As a manager, do you know your impact or are you relying on your intentions?

“It is not enough that your designs, nay that your actions, are intrinsically good, you must take care they shall appear so.” (Henry Fielding).

An effective manager is one of the most significant and valuable assets that the team can possess and the very things the manager does and says could increase the effectiveness of the team - the “Hawthorne Effect” (the increase in productivity and effectiveness that occurs due to the impact of the motivational effect on the team as a result of the interest being shown in them) is prevalent.

Effective Management

But there is a danger that the manager can be the single biggest thing that gets in the way of people performing. In their actions and behaviours, managers - who are human after all - may mean well but it is worth considering that it is the impact of what the manager does, not the intention behind actions and behaviours that ultimately matters.

“Impact not intention” – this must be the manager’s mantra.
Consider the manager who:

• always books things in their teams diaries “to save them the effort” 
• filters communications for the team because “they are too busy to do it themselves” 
• takes on the frequent checking of work with an individual “because it shows I am interested” 
• insists on a weekly one to one with each of their team “because it shows I care”
• pays special attention to underperforming individuals and allows the good performers to carry on without managerial input “because they don’t need me” 

Sound familiar?

“But I meant well, it’s just what they want, what they need,” is the cry that goes up. But who decided that? Are these the best thing for the individuals involved to help them perform?  What are these actions really saying to the team?

How do you know whether your actions and behaviours when managing the team are the ones that are most effective for them?
These managers may be misguided but all want the same thing – for the individual to perform. But what do individuals need from their manager in order to perform?  Why not start by asking the individual?

Whilst it is important to remember that managing people is a collaborative approach and the team cannot decide in isolation what they get, in the managerial process of seeking to ensure that people are developed, the team is built and the task is achieved it is valuable to keep in mind that we are talking about the individuals job and their performance so their voice is crucial.

“Seek first to understand. Then to be understood” wrote Steven Covey.
For a manager, getting feedback on own performance is often ignored in favour of giving feedback on others. But reflect on how valuable it would be to know those behaviours and actions that support and reinforce and those that disturb, disrupt or damage.

There are a few things worth considering:

• Developing and establishing a 360 (or 180) degree feedback system
• Building in time at the end of performance meetings to discuss what you do that supports or gets in the way of your people
• Getting other managers to observe your performance and feedback
• Having effective performance discussions with own line manager, ensuring that objectives relating to the management of people are agreed, measured and fed back on  

Samuel Johnson said "Hell is paved with good intentions."
No manager wants to live in hell so create the opportunity and take the time to check your impact matches your intentions.

Written by David Mathieson, a learning consultant at Capita Learning & Development.

Employment Law Changes Spring 2013

This Spring coincides with various changes in employment law that are likely to affect the day-to-day working practices of many organisations. If you would like expert advice on the current legislation and ensure you have the correct employment law procedures in place, why not join The PEEL Club, an exclusive club for HR professionals?

The PEEL Club is a group of HR professionals who regularly meet up to discuss Employment Law changes, challenges and best practice. In this video we meet, Prof Patricia Leighton, an employment law specialist and the PEEL Club leader, who tells us more about the benefits of attending the PEEL Club...

How To Change Your Company Culture

Barclay’s recent job cuts announcement includes a vow to ‘change the corporate culture’ of the organisation.  How realistic is that as an aim?

Organisational Change

New CEO Anthony Jenkins is wise to say that it will take ‘five to 10 years’ to embed genuine change. Culture is the very essence of an organisation.  There is a debate about whether culture is something an organisation “has” – a characteristic which can be changed in the same way as new equipment can be bought or processes introduced, or whether it is something an organisation “is” – so fundamental to the DNA of the organisation that it permeates all elements of organisational life.

Cultural models reflect this complexity. The well-known cultural web developed by Johnson and Scholes provides one illustration. The web is made up of a number of elements:

• The events and stories that people talk about
• The rituals and routines that show what is important and what‘sanctioned’ behaviour is
• The symbols, from the organisation’s brand and buildings to the language that people use
• Who has real power – to keep the status quo or make improvements
• What controls are in place – both measurement and reward systems
• The formal organisational structure – showing both who and what is important

At the centre of these six elements is what Johnson and Scholes call the ‘paradigm’: those deep unstated assumptions about the organisation that are so taken for granted, people don’t even know they have them.
To make it worse, few organisations have a single culture.   Subcultures proliferate – forming for reasons as varied as the requirement for an R&D division to work in a particular way to make its contribution, to the different basic assumptions that contribute to the world view of people from varying national cultures in a multi-national organisation.

So is change possible?  Yes, but it is important to recognise the limitations and risks.  As well as multifaceted, culture is multi-layered.  Ed Schein, father of organisational cultural theory, paints a picture of the levels of culture: Artifacts– things that can be seen, heard and touched as soon as you walk through an organisation’s doors.  Espoused values and beliefs - what people say is important. And finally – the basic, underlying assumptions that form the beating heart of the organisation. These assumptions build up over an organisation’s lifetime as a result of people finding a way of being that ‘works’ and works repeatedly when tackling challenges. That level of ‘taken for grantedness’ is tough to permeate – which helps explain the anxiety and resistance that can scupper the most well-meaning change efforts.  Though it also means that there are times where it is obvious that ‘the world is shifting’ when cultural change is the most likely – as it becomes increasingly clear that the old ways of being simply just won’t cut it for the future.

Changing culture means being in it for the long haul, taking a holistic approach – and recognising that intended changes often end up having unexpected consequences. No blog post could do justice to the complexity of what is required. A few pointers, in particular from a communication perspective include:

• Clarity. Populate the cultural web to understand where your culture is now, and where you need it to be
• Help people to ‘unlearn’:  use communication to help show why the current way of being just won’t work for the future. Better still, find ways people can find this out for themselves (e.g.: ask groups to conduct their own market research) 
• Support leaders in being tangible and explicit about what is changing (and what isn’t).  Highlight role models to help people ‘reframe’ their thinking.   Engage – providing structured opportunities for people to make their own informed decisions about solutions.
• Provide a safe environment.  Fear of failure or looking stupid is a big stumbling block.  Listen to understand concerns, then communicate the support that is being put in place.
• Recognise the power of the peer group – especially in the digital age.  Nurture and support ‘informal’ leaders
• Publicise and reinforce successes – and encourage people to do the same through internal social media platforms.

Liz Cochrane

Course Director, Masters in Internal Communication Management

Learning and Development: At a Glance

Carol Martin, Senior Consultant and Development Manager, Capita Learning & Development highlights the benefits of training employees - it stops stagnation, it's a great networking opportunity and it generates creativity and innovation.

She also talks about how the recession exposed gaps in the organisational structure of companies and how this has forced companies to train their employees in order to cultivate better performance. Watch the full interview below...

The Future of Learning & Development

What effect has the recession had on the Learning and Development function?

Rob Williams, Sales & Solutions Director at Capita Learning & Development, talks about how the recession has forced businesses to do more with less and to prove that there is a valid business case for investment in learning programmes that improve performance and overall business.

Learning and Development Outsourcing by Capita Learning & Development

In this month’s post we are inviting you to watch a video introducing Rob Williams, Sales & Solutions Director at Capita Learning & Development, who talks about his role in learning and development outsourcing.  Rob has been part of Business Focus Learning, a project on identifying the learning and development needs for businesses and how to deliver the services while demonstrating value for money. 

Does your company outsource learning and development or is the training done internally? What benefits have you seen when outsourcing these needs?

How Health and Safety Conscious is Your Company?

Last week was the European Week for Safety and Health at Work. There were events organised across Europe in support of the ‘Working together for risk prevention’ campaign, which aimed to raise awareness and promote activities to make the workplace safer, healthier and more productive. The focus was on risk prevention, managing risks, encouraging top managers to actively engage in risk reduction and inspiring workers and other stakeholders to work with the managers to reduce risks.

Regardless of the type of the business, there is always the possibility of an accident or damage to someone’s health. The hazards may include manual handling, working with DSE (Display Screen Equipment), dangerous machinery or even stress. In the UK there are still over 600,000 workplace injuries every year and 1.8 million cases of ill health caused by work (Learn HQ 24-7 Press Release, April 2012). So when considering these high numbers, it is not only your social responsibility, but also makes good business sense, to pay attention to the company’s health and safety protocol.

How to raise health and safety (H&S) awareness in your company:

•  Have an H&S policy in place. It doesn't have to be too complicated and should highlight clearly who does what, when and how.
• Encourage a culture of safety by asking employees to speak out about safety issues.
• Use safety signage to keep employees educated about possible hazards, company procedures and general safety tips.
•  Hold regular fire and emergency drills.
• Provide training and information. Perhaps try making your H&S inductions a bit more fun and engaging by showing videos, for example short YouTube clips.

By the Health and Safety at Work Act and the Management of Health and Safety at Work Regulations, the companies and individuals need to ensure that adequate provisions are made for health and safety at work. Without following the legal requirements, the company is in breach of the Health and Safety Law.  

In addition to following the law, it adds value to the business. The most obvious benefit of implementing health and safety practices is that it provides a safe environment for employees and visiting clients. It should also be a first priority as it helps to reduce accidents and speeds up recovery times should an incident occur. Accident prevention will in return increase employees’ productivity.

Other benefits include:

•  Better working relationships between management and employees – employees feel that management cares about their wellbeing by offering health insurance, time off for sick days, a range of health services etc. Higher morale amongst employees results in fewer ‘duvet days’.
• Employees consider health and safety to be a necessary part of their employment package. An extensive health and safety program can be a motivator to remain with the company, which results in employee retention.
• A health and safety policy works to keep the workplace clear of hazards, e.g. slippery surfaces, blocked hallways, use of chemicals and dangerous machinery. A clean and safe workplace improves the overall health of the company and willingness to learn and develop work knowledge.

Do you have any tips you would like to share on how you have put together a health and safety policy at your company? Also, do you or your staff speak out when you (they) feel they cannot work safely?