Ten Things Great Bosses Know...

Ten Things Great Bosses Know...

1. The Most Important Thing Bosses Do Is Help OTHERS Succeed:

This sounds simple, but bosses got promoted because of their personal achievements. Now, they have to shift the focus from themselves to the growth of those who report to them. In other words, it's not about YOU, boss. It's about the troops. If they do well, you should, too.

2. Managers Cannot Treat Everyone The Same:

Great bosses learn how to customize their approach to each person. Yes, they hold true to core values, but don't assume that they have to act in identical ways with each staffer. They manage people as the complex individuals they are. And that's a real skill.

3. IQ Gets Bosses Only So Far; EQ Takes Them to The Next Level:

I'm talking about emotional intelligence: the ability to be self-aware, self-managing, socially aware and adept at managing relationships. This means knowing how to read the emotions of others as well as our own, to know how to power up or power down in synch with a situation, to build trust through expertise, integrity and empathy.

4. People Fall In Love With Ideas & Solutions Of Their Own Creation:

It's faster and easier to tell people what to do; but when people come up with their own ideas, they are much more invested in them. Anyone who's ever assigned stories knows this one. Journalists love the project they come up with more than the one that's given them. When we put our personal stamp on something, we care more about it. This applies in work assignments, negotiation and conflict resolution.

5. Coaching Is A Critical Skill:

Bosses who "fix" the work of others don't help them grow. Fixing may be faster, but has short-term impact. Coaching takes more time but the results last. Fixing is about the product, coaching is about the person. With good coaching, the person and the product improve.

6. Staffers Must See You, Not Your Evil Twin:

What's the difference between visionary and delusional, a roll-up-my-sleeves helper and a micromanager, or between confidence and arrogance? It's often in the the way the leader communicates and the staff perceives her. Leaders can't assume their employees can read their minds. It's hard work to make your intentions clear.

7. Conflict Doesn't Get Better If It Is Ignored:

The best bosses build cultures where conflict may be inevitable among smart, creative people, but it is handled extremely well. Differences are aired, values are clear, people are held accountable, and bullies don't win.

8. Intrinsic Motivation Is The Most Powerful:

The best work gets done when people motivate themselves. That's intrinsic motivation: Internal engines like competence, choice, meaningfulness and progress. Or the joy of working with a team, or achieving something solo. Great bosses know what drives each person they lead.

9. Managing Change Is A Constant Responsibility:

Change can make people very uncomfortable, but leaders must move people in new directions, toward new opportunities. Today's newsrooms are undergoing massive changes of culture, workflow, skill sets, formats and technology. Great leaders build bridges to the future.

10. Leaders Inspire Others:

There's meaning, honor and dignity in every form of honest work. Don't fear that you will look corny by sharing a vision, a passion, or a dream. The best bosses make us feel better about ourselves, our work and our goals. Dare to inspire.

HRM Effectiveness Audit

The HRM Effectiveness Audit: A Tool for Managing Accountability in HRM

Definition:

HR Audit means the systematic verification of job analysis and design, recruitment and selection, orientation and placement, training and development, performance appraisal and job evaluation, employee and executive remuneration, motivation and morale, participative management, communication, welfare and social security, safety and health, industrial relations, trade unionism, and disputes and their resolution. HR audit is very much useful to achieve the organizational goal and also is a vital tool which helps to assess the effectiveness of HR functions of an organization.

Scope of Audit:

Generally, no one can measure the attitude of human being and also their problems are not confined to the HR department alone. So it is very much broad in nature. It covers the following HR areas:

. Audit of all the HR function.
. Audit of managerial compliance of personnel policies, procedures and legal provisions.
. Audit of corporate strategy regarding HR planning, staffing, IRs, remuneration and other HR activities.
. Audit of the HR climate on employee motivation, morale and job satisfaction.

Benefits of HR Audit:

It provides the various benefits to the organization. These are:

. It helps to find out the proper contribution of the HR department towards the organization.
. Development of the professional image of the HR department of the organization.
. Reduce the HR cost.
. Motivation of the HR personnel.
. Find out the problems and solve them smoothly.
. Provides timely legal requirement.
. Sound Performance Appraisal Systems.
. Systematic job analysis.
. Smooth adoption of the changing mindset.

Approaches to HR Audit:

There are five approaches for the purpose of evaluation of HR in any organization:

. Comparative approach
. Outside authority
. Statistical
. Compliance approach and
. Management By Objectives(MBO)

Conclusion:

The auditors always prepare and submit an audit report to authority of the organization, which may be clean or qualified. The clean report indicates the appreciative of the department's function, but the latter one represents the gaps in performance and therefore contains remarks and remedial measures. HR Audit is very much helpful to face the challenges and to increase the potentiality of the HR personnel in the organization.

References:
William.B.Werther and Keith Davis, Human Resource Management and Personnel Management, 5th edition, McGraw-hill, 1996.
K. Aswathappa, Human Resource Management and Personnel Management, 4th edition, McGraw-hill, 2006.