Global organizations are dependent on human resources leaders to take them forward. They lay down the blueprint for incumbent employees to follow throughout their professional life-cycle with the organization. They help employees achieve their objectives and synergize their energies into a unidirectional flow, the direction of which is the success.
Once you’ve streamlined the demand and strategies for professionals, as an HR leader you have to involve yourself in various activities catering to performance feedback, promotion, increment, and appraisal. Performance management is sometimes dependent on other factors than skills and competencies. Motivation and emotional intelligence are such factors which aren’t dependent on how qualified or experienced the employees are. These factors are to a great extent, the prerogative of efficient human resources leaders around the world.
Motivate people to always evolve and do better in whatever roles they are in. Make people comfortable around you. There’s a direct relationship between employees comfortability and productivity. Let them have the freedom to approach you whenever they want to. Don’t create fortifications around you and let the personal-professional limits be erased a little for employees to be able to relate to you.
Paraphrasing words of Richard Branson, the Virgin Atlantic founder- employees must be trained efficiently for them to pursue other professional possibilities and leave your company anytime. But they must be treated as such that they wouldn’t want to. Value their work, appreciate their productivity, and follow religiously the golden rules of talent management to never go wrong as a talent manager.
Enhance performance management principles by showing them and leading them with your own examples. Go the extra mile to do tasks that exemplify your tenacity, perseverance, and humility. The young workers falling in the category of millennials and Generation Z must have someone to follow and somebody they look up to. You can serve as their role model.
Be strict when it comes to your own discipline- follow the office timings, be ahead of deadlines, and be empathetic. Meetings must be scheduled smartly and must be process-oriented and result based. The outcomes mustn’t be lost in communication and translation. Mind your Ps and Qs as much as you mind your career agility. Lethargy and inability to stick to timings reflect very badly on human resources managers and organizational credibility.
Delegate responsibilities effectively with the help of project management tools leveraging the individual skill-sets and dispositions but never be too dependent on an individual employee to get work done. Believing in your weakest member along with rewarding the strongest ones is a fine balance to achieve but certainly not impossible. The workspace can easily be defined as the second residence of employees and making their stay happy results in making their stay productive.
The organizational success isn’t aloof to employees’ successes. This sounds like an exposition straight out of some talent management degree books. It can be, undoubtedly. But this is something experiential and which top chief human resources and business leaders abide by.