By Martin Richardson
This pragmatic, complete e-book fills a niche as a whole A-Z consultant to humans administration, assisting managers alongside the main tricky of paths: top, motivating and working a staff of people.This is a perfect publication for managers who want fast yet specialist tips at the humans administration difficulties they face each day. Making the transition to handling a staff is daunting in itself however the difficulties don’t cease there; dealing with people poses demanding situations in any respect degrees. This e-book takes the shape of a health facility, the place a humans supervisor asks an skilled administration advisor how he should still strategy specific matters and difficulties. This distinctive query and solution structure bargains managers suggestion that's available, functional and in line with the author’s many years’ administration consulting adventure, and will be learn entire or dipped into as and whilst beneficial.
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Additional info for The People Management Clinic
Sample text
Remember that this is a marketing exercise for your organization. • Greet the candidate in reception yourself. Do not ask a secretary or other non-member of the panel to do it. It is intimidating for a candidate to enter an interview room ‘cold’ and this is not the reaction you want from him. Interviewing is not a power trip for the panel. • Have a friendly ‘pleasantries’ conversation on the way to the interview room – how far have you come, did you find us ok, what was the traffic like etc. This will begin to relax the candidate and settle any nerves.
The first question to ask yourself is: what do you wish to test? In general terms, there are three areas of interest to you: the technical skills required to do the job, the generic skills to support both the job and team activity, and behavioural issues which help to bind 14 THE PEOPLE MANAGEMENT CLINIC the team together as a cohesive unit of human beings. In all cases, you should be looking for strengths and how best to use them, balancing one team member’s strength against another’s weakness.
Scoring is essential to ensure objectivity amongst panel members. Agree a scale, say 1 to 5, and define what each number represents – good, satisfactory etc. • Create a list of relevant and pertinent questions. These should be phrased to test the skills and attributes which the job description and person specification list. For example: • – What’s the most significant impact you’ve made in your current employment during the past twelve months? (testing achievement) – What ideas have you had which you have been able to implement during the past year?