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Wednesday, August 26, 2015

What does it take to be a Manager?

So what does it take to be a successful manager in 'X' company / Role / Context?
The question which most HR team members keep mulling over as most of their Business leaders would surely be reaching out to them for answers to this question !
This week this question did come during some of my interaction as a retainer providing HR stuff to IT SME firms. I've been loving this role of mine for the past 8 months - The experience itself is topic for another blog :-)
Thankfully for me, there was no googling required this time. My online / Virtual network of Senior HR professionals have written about a connected topic this week itself.  The first post I chanced upon was by a former Colleague who lead the Psychometric Assessments thought process. Here is the www.linkedin.com post 
I had commented on this post as well. Later in the day, while catching up on by Blog subscriptions, another online pal whom I met IRL at this year's shrm Annual (shrm15) in Vegas has posed a similar question - Here is Kris Dunn's post from his blog - the HR Capitalist 

Quoting Kris's Solution below:
But the reality is we have a production problem.  We don't know how to produce managers of people.  With that in mind, if we wanted to fix the problem, I think the solution would look something like this:
1.  We'd find a diagnostic tool to help us measure those that have the capacity to manager others.  
2.  We'd let people know that tool was a big part of how we view those that have the capacity to manage.  We'd let anyone take the assessment and we'd freely share their results with them from a career development perspective.
3.  For those that were enough of a match, we'd offer manager of people training - before we have the need for them to be managers.  Just so they could get a taste.
4.  That curriculum would also obviously be mandatory for those in manager of people roles for the first time as well.

During my last stint with Corporate world - at Arbitron India, we had used HATS as the diagnostic tool after evaluating various other smaller stuff for over 18 months - So I would gladly recommend HATS as a tool to problem Kris and Paul has articulated really well. 

Another assessment which I'm personally connected is the Strengthfinder and it's recent update from #TMBCStandout.

I'm trying to get these two connected - (No prizes for guessing my two Core strengths on Standout assessment) ... Looking forward to that journey.

Sunday, August 23, 2015

#TechHR15 musings

Following up on my Linkedin Post from Gurgaon just before #TechHR15, as promised, I am ready for an update after the two day event.  First and foremost a big applause to the entire People Matters team for curating one of the best Tech + HR conferences I've attended in India so far.

1. Although there is a feeling that Technology and HR cannot be separated, there exists lack of clarity about a clear approach within the HR community (for majority), that's required to traverse journey to digital journey.
2. The basics required for #DrivingonDigital, i.e the #Internet itself - is still at a  #elephantToBlindMen stage to majority of professionals across industry segments - hence generating Happiness from Internet by weaving solutions for HR problems that exists in co's looks to be beyond many teams. They say 'Seeing is believing' - so this site is worth checking out.
3. Following up point no. 2 above - the ease and speed at which SocialMedia is spreading Internet use is also not understood clearly- so ISP's are preventing VoIP and VoD possibilities by lobbying for protection by laws ! This is proving that social is the most powerful force which is driving digital - but that force itself seem to take most people by surprise.
4. A decade back if the saying went - Change is only thing that's constant - the current  equivalent can be 'Disruption is the only thing that's certain'
5. Corporations are usually caught napping and end up at receiving end of disruption - this disruption is most likely to be caused by a small firm or a very small group of people.
6. Self initiated Re-learning / unlearning  - has become the most needed skill for every professional (Not just HR) to be prepared for the eventual disruption.
7. There exists a tremendous opportunity for #HR function to lead the Co-creation of Culture that's can play catalyst for the Digital journey.

Let's see how these things take shape during the next 2-3 months....