About the Book

About the Author

Frank Scott-Lennon is the creator of ManagementBriefs.com and is also an experienced Management Consultant. Frank works with national and international business organisations, Government departments and charities. His key focus areas are Performance Management, Change Management, Bullying and Harassment: Mediation and Investigation, Corporate Governance, Coaching and Mentoring, Team Development, Strategic HR & IR Conor Hannaway is the founder of SHRC Ltd which developed advanced e-learning tools and performance management software. He is an experienced HR practitioner and has worked in HR roles in a number of leading multinational organisations including General Electric.

Table of Contents:
Introduction Importance of People Management in Today’s World • Why Line Managers Should take the Lead • Key Elements of People Management • Simplified and Uncomplicated “Approaches and Systems” Chapter 01: Getting the Right People: Best Recruitment and Selection Practices Recruitment & Selection as an ‘Inexact’ Science • Establishing Selection Criteria • Gathering the Data at Interviews • Use of ‘Scenario’ Based Questioning • Note-taking at Interviews • First Impressions/Self-Justification • Data Comparison • Selection of Most Suitable Candidate • Post selection Processes • Alternative Approaches Chapter 02: ‘Settling in’ New Staff: Best Induction Practices Initial Entry and Socialisation Processes • ‘Buddying’ or ‘Angel’ Approaches • The Psychological Contract • Focusing the Job Performance of the New Employee • Envelop New Employees with Organisational Values • Induction is a Far Bigger Process than the Training Room • Topics to be Included in the Induction Process Chapter 03: Probation Role of Probation Process • Earning Respect and Trust • Coaching • Performance Development • Performance Review • Review of Progress / Decision to Retain or Let Go • Manager’s Tasks When Approaching Probation End Chapter 04: Managing Individual and Team Performance Managing Performance is a Key Responsibility for All Managers • The D E F T Model is Helpful for Managing Performance: - Dialogue – Expectations – Feedback - Timely Approach • Meaningful Dialogue About Job Responsibilities • Expectations and ‘Line of Sight’ to Organisational Goals • Key Result Areas • Jointly-driven Process • Goal-setting • Personal Development of the Individual and Competency Development • Tips for Giving Feedback • Timely Approach • Reviewing Poor Performance Chapter 05: Recognition and Reward How Rewards Work • What to Reward • How to Reward • Rewarding Performance Throughout the Year • Recognising Effective Performance • Using Informal Rewards • Responding to Higher Level Needs Chapter 06: Employee Grievances Distinction between Complaint and Grievance • Ownership of Employee Grievances • Grievances are Felt More in the ‘Gut’ Than in the ‘Head’ • Resolve Grievances at Lowest Level Possible • Resolve Grievances as Speedily as Possible • Grievance Structures and Processes • Consistency of Approach is Critical • Proactive Approaches to Grievance Resolution Chapter 07: Handling Discipline Confront Disciplinary Issues Early • Pre-discipline Process • Consistency of Approach • Red Hot Stove • Progressive Disciplinary process • Disciplinary Procedure • Gross Misconduct • Dismissal Process • Investigation Process • Disciplinary Hearing Prior to Dismissal • Principles of Natural Justice Chapter 08: Learning and Development Competencies Explained • Promoting Learning and Development • Taking a Learner’s Viewpoint • Getting the Best From Off-the-Job Training Chapter 09: Upholding Dignity and Respect in the Workplace What is Covered • Role of the Manager • Responding to a Complaint • Managing the Process - Hearing the Complaint - Responding to the Complaint - Informal Process - Responding to the Complaint - Formal Process - Follow-up Chapter 10: Change Management Inevitability of Change • Identifying Future Direction of Organisational Change • Key Approaches to Change • Readiness for Change • Resistance to Change • Communication • People and Change • Change Processes • Transformational Leadership Chapter 11: Enhancing Personal Commitment of Staff Utilising the Power and Skills in Others • Moving from Authoritarian to Facilitative Approache • Acquiring Facilitation Skills • ‘Letting-go’ and Developing Confidence in Others • The Commitment Equation • Organisational Skills and Learning Chapter 12: Positive Employee Relations Enlightened Leadership • Team Development Through Empowerment • Team-based Performance Management • Proactive Attitudes and Behaviours Chapter 13: Culture as an Aid to Organisational Strategy Culture: Building the Sort of Organisation You Want • Culture Explained • Building Blocks of Culture • Impact of Culture • Developing a Positive Culture • Time to Change Culture