Things You Should Know About Appointing A Manager

Appointing a manager is probably the most important business decision you will ever make.  If you get it right, you will find that your recruitment bill goes down and your staff retention figures go up.   Your customers will love you and return for more business. You will prevent a huge number of sleepless nights and headaches due to people problems in your business.

How can you be sure you have chosen the right people to be managers in your business?

A good example, or a terrible warning?

How do you want your employees, customers, suppliers, ex-employees to remember your business?  Do you want them to feel confident that your company provides the best service, with the least possible difficulty?  Do you want them to know that your team is knowledgeable, friendly, helpful?  Would you like people to say your company is a great business to deal with?  Or if employees said it was the happiest place to work?

Or would you rather that people warned others not to work in your company?  They might say you don’t care about your employees.  Or customers might complain about bad service from a grumpy employee?  How would you feel if your reputation was for a great product, but that people wouldn’t use your company again?

What have these things got to do with appointing  a manager?

Your managers are critical to the reputation of your business.  Even if they never have any customer dealings.  Of if they manage a support function, rather than the front line.   A poor manager will never be able to get the best from the team.  And the resulting problems will have a knock-on effect on other parts of the business.

Your managers can make or break your business. The investment in your managers is the most important investment you will ever make.  And you need to ensure you get a good return on that investment.

So how should you choose a successful manager?

The very worst reason to appoint a manager

I have seen it hundreds of times.  And it is often a disaster.

Someone is really good at the job they do.  They might be achieving far better results than anyone else.  In so many companies, that alone is the reason why they are then promoted to manage a team of people doing that job.  If they are good at the job, then surely that makes them the ideal person to lead others doing that job?  Wrong!  As well as being a good widget maker, they might also have the skills to train other widget makers.  Or they might be empathic, good listeners.  They might be good at decision-making, team leading, communicating, inspiring others.  But just because they are a good widget maker does not guarantee that they are good at those other things too.

I once knew a sales manager who was absolutely brilliant at sales.  He was able to be charming to customers and to achieve seemingly impossible sales figures.  But he was a bully and his team were all terrified of him.  Soon, some very good  sales people left the company.  And the people who needed some development and encouragement never got it.   The team performance started to drop alarmingly.  The team effectiveness spiralled downwards and the sales figures for the team became very low.   Eventually, the CEO took action and the manager was moved.  He was replaced by a manager who had people skills and who could get the best from the team. Magically, the figures started to improve and the team overall became more effective.  Their figures were consistently good – and not reliant on just one good performer.

Tips for appointing a successful manager

The most important skills needed by a successful manager are people skills.  These include things like the ability to communicate and to understand what motivates others.  They need to be able to deal with stressful situations for themselves and their team.  They need to manage conflict and change.  They need to be able to inspire and encourage.

But you don’t need someone who is a soft touch and gives in to every demand made on them.  They must be decisive and able to navigate difficult decision making processes.  Then they need to be able to communicate their decision and the reason.

Additionally, your investment should include initial and ongoing management training.  You cannot throw someone into a management role and expect them to just pick it up by themselves.  Many of the necessary skills can be learnt and developed with practice.

And what about the time to manage people?  Managing a team  can take up an enormous amount of time and energy.  Doing it successfully requires planning and giving time to the team members.  So a team manager cannot also hold down a fulltime job doing other things.  The team manager needs to view managing the team as the major part of their job.  Any other work they can also do is a bonus!  This is another reason not to give your best widget maker the promotion to being the widget team manager.

Planning Ahead

As with every other aspect of your business, my most important piece of advice when appointing a manager is for you to plan ahead.  Design your management structure before you need to create or replace managers.  That way, you can give serious thought to the qualities of the person you are seeking to appoint.

If you think this article is useful and you would like any strategic HR support or information  on dealing with this  – or any other people-related issue in your business – contact us for a no-obligation chat.

Jill Aburrow runs an HR strategic consultancy business – JMA HR .  She provides strategic HR advice and support to businesses who want to improve loyalty, growth and profit. Why not join the JMA HR mailing list?  Jill has been a professional strategic HR advisor for over two decades. She is a Fellow of the Chartered Institute of Personnel and Development (FCIPD) and has a Post Graduate Certificate in Employment Law.

A Strategy To Increase Financial Returns For Your Business

It is the start of a new year and a new decade.  This year can be the best ever for your business.  You want to improve your financial returns and see the benefits of all your hard work.

Your employees are your best asset – you often say as much.   But do you really mean it?  And, if you do, do you know how to get the best from them?

This is where a strategic Human Resources (HR) plan comes in.

Why do I need a strategic HR plan?

You may know what your Human Resources team is employed for.  They are there to recruit people, to write policy which will protect your business.  And then to implement that policy and make sure it is followed.  When things go wrong, HR is there to help you with difficult things like redundancy or disciplinary action. Even the really bad stuff- like dismissing people.  HR will then support you if the worst happens and legal action is taken against you in the Employment Tribunal.

But what about strategic advice?  You have strategic financial plans and marketing advice.  But there is no need for an HR presence at the top table – HR is an operational, back-room function.  It is a necessary drain on the business.  It doesn’t produce any revenue, or improve your profits.  Or does it?

What difference does HR strategy make?

Human Resource planning should be at the heart of every business decision you make.  If your employees truly are to be your best asset, then doesn’t it make sense to invest in them? A strategic HR plan will help you to maximise the investment in your employees – which is very likely to be your largest investment.

A strategic HR plan will show you how to  improve your financial returns on that investment.

What are the financial returns from a strategic HR plan?

In terms of real financial returns, there are six key areas where a strategic HR plan can make an enormous difference for your business.

  • Return on Sales

Each sale is worth more if your production costs are kept down.  This includes recruiting the right people in the shortest possible timescale.  It means retaining them in the business once they have been recruited.  Strategic HR can help you manage the performance of the individual and look after their wellbeing.  All of those things make them work efficiently and effectively and reduces production costs.

  • Return on Assets

If you get the right people in place, train them properly and look after them, then your assets will be better maintained.  The use of the assets will be optimised.

  • Revenue growth

This really just means more sales, which can be achieved by better customer service and increased numbers of customers.  Again, your employees are key to this and a proper strategic HR plan can have a huge impact on this aspect of the business.

  • Profitability

Profitability is increased because of the revenue growth, as already discussed.  Again, if you look after your employees, then your expenses will be reduced (less absence, greater retention, higher work rate).  Because your revenues are up and your expenses are down, then your profitability is increased.

  • Market capitalisation

If your company is traded on the stock market, then your value per share is important.   Your employees are key to this equation, as they affect all the other financial impacts, as discussed above.  If your employees feel valued and loyal, then there is likely to be a positive effect on market capitalisation.

  • Revenue per employee

Finally, if your employees are happy and feel valued and engaged in their work, then they will be more effective and efficient.  This, coupled with reduced absence and lower turnover, can impact your revenue per employee.  This is another critical area for the business where a positive HR strategy can really pay dividends.

HR – a critical strategic business partner

This all demonstrates the fact that strategic HR has a positive impact on all of your financial measures.When your staff are happier, you spend less on absence cover, recruitment, performance improvements, and so your financial returns improve on sales and on assets.

If customer service has improved and the speed and amount of work has increased, then the obvious outcome is revenue growth and higher revenue per employee.   And because your revenues have improved and your expenses are reduced, this means that your profitability is higher.

If you think this article is useful and you would like any strategic HR support or information  on dealing with this  – or any other people-related issue in your business – contact us for a no-obligation chat.

Jill Aburrow runs an HR strategic consultancy business – JMA HR .  She provides strategic HR advice and support to businesses who want to improve loyalty, growth and profit. Why not join the JMA HR mailing list?  Jill has been a professional strategic HR advisor for over two decades. She is a Fellow of the Chartered Institute of Personnel and Development (FCIPD) and has a Post Graduate Certificate in Employment Law.

How To Help Your Employees Have A Happy New Year

Firstly, I would like to wish all my readers a Happy New Year.  I hope you have all had a good break and have come back to work refreshed.  I hope you have renewed interest and energy and exciting plans for a new decade.

Of course, we all feel renewed and refreshed after a lovely Christmas break with friends and family, don’t we?

Well, actually, the answer is different for all of us.  We give each other a cheery greeting and wishes for a happy twelve months ahead.  When we say “Happy New Year”, it is much like asking how someone is.  We mean it genuinely and  – if we think at all about it – we hope that they are well and happy.  But we rarely take the time to properly consider whether someone is genuinely looking forward to another year.  In reality, they might be feeling lost.  Or they might even be dreading the future.

Reasons why some people dread a new year

We make assumptions that everyone has enjoyed their Christmas break.  But the truth can be quite different.

When couples and families are forced into spending time together for more than a few hours, they can discover unpleasant truths.  Sadly, many people seek advice on divorce in January.  They have discovered over the Christmas period that they just cannot live together any longer.  Even if divorce is a step too far, some people find that their family relationships have changed. Or they may have discovered family problems which were previously unknown.

A happy and successful Christmas can bring other problems.  January can bring enormous credit card bills, or overdraft payments. Even when people earn a good salary, it does not follow that they are good at managing their financial situation.

Or there are those who have over-indulged themselves at Christmas.  We often eat rich food, in much greater quantities than our bodies can process.  Or we might drink more alcohol than usual, for longer periods, or at different times of the day.  This can lead to a need to give up things we normally enjoy, like chocolate or alcohol.  Or we decide to go on a weight-loss plan.  Then, when these new regimes prove hard to stick with, we beat ourselves up for not resisting.

New Year – new opportunities

Of course, some may have used the break to think about their life direction.  It is often a time when people come back to work with a plan to change roles, or even move to a different employer.  Some will decide that they want to leave the safety of employment and set up in business for themselves.

January is also traditionally a time when people start to plan their holidays for the year.  They will start dreaming about a sun-drenched beach.  Or they might prefer cultural breaks, or learning a new skill.  We are keen to save our spare cash to pay for our holidays.  We might spend our lunchtimes and breaks looking at exotic destinations and comparing travel costs.

Things beyond our control

In the northern hemisphere, the weather in January can make life difficult.  As I write this article, we are slowly recovering from storm Brendan in UK.  There has been torrential rain across the country, coupled with very strong winds and high tides.   We have to contend with flooding, trees down, huge waves breaking over sea-defence barriers.  This is fairly standard for this time of year, although maybe more extreme than previously.  But the big concern is for the future – what will the next decade bring in terms of climate change and altered weather patterns?

And, of course, colder and wetter weather brings illness.   This is the time of year when we all have colds, flu, upset stomachs (from all that over-indulgence, maybe?).  Many people may have had a rotten Christmas break because they felt too ill to enjoy it. Or their partner or children were ill.  Or maybe the whole family went down with something nasty.

Mental health concerns

Christmas is a time when our mental health can take a real knock.  The perceived joy and fun going on at Christmas can be in stark contrast to our own situation.  If we are lonely, then this can become unbearable at Christmas.  And it is not just those who live alone who feel lonely.  Returning to work can be a welcome relief and return to normality.  Or it can just make us realise how bad things have got.

Many of us put our problems to one side and decide to enjoy Christmas.  The holiday break can be a welcome relief from our concerns.  But now that the holiday is over, we have to face up to our problems again.

Why is this the employer’s problem?

All of these things, good and bad alike, can make it really hard for us to get motivated again.  We have had a break from normality and finding our pace again can be difficult.

If we have had a great time, then we don’t want to face the return to our usual situation.   It can be really hard to throw ourselves back into work mode.  If the holiday has been less good, then it can be really difficult to face up to those problems and difficulties which we have been avoiding.

Either way, our productivity can be low and our employer may not get the best from us during January.   And this is probably a time of year when they were expecting great strides and renewed energy from us.

So how can an employer turn this around?

There are so many things which a good employer can put into place to enable a successful January and beyond.

There is help available to tackle many of these issues.  If an employee is facing personal problems, an employer can provide a counselling service, or legal advice.  At the very least, you can point the employee in the right direction to get appropriate help and support.

You may want to consider flexible working, or different working patterns, or moving people into different roles.  You should be holding discussions, consultation, regular conversations with your employees.  That way you can find out what help they need, what direction they want to move in, what their plans are.

If people are having financial problems, there are many debt counselling schemes.  There are interventions to help people reduce financial outgoings, to save, to plan for their future.

There are wellbeing services you can consider, from massages, to meditation, to practical help, to fitness, weight loss, dietary control.   At the very least, you should be making sure they take regular breaks and go outside to see some greenery.

You might want to consider training and development plans to help people move in their preferred direction.

Steps towards a Happy New Year

I have deliberately talked about the difficulties and problems which can come as a result of the Christmas and New Year break.  Of course, the vast majority of your employees will have had a great break and will be feeling refreshed and ready for the next challenge.

But it would be great if you can think about ways to help your employees really have a Happy New Year.  The best way to do that is to talk to them and find out about their concerns, their plans, their dreams.  Then you are in the best position to help them.  If you help them, then they will help you to ensure that your business is successful and brings you a very Happy New Year!

If you think this article is useful and you would like any strategic HR support or information  on dealing with this  – or any other people-related issue in your business – contact us for a no-obligation chat.

Jill Aburrow runs an HR strategic consultancy business – JMA HR .  She provides strategic HR advice and support to businesses who want to improve loyalty, growth and profit. Why not join the JMA HR mailing list?  Jill has been a professional strategic HR advisor for over two decades. She is a Fellow of the Chartered Institute of Personnel and Development (FCIPD) and has a Post Graduate Certificate in Employment Law.