behaviours it wants in order to accomplish

What’s that? - a true story

Human Resource Policies

Steps in the Human Resources process

Human Resources involves a number of functions in areas including:

TRAINING and DEVELOPMENT

Human Resources, People and Flight Centre

An organisation and its Stakeholders

The ultimate success of any organisation depends on a number of

The Politics of Human Resources

In the 1990’s well known business writer Max Walsh wrote in

What should Staff contribute to the Business?

Some Human Resource Components

STRATEGIC BUSINESS PLANNING

organisation structure or design.

MANPOWER PLANNING and HUMAN RESOURCE INVENTORY

RECRUITMENT and SELECTION

INDUCTION, SOCIALISATION and INITIAL TRAINING

INVENTORY OF DEVELOPMENT PLANS

JOB DESIGN and JOB ASSIGNMENT

FOLLOW UP and EVALUATION OF DEVELOPMENT ACTIVITIES

CAREER DEVELOPMENT PROCESSES

SUPERVISION and COACHING

ORGANISATIONAL REWARDS, PAY, BENEFITS,

PROMOTIONS and JOB CHANGES

TRAINING and DEVELOPMENT OPPORTUNITIES

CAREER COUNSELLING, PLANNING, FOLLOW UP and EVALUATION

PLANNING FOR and MANAGING DISENGAGEMENT

CONTINUING EDUCATION and RETRAINING

JOB REDESIGN, ENRICHMENT and ROTATION

ALTERNATIVE PATTERNS OF WORK and REWARDS

PERSONAL IMPROVEMENT PROGRAMMES (P.I.P.)

RETIREMENT PLANNING and COUNSELLING

Recruitment, Induction, Integration

Why is it important to take great care in filling a job vacancy?

Three major considerations in the selection process:

Some basic requirements for good recruitment include:

In order to achieve these aims the organisation will be faced with a

The four E’s of recruiting people:

Steps in the Recruitment Process

Writing a Job Description

How to recruit and keep the best staff

Three major considerations in the selection process:

The Interview Process