Managing The Whole Person
Understanding the challenges for the forward thinking organisation
This module provides a foundation from which managers / supervisors can seek to identify the areas they need to develop in order to improve their people management skills. Once you have identified those areas please investigate the other modules, such as time management, work ethic v contribution ethic and developing team spirit. If you feel that you need more specific 1-2-1 support please contact your HR team.
It is not uncommon for public sector employees to feel detached from the growing focus on the customer – the general public. Much emphasis is placed upon putting the customer and community first and improving public service whilst hearing at the same time that budgets are being cut, pay rises are tougher if not impossible to negotiate, pensions may be threatened, job security is not what it was etc.
Accordingly, not only is it important to champion service ideals and values externally but to also apply those ideals and values internally.
Middle and junior management have an important role to play as they are sandwiched between the changing strategic landscape managed by their executive board and the front-line responsibilities of the teams they manage.
This module is seeking to support management at all levels keep pace with the changing demands of their roles and to help maximize the potential of the people they manage. It is looking to unlock additional capacity and resilience from within people through a greater awareness of how to manage the whole person – not simply their role and process.
The modern manager has probably never been under more pressure to deliver improving productivity and efficiency levels but are the business models and tools keeping pace? This simple scorecard focuses on getting the balance right and, at the same time, innovate to find that extra productivity.
The manager has to address, whether they realize it or not, an increasingly wide range of variables within each of these quadrants if they are to successfully engage their teams and drive improving levels of productivity. Just consider below how many challenges a manager may face in each quadrant and how much training they have had in these areas.
Recognition & reward
Team building & meetings
Acting on staff surveys
Terms & conditions
Confidence & self-esteem
Playing to strengths
Work & contribution ethic
Personal management & resilience
Health & safety
Work / life balance
Enjoyment of social life
Training & development
Proactive problem solving
Enjoyment of work/role
As the organization calls for more focus on productivity and on customer service the manager will be called to focus more and more on the productivity quadrant and the issues therein – this is understandable and necessary during the current economic climate. However, the risk to the organisation and to the manager is that failing to recognize that there is a balance that needs to be struck will seriously undermine the very targets they are seeking to hit. That balance will vary from team to team even within an organization let alone between organisations. Focusing entirely on the productivity quadrant increases the risk that:
engagement will fall - internal communications, for example, are often criticized for creating low morale
wellbeing will be negatively impacted (higher absenteeism etc.); and
insufficient attention is paid to the development of the self-awareness of the team members which is critical to enabling them to function more effectively and release that extra potential that can boost productivity.
The balance is critical and this module should be used in conjunction with the other e-Learning modules that explore in more depth the specifics of each quadrant e.g. time management, work and contribution ethic, 1-2-1s etc.
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