Doing things differently. 10 Nov 2009

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Doing things differently

I read the book – First , break All the Rules. What the World’s Greatest Managers Do Differently by Marcus Buckingham and Curt Coffman for our October 2009 issue Lit Review. One of the more compelling things that struck me was the argument presented about the impact the manager has on the role of the employee.

The surveys and analysis they conducted led the authors to the conclusion that opinions were being impacted most directly by the employees’ relationship and perceptions of their own managers as opposed to organisational policy and procedures.

I believe it would be well worth our time and effort to really look into this issue ourselves in our organisations and see if this is really true, in our own situations. As a department or unit, we spend a lot of time crafting solutions to better the workplace environment, to more accurately deduce the calibre of people interested in working in our organisation and we do 360 surveys and the like. If we found clear conclusive evidence that pointed to a more marked role that managers play over other issues like compensation packages or workplace structures, then far more emphasis would be placed on ensuring we get this part working more efficiently and at an optimum level.

Undoubtedly, people issues are harder to distil than say crafting a compensation package and there are so many variables affecting this process than some of the other aspects of talent management. But its about putting our efforts on where its most needed and ensuring that the work we do has real value and impact on the desired goals.

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About rowena morais

Media Communications and Editorial Specialist. With my strong professional network of contacts, I help individuals and organisations, particularly those within Human Resource and Technology, strengthen their skill-base and brand through compelling writing, beautiful design, content marketing and publishing. Let's talk.

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