PEOPLE MANAGEMENT SKILLS

STATE BANK OF PAKISTAN - BANKING SERVICES CORPORATION (BSC)

ZAFAR AZIZ OSMANI

OUTLINE / INTRODUCTION

General understanding of People Management

Conceptual Framework of People Management

Personal / Managerial Effectiveness

Managing Change in a Dynamic Environment

Productivity & Workforce Management

PROGRAM OBJECTIVES

To orient the officers of BSC with core people management skills to enhance their effectiveness in managing their staff and getting better performance for their respective functions and the organization

SESSION

IN YOUR OPINION

EXERCISE 1

What is People Management?

What are People Management Skills?

PEOPLE MANAGEMENT CHALLENGES

Internal

External

Challenges

SESSION

2
CONCEPTUAL FRAMEWORK OF PEOPLE MANAGEMENT

EXERCISE 2

Who are Managers?

What do Managers do?

What do Managers need?

PEOPLE MANAGEMENT FACTORS

Plan, co-ordinate, manage and control the people to achieve organizations vision and objectives. Making the best use of talents, strengths and efforts of its people through engagement & motivation. Strong people management skills to help them relate to and bring out the best in others.

Managers

Task
Managers Need

PEOPLE MANAGEMENT SKILLS

Managers Strengths
Honest, open, consistent and approachable, Treating people fairly and with respect Build trust; and Create a positive and productive working environment and culture;

Managers Abilities
Relate to people and understand their needs and expectations Communicate effectively. Clear on their roles, objectives and priorities and why they are important Clear performance standards and measurement Motivated and engaged

BEHAVIORAL & LEADERSHIP STYLES

EXERCISE 3

What is Leadership?

How is a Leader different from a Manager?

BROADER PERSPECTIVE OF LEADERSHIP

Giving Feedback To Your Boss Leading Up Leading Out Influencing Peers

Self Leading
Self Development

Leading Down Managing Direct Report

DEFINITION OF READINESS

Readiness is the extent to which a follower is able and motivated to perform a task

TWO FACTORS OF READINESS

Skill
Can Do

Will
Want To Do

READINESS LEVELS

Readiness Level

Behavior
High Skills + High Will High Skills + Low Will Low Skills + High will Low Skills + Low Will

R4

+S+W

R3
R2 R1

+S-W
-S+W -S-W

LEADERSHIP BEHAVIOURS

Task Behavior

Extent to which the leader provides : Structure, Clarity, and Direction

Relationship Behavior

Extent to which the leader facilitates: Two-way communication, Problems Listen & provides Encouragement and Positives Reinforcement.

TASK & RELATIONSHIP BEHAVIOR

Task
Tell Show Direct Control Provide Structure Follow Up

Relationship
Support Encourage Praise Participate Give Feedback Listens

1 Way Communication

2 Way Communication

LEADERSHIP STYLE MATCH

Readiness

Leadership

Level 1 (R-1) Level 2 (R-2) Level 3 (R-3) Level 4 (R-4)

Style 1 (S-1)

Style 2 (S-2)
Style 3 (S-3) Style 4 (S-4)

CONFLICT MANAGEMENT

EXERCISE 4

Some common examples of Conflict in my organization?

In my opinion, the Reasons for Conflict are:

CONFLICT MANAGEMENT

The practice of recognizing and dealing with disputes in a rational, balanced and effective way

CAUSES OF CONFLICTS
Divergent personal values
Lack of cooperation/trust

Unclear roles/lack of job description

Competition of scarce resources Poor or inadequate organizational structure

MANAGING THE CONFLICT

Understanding needs

Listening

Consultation

Negotiation

Tolerance

Training

PERFORMANCE APPRAISAL

EXERCISE 5

What is Performance?

What are the key issues in Performance Appraisal?

CLARITY OF LINKAGE WITH GOALS

Organization Vision Organization Goals Functional Goals Individual Goals

ACR OLD RATINGS DISTRIBUTION

# of cases 5% 15% 80%

Performance rating
D
Unsatisfactory

C
Good

B
Very Good

A
Excellent

Expected standard was at top of range; no motivation to exceed expectations

BELL CURVE INTRODUCTION

Identifying candid performers who meet the desired goals

Identifying those who have gone extra mile and exceeded expectations Bell curve is about differentiating performance

Putting together those who need improvement

ACR BELL CURVE

100% of expectation; = fully satisfactory

Old distribution

# of cases

Target distribution

True Performance ACR levels:

70% D 1

80% C 2 MSP B

100% A 3 MAP

120%

130%

4 ESP

5 EMP

6
T 10

New Ratings

MMP

COMMON ISSUES IN PERFORMANCE APPRAISAL

Senior Employees keep good ratings between themselves

Head quarter / Regional functions get higher ratings

Lower level / field officers get lower rating for balancing the bell curve

GOAL SETTING ROLES & RESPONSIBILITIES

Employee 1. Meet with manager to ensure clarity org goals and deliverables 2. Agree on the SMART

Manager 1. Communicate clear goals 2. Communicate performance expectations

3. Explains Measures of Success

4. Provides agreed resources

PERFORMANCE REVIEW PROCESS

Business planning Getting agreement

Appraisal and performance review

Planning Handling the discussion Rating Performance

Assessing the problem Confronting Finding solutions

Aligning individuals & business objectives

Managing poor performance

WORK ETHICS

EXERCISE 6

What is Ethics?

Is it different at work?

SOME FACTORS ON ETHICS

Integrity Fosters trust with clients, coworkers and supervisors. Give honest feedback. Clients trust the employee's advice. Supervisors rely on the employee's high moral standards.

Sense of Responsibility
Employee feels personally responsible for job performance, shows up on time, puts in best effort and completes work to the best of ability.

Emphasis on Quality

Employees with a strong work ethic care about the quality of their work. They do their best to produce highest quality work.
Discipline An employee with good discipline stays focused on his goals and is determined to complete his assignments and a high level of dedication to the company.

Sense of Teamwork
Employees with a high sense of teamwork helps a team meet its goals and deliver quality work.

MANAGING ETHICS IN BUSINESS

Top Management Commitment Internalizing Code of Ethics Ethics Management Committees

Ethics Training programs

MANAGING DISCIPLINE CONCEPTS

EXERCISE 7

What is Discipline?

Some common discipline issues in your organization?

Why do discipline issues arise?

DISCIPLINE

A rule or system of rules governing conduct or activity

Discipline DISCIPLINE Concepts CONCEPTS

Obeying rules or a code of behavior,

Using punishment to correct disobedience:

The controlled behavior

A system of rules of conduct:

MANAGING DISCIPLINE
Identify the discipline problem

Follow-up

Discuss discipline with the employee

Counsel and Guide

Document the problem

Excelerate (Private) Limited.

SESSION

3
PERSONAL / MANAGERIAL EFFECTIVENESS

EXERCISE 8

What is Managerial Effectiveness?

What factors make managers less effective?

MANAGERIAL EFFECTIVENESS

Develop right systems/struct ures/processes

Develop, train and retain right talent

Keep them motivated to achieve goals

Help systems and people adapt to changes

TRANSITING ROLE OF MANAGER

TRADITIONAL MANAGER
Manager is boss

NEW MANAGER
Manager team leader

Follows the chain of command

Deals with all to get job done

Works in organizational structure Changes structure with change Makes most decisions himself Demands long hours Joint decision-making Demands results

PERSONAL EFFECTIVENESS & PROFESSIONALISM

Personal Effectiveness

Belonging to or affecting a particular person

Success in producing a desired or intended result

Professionalism

The competence or skill expected of a professional above self

Success for the organization irrespective of individual

DEALING WITH CHALLENGING BEHAVIORS

EXERCISE 9

Some examples of challenging behavior in your organization?

What causes them?

ACTIVE LISTENING Finding Truth

Find truth in other person, even if it is felt that they are wrong

Empathy
Ability to share other peoples feelings

Inquiry
Ask questions to learn about person is thinking and feeling

DEALING WITH SITUATION

The employee should be spoken to calmly, assertively and respectfully.

The supervisor should have a candid communication.

It should be made clear that management is listening to the employee Employee should be asked to consider possible positive options Give space to reflect and cool off and to respond to requests.

REWARD APPROPRIATE BEHAVIOR

Make the rewards visible and linked to positive behavior

Make the rewards regular

Encouraging employees to work together for a positive behavior

Use the element of surprise

BARRIERS TO AN EFFECTIVE WORKPLACE

EXERCISE 10

Do we work as a Team effectively?

What are some barriers?

BARRIERS TO AN EFFECTIVE CHANGE

The culture of an organization resisting the power structure A lack of understanding about why change is to take place

Managers feeling threatened by the process of change

Resistance from employees

A lack of communication or trust

Employees fearing the unknown.

MANAGING THE BARRIERS

Removing resistance is a vital role for managers.

Enable them to understand why change is necessary.

Providing sufficient resources to carry out any changes.

Involving employees helps create support for change process.

CLEAR COMMUNICATION

CLEAR COMMUNICATION

Use of simple language and easy sentence structure in composing the message

ONE-WAY VS. TWO-WAY COMMUNICATIONS

One-Way Communication

A person sends a message to another person and no questions, feedback, or interaction follows Good for giving simple directions Fast but often less accurate than 2-way communication

Two-Way Communication

The communicator & receiver interact Good for problem solving

SESSION

MANAGING CHANGE IN A DYNAMIC ENVIRONMENT

EXERCISE 11

One example of change in my department during last year?

Any resistance experienced?

EXTERNAL TRIGGERS OF CHANGE

Government and other legal restrictions

External workforce issues

Economic uncertainty

Inadequate enabling technologies

65

INTERNAL TRIGGERS OF CHANGE

Unsupportive culture and climate

Inflexible organization structure

Limited funds

Outdated Process

Workforce issues
66

CREATING BUSINESS VALUE FROM HR DURING CHANGE

Define organization current state

Develop Strategy Roadmap

Define future business state

Determine HR Value Creation Strategy and Roadmap

67

KEY ELEMENTS OF SUCCESSFUL CHANGE

Committed And Active Participation Of Leadership Effective Communication And Measurement Align HR Systems With Goals And Objectives Culture Change Involvement Of Empowered And Educated Workforce
68

ALIGN HR SYSTEMS TO SUPPORT CHANGE OBJECTIVES

Establish business strategy, goals & objectives Establish HR strategy and its support requirements Define gaps in terms of current and required capabilities Define strategies to bridge the gaps
69

CULTURE CHANGE
Conduct an employee culture audit

Identify gaps between current culture and change culture

Develop culture change strategy & action plan

Implementation and monitoring

70

EMPLOYEE ENGAGEMENT
Gaining employees buy in for change

Developing employees for their value creation

Granting employees greater authority & responsibility

Measuring and monitoring their performance

71

PRODUCTIVITY & WORKFORCE MANAGEMENT

EXERCISE 12

Key factors impacting productivity in my department?

Options & Solutions:

BASIC ROLE OF A SUPERVISOR Educating Sponsoring Coaching Counseling Directing Give instructions Supporting the activity Supporting learning employees Advising on right direction Telling with clear instructions

DELEGATION

Approach to get things done, in conjunction with other employees

Often viewed as a major means of influence and motivation

Generally includes: Assigning responsibility & authority to gain the resources to do the task

COORDINATION

A cohesive phenomenon in an organization

Integrate all the activities of an organization

Helps to minimize the conflicts, rivalries, wastages, delays and other organizational problems

CONTROL

Controlling is the method of checking whether or not

Proper progress is being made towards the objectives and goals

Action are taken to correct any deviation

WRAP UP

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