HR for Non HR

Managers
Introductions and
Programme
Line managers and their HR role

 HR impacts the bottom line

 understand the employment process
 know when to draw on specialist advice
 changing face of human resources
The War for Talent
 2. Make talent management a critical priority

• Establish a talent mindset

• Build management skills at all levels 3. Create the
• Make managers accountable means to select
1. Build a winning outstanding
environment talent

• A winning company •Know what talent

people want to join Talent you want and go for it
• Challenging jobs • Take risks with inexperience
people want to do • Create development roles
• Rewards/lifestyle • Remove dead wood

• Use feedback and mentoring

• Face up to retention issues
• Promote the best early and often
• Break reward rules

4. Engage talent and develop it

 The organisation
Outstanding Company Exciting Job Talent Well Managed
Great vision/mission Challenge Coaching/feedback
Achievement ethic Opportunity Mentoring
Market/product leader Wealth Creation Early promotion
Great brand image Team synergy Great boss
Strong values Expanding Empowered

People

Identification Add value Contribution

Affiliation Move forward Competence
Loyalty Adrenaline flow Personal Growth
Commitment Fulfilment
Involvement Satisfaction Interdependence
Reward/lifestyle
 Progression from raw recruit to
professional mastery

Low Master
Stress and Role-strain

Stress Professional

High
stress The Developing
Professional
Low
Stress
The Raw Recruit
 Talent management

Talent management is a mindset. It is a

process – not an event.
You must consciously:
• Bring in new talent
• Develop talent
• Share talent
• Above all, manage talent
 Legal framework

Contracts of employment
ACAS Code
EU Law
Rules of natural justice
UK Law
 Employment law awareness

• Parental Rights
• Equal Opportunities
• Temporary Workforce
• Statutory disciplinary and grievance
procedures
• Data Protection
• Civil Partnerships Act
• Equality Act
 Discrimination
• Direct discrimination occurs when an
individual is treated less favourably on the
grounds of gender, race, etc

• Indirect discrimination occurs when a

requirement or condition is imposed, which on
the face of it is neutral, but which in practice
one gender/race/nationality finds more
difficult to meet AND which cannot be justified
 All discrimination
• Under the Human Rights Act 1998:

“The enjoyment of the rights and freedoms set

forth in this Convention shall be secured
without discrimination on any grounds such as
sex, race, colour, language, religion, political or
other opinion, national or social origin,
association with a national minority, property,
birth or other status”
 Religious discrimination
• Under the Human Rights Act 1998, everyone
“Has the right to freedom of thought, conscience and
religion; this right includes freedom to change
religion or belief and freedom, either alone or in
community with others and in public or private, to
manifest his religion or belief, in worship, teaching,
practice and observance”
 All discrimination
• Under the Equality Act 2010:

– The Equality Act became law in October 2010. It replaces previous

legislation (such as the Race Relations Act 1976 and the Disability
Discrimination Act 1995) and ensures consistency in what you need
to do to make your workplace a fair environment and to comply with
the law

– The Equality Act covers the same groups that were protected by
existing equality legislation - age, disability, gender reassignment,
race, religion or belief, sex, sexual orientation, marriage and civil
partnership and pregnancy and maternity - but extends some
protections to groups not previously covered, and also strengthens
particular aspects of equality law
 Disability

The Act has made it easier for a person to show that they are disabled and
protected from disability discrimination. Under the Act, a person is disabled if
they have a physical or mental impairment which has a substantial and long term
adverse effect on their ability to carry out normal day-to-day activities,
which would include things like using a telephone, reading a book or using
public transport.
 Age

This is when an employee is discriminated against

by an employer on the grounds of age.

Discrimination takes different forms.

There is overt discrimination - for example,
someone being made redundant because
they are considered too old for the job.
 Sexual orientation

Sexual orientation is defined as having a sexual

attraction to:
•persons of the same sex (lesbians and gay men)
•persons of the opposite sex (heterosexual)
•persons of both sexes (bisexual).
Sexual orientation has nothing to do with sexual
practices, for example sadomasochism or
paedophilia, which are not covered by sexual
orientation Regulations.
CIPD 2005
 Race or Religious Beliefs

For the purposes of the Act ‘race’ includes colour,

nationality and ethnic or national origins.

In the Equality Act, religion includes any religion. It

also includes a lack of religion, in other words
employees or jobseekers are protected if they do
not follow a certain religion or have no religion at
all.
 Bullying

Offensive, intimidating, malicious or insulting behaviour.

An abuse or misuse of power through means intended to
undermine, humiliate, denigrate or injure
the recipient.
 Bullying examples
Insults,
Constant particularly on grounds
ridiculing of race, gender, etc.

Threats

Spreading
Undermining a malicious rumours
competent worker
by overloading
with work
 Costs of bullying
•Stress
•Absenteeism
•Poor moral and poor employee relations
•Loss of respect for managers and supervisors
•Poor performance
•Lost productivity
•Resignations
•Damage to company reputation
•Tribunal and other court cases and payment of
unlimited compensation
Communication
 Four factors

• Show care, concern and interest

• Explain exactly what is expected of
each person in the team
• Ensure people are in a role that fits their
abilities
• Give positive feedback and recognition
for work well done
 Interview structure

• Preparation and Planning

• Engage
• Account
• Clarify
• Evaluate
 Investigating tips
•Gather facts promptly – before recollections
fade
•Interview all involved parties and obtain
statements
•Keep records
•Consider suspension with pay –
where there are risks to the company
 When collecting evidence
• Clearly define your objective
• Build rapport
• Use open questions and funnel
• Summarise your understanding
• Do not use leading or misleading questions
• Understand memory and how it works
• Allow sufficient time
Some points to remember when using
competence based questions/approach
• Some candidates are good at “telling a story” – follow up
questions – don’t just accept the answer just because it
was competency based –get all the evidence you need!
• Some people will naturally steer the conversation back
to hypotheticals or be vague
• Some people can feel afraid by the “tell me about”
approach
• Try the PAR approach to structuring questions
- the Problem – the Action – the Result
• Not every question is behavioural
• Don’t forget the interview structure and launch straight
into “Tell me about…”

16
 Manager
Planning, organising,
controlling,
motivating, developing

Downward Feedback
communication Upward flow of
Flow of plans, communication, results,
instructions, expectations, views and
expectations ideas
Individual or team
Performance
 How can I improve my
communication skills?

Build on your own experience +

Regularly assess your skills +
Capitalize on your strengths +
Improve your weak areas +
= Communicate more effectively
A good manager remembers the
3Cs!

Communicate

Communicate

Communicate
Managing performance

10
 High performance working

“High performance working involves

using HR practices and policies to
maximise the potential of employees
and boost organisational performance.
Some examples of high performance
work practices follow….”
 High performance working

• Annual performance reviews

• Personal development plans
• Team working
• Teambuilding activities
• Staff attitude surveys
• Training for trainers
• Mentoring or coaching
 High performance working
• Multi-skilling
• Workplace –level joint consultative committees
• Job rotation/cross-training
• Minimum 5 days training per year per employee
• Regular meetings of the entire workforce
• Peer review/360 feedback
• Total quality management
• Self directed teams
Performance management trends

• 360 Appraisal
• Competency Appraisal
• Scorecard
• Key Performance Indicators
 Appraisal - Benefits and
Beneficiaries
Organisation
 data on organisational
 performance
 HR planning data
 better communication
 better motivation
 better organisational
Appraisee  performance
 better understanding of
performance Appraiser
requirements leading to  better staff
better performance performance
 opportunity to discuss  problem rectification
problems and  feedback on self
grievances
 focus on you and your
needs
 Key factors of a
successful appraisal
 preparation

 sufficient time

 specific examples

 focus on the positive

 agreed objectives
 Performance through people

Performance
Performance Review
Review
•Discuss and
•Appraisal meeting agree objectives
Performance with
•Appraisal report
Management team/individual
and performance
assessment •Agree Job
•Schedule reviews purpose and
and action Objectives
•Agree training
Continuous Development and development
plans
Observation and Feedback
Encouragement and Coaching
Maslow’s hierarchy of needs

At work:

Self- - fulfilling, interesting job

actualisation using abilities

- recognition, praise,
Self- promotion
esteem
- belonging, helpful,
Social friendly

Safety - job security, sick pay,

pension
Physiological - pay, working hours,
environment
 Johari’s window
Self of ourselves

Known Not known

Others of ourselves

Known

Public Arena Blind Spot

known
Not

Facade Unknown
 Barriers to feedback
When did you last
receive some positive
What holds you back feedback?
from giving feedback? How did you feel?

Think of the last piece

of unsolicited negative
feedback you received.

How did you respond?

Managing absence
 Management of
long term illness
• Maintain regular contact with employee
• Obtain all relevant medical information

Expected duration Interventions

of illness that may
hasten the patients
recovery
Implications for
future
work performance
 Long term illness
The message to convey to an employee
suffering a long term illness:
• You are valuable to your team
• Your absence from work impedes the
performance of the team
• We will do everything we can to rehabilitate
you
• We will take expert advise to assist your
recovery
 What stresses employees?
• Job design – too much work
• Not enough support from managers
• Pain from work related injuries
• Not having a say in how work is done
• Putting high effort into work and not
getting recognition from managers
• Combination of fast paced work and
conflicting priorities
Source: Bristol Stress and Health at work study &
The Whitehall II Study
 Exercise
• A young person recently joined your team and
they have been off 6 times in the last 6 weeks no
real pattern 2 Mon, 2 Fri, one Tue and a Thurs.
• S/he often appears at work unkempt even looking
in need of a good wash.
• Last week S/he was in a foul mood all day.
• S/he seems to have a constant cold.
• S/he has just returned from yet another one day
absence and you have a meeting booked in 15
minutes time.
Discipline
 Why discipline?

 to maintain control

 justice must be seen to be done

 to upkeep morale

 ensure that company work standards are met

 Discipline iceberg
Legal Issues
Dismissal
Suspensions
Written warnings
Formal verbal warnings
Informal verbal warnings

Instances where action

should be taken, but is not.
 Steps in preparing for a
grievance or disciplinary
interview
 gather information  is there a precedent?
 check for accuracy  if no procedure or
 investigate if there is an precedent - seek advice
underlying cause  set enough time for the
 check employee’s past interview
disciplinary record  ensure privacy for the
 is there a clear company interview
procedure for this issue?
 Part time
workers being Infringements
treated less of statutory
favourably rights (sex,
Employer’s race, disability)
failure to pay
minimum
wage Grievances with
statutory right to
accompaniment
(Duty by an employer in
relation to an employee) Disclosing issues
of wrongdoing
about fellow
colleagues
Health & Safety
(whistleblowing)
issues
 General request
for new terms of General
employment request for
e.g. health care better facilities
e.g. car parking

Other Grievances: NO
statutory right to
accompaniment
Day to day
General friction between
request for a fellow workers
pay rise (no legal
wrongdoing)
 Grievances
Statutory right to accompaniment

• Companion can be a fellow worker, a trade union

official, or an approved lay trade union official
• There is no duty on a fellow worker or trade union
official to accept a request to be a companion
• The companion is entitled to a reasonable amount
of paid time off to fulfil this responsibility (before,
during, and after the hearing)
 Grievances
Statutory right to accompaniment

What does reasonable request mean?

E.g. Can’t request a companion from a geographically
remote location if there is someone suitable on site
 Letting
out of
work
Persistent activities
absence affect
Inadequate work
work output output
What
constitutes
poor
performance?

Very poor Harassing

timekeeping colleagues
 Gross misconduct
.
Conduct that may justify dismissal without notice
 Staying out of trouble
• Follow procedures
• Be consistent
• Adhere to rules of Natural Justice
• Be compulsive about the process
• Improving Performance is the goal!
• Start early, before it’s too late
• Use your Common Sense!
Learning and development
 Why train and develop staff?

To increase motivation and invest in the future

 induction

 feedback
 courses
 shadowing
 coaching
 action and review
Benefits of organisational training
A great benefit
• Higher competence
• Improved technical skills
Of some benefit
• Staff retention
• Increased satisfaction
• Raised commitment
• Improved behavioural skills
 Competence

COMPETENCE: ‘An action,

behaviour or outcome
which the person should
be able to demonstrate’

The Training Standards

Agency

7
 Team leader
• The organisation is undergoing change and
employees are being driven to deliver tough targets, to
high quality standards and in tight timescales.
• Team leaders undertake HR activities including
developing staff, communicating and motivating
people.
• There is uncertainty about the future of the team but
the teams work is critical to the future success of the
business.
• One person in the team fly’s off the handle at the
slightest thing and another is constantly taking time off.
 Learning in organisations
• Organisational culture is critical in helping
employees to learn effectively
• On the job training still seen as most effective
method
• Individuals are encouraged to take greater
responsibility for their own learning
• Coaching has experienced largest increase in
usage with e-learning a close second
 Questions & answers

• Any other points/questions etc.

surrounding this workshop?

22
 Action plans

Key learning Skills to be developed

Will do more of
Will stop doing
Thank you