What Do People Managers Do
What do people managers do?
Who are studying for the professional exams of the Chartered Institute of Personnel and Development (CIPD), describe the general role of people management as comprising specific objectives under four headings: staffing, performance, change management, and administration.
Staffing objectives are firstly concerned with ‘getting the right people in the right jobs at the right times’ – i.e. the recruitment and selection of staff, but increasingly these days also advising on subcontracting and outsourcing of staff. Staffing also concerns managing the release of employees from the organisation by, for example, resignation, retirement, dismissal or redundancy.
Performance objectives: people managers have a part to play in assisting the organisation to motivate its employees and ensure that they perform well.
Training and development, reward and performance management systems are all important here. Grievance and disciplinary procedures are also necessary, as are welfare support and employee involvement initiatives.
Change management objectives include employee relations/involvement, the recruitment and development of people with the necessary leadership and change management skills, and the construction of rewards systems to underpin the change.
Administration objectives include the maintenance of accurate employee data on, for example, recruitment, contracts and conditions of service; performance; attendance and training; ensuring organisational compliance with legal requirements, for example in employment law and employee relations; and health and safety.
General Managers are increasingly involved directly in all of the first three types of objectives. Other than in managerial oversight for legal compliance issues, administration objectives tend to remain the preserve of dedicated PM/HR support staff.
Harvard Business Review article of 1998, ‘A new mandate for human resources’, which has helped to shape human resources (HR) in the new
Who are studying for the professional exams of the Chartered Institute of Personnel and Development (CIPD), describe the general role of people management as comprising specific objectives under four headings: staffing, performance, change management, and administration.
Staffing objectives are firstly concerned with ‘getting the right people in the right jobs at the right times’ – i.e. the recruitment and selection of staff, but increasingly these days also advising on subcontracting and outsourcing of staff. Staffing also concerns managing the release of employees from the organisation by, for example, resignation, retirement, dismissal or redundancy.
Performance objectives: people managers have a part to play in assisting the organisation to motivate its employees and ensure that they perform well.
Training and development, reward and performance management systems are all important here. Grievance and disciplinary procedures are also necessary, as are welfare support and employee involvement initiatives.
Change management objectives include employee relations/involvement, the recruitment and development of people with the necessary leadership and change management skills, and the construction of rewards systems to underpin the change.
Administration objectives include the maintenance of accurate employee data on, for example, recruitment, contracts and conditions of service; performance; attendance and training; ensuring organisational compliance with legal requirements, for example in employment law and employee relations; and health and safety.
General Managers are increasingly involved directly in all of the first three types of objectives. Other than in managerial oversight for legal compliance issues, administration objectives tend to remain the preserve of dedicated PM/HR support staff.
Harvard Business Review article of 1998, ‘A new mandate for human resources’, which has helped to shape human resources (HR) in the new