How to get what you want out of your team by getting the best out of HR
Not surprisingly a lot of managers move into management having done the job their team members do. But as they rise up the management hierarchy they have to rely on people management skill rather than professional knowledge.
In any management position people skills are essential but often when people take up their first management posts these skills are not well developed. This is when HR are called upon to intervene. The new manager doesn’t know how to deal with a disruptive member of staff who is truculent , uncooperative and challenging.( Maybe they think they should have got the job). A conflict between two members of staff who don’t get on or a member of the team that upsets every one else. The cynical team member when you’re trying to be so positive. The skiver who doesn’t pull their weight leaving others to pick up the slack. The disloyal member of staff who speaks negatively about you and the organisation.
Some managers are reluctant to share their problems with their boss not wishing to give the impression they can’t manage their team. Others think the answer is to be autocratic “do it because I say so and I am the boss”. And then they are surprised to find themselves he subject of a grievance or more worryingly an accusation of bullying. People don’t simply do what you say because you’re the manager. They may not refuse to do what you say but there are plenty of ways of frustration you without directly defying you (passive aggression).
HR can be extremely useful in tackling these types of challenges. The fact that HR are often not consulted until the manager is talking about disciplinary action shows the misconception about the role of HR. They are not just trouble shooters. But to get the best out of HR you have to build up a working relationship, establish a rapport. Your HR contact gets to know you, what type of manager you are and the issues in your team. Mutual trust means you listen to their advice because they don’t assume you’re over reacting or prone to make unreasonable demands.
Managers often complain HR are more interested in avoiding conflict than supporting managers. This is not my experience. A head of HR for a large complex organisation shared with me the view that he and his colleagues wished more managers would be be more assertive, challenge team members and actively manage their teams. Of course they had to go about this the right way and that’s what HR were there to help them do.
Blair McPherson former Director author and blogger blairmcpherson.co.uk
