Introduction

• Importance of people management in today’s world
• Why line managers should take the lead
• Key elements of people panagement
• Simplified and uncomplicated “approaches and systems”

Getting the right people: best recruitment and selection practices

• Recruitment & selection as an ‘inexact’ science
• Establishing selection criteria
• Gathering the data at interview
• Use of ‘scenario’ based questioning
• Note-taking at interview
• First impressions/self-justification
• Data comparison
• Selection of most suitable candidate
• Post selection processes
• Alternative approaches

‘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

Probation

• Role of team leader/manager
• Earning respect and trust
• Coaching
• Performance development
• Performance review
• Review of progress/decision to retain or let go

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

Reward management

• 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

Employee grievances

• Distinction between complaint and grievance
• Line managers 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

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
• Managing attendance at work
• Judge and jury
• Penalty to fit the crime

Learning and development

• Competencies explained
• Promoting learning and development
• Taking a learner’s viewpoint
• Getting the best from off-the-job training

Dignity and respect

• 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

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

Enhancing personal commitment of staff

• Utilising the power and skills in others
• Moving from authoritarian to facilitative approaches
• Acquiring facilitation skills
• ‘Letting-go’ and developing confidence in others
• The commitment equation
• Organisational skills & learning

Positive employee relations

• Enlightened leadership
• Team development through empowerment
• Performance management
• Proactive attitudes and behaviours

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

BCL, BL, MSc (Mgmt)

Member of the Irish Institute for Training and Development
Chartered Fellow of the Institute of Personnel and Development

Conor set up SHRC Limited as a strategic human resource consultancy focusing on strategy development, HR practices, performance management and executive development. He has an extensive consultancy and executive development practice in the health services, financial services and multinational organisations.

He acts as coach and advisor to chief executives and senior managers involved in leading Irish organisations. For ten years he ran a network organisation for the chief executives of the manufacturing subsidiaries of multinational companies in Ireland including General Electric, Apple, Pfizers and Hewlett Packard.

Conor has written numerous articles in the areas of personnel and general management. He was responsible for the development of the Guide to Effective Management and is co-author of The Management Skills Book, which is published in six languages.

www.shrc.ie