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Notwithstanding the vagaries of wholesale outsourcing, the manager who will be successful in these fluid times is one that finds a way to value the intangible - human resources - and acts accordingly. Gone are the days when the human resource function administered the personnel manual, supplied answers to questions on the company's health, insurance and retirement plans, wrote manuals and issued reams of conduct, discipline and work environment rules and regulations.
Realizing the inherent values in people who work for the organization and finding ways to help them grow, find satisfaction in their work tasks and environment and to enhance their performance and productivity are all of vital importance to the new personnel or human resources manager. In the last few years, this has slowly recognized by the more enlightened corporate managements as global conditions have changed and competition in the bulk of companies has become ever more intense. Without the understanding and commitment to the importance of the human resource in enterprise from senior management, the role of the manager of human resources is an uphill battle.
The trouble with putting a value on personnel within the organization is that is hard to do scientifically. Without dollar and cents proof of the value of a contented but motivated work force it is a very hard sell indeed. The forward looking managements who have followed the precepts of treating the workforce as a valuable asset that needs constant management attention are those that have seen significant benefits to the bottom line. Underlying the successful efforts in this regard have been managements that are willing to spend time and money in finding out what people want and giving it to them. This does not mean handing out a smörgåsbord of benefits willy nilly and running a loose ship.
What it does take is total commitment to the mission on the part of senior management, the sharing of that mission down the line, being willing to explain, train and correct in pursuit of the mission and establishing reward systems that bear connection to the mission and it's accomplishment.
While much of this thinking might seem to be either automatic or pie-in-the-sky, it is neither. To accomplish a change in thinking in a long established organization is very difficult. The change often is viewed with a good deal of suspicion and distrust. To combat these negatives takes an enlightened group of managers not only at the senior policy making level but throughout the line and staff organizations. In the final analysis, a great deal of the responsibility falls on the managers of the personnel function. Their roles of interpretation, communication and listening must be coupled with an in depth knowledge of the workforce and it's various components.
It's difficult, time consuming work but, in the end, rewarding for individual, manager and enterprise.
Category: ManagementPersonnel management secrets was written by:Author:Tim MossAdded: Thu, 09 Aug 2007 15:15:53 -0400 This Article Has Been Read 348 times View all Tim Moss's articlesAbout the Author: Tim Moss is dedicated to helping young people discover their niche. You can find more about degrees in science at his site http://www.degreeinscience.com |
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