Martin Nally

hranywhere

Martin has been an HR practitioner for over 30 years, and he is the Founder and MD of hranywhere - a Human Resources Service Company, offering People solutions to business.

HRA represent the new generation of HR, focusing on providing the People Support that business needs. HRA offers services from total outsourcing of the HR Function to project engagement and strategic advice.

Managing Staff

HR

What should you do when two of your staff don’t get along?

With Employees come responsibilities. The moment you employ staff you are obliged to manage them and address issues that will hamper the efficiency of your business.

The process we suggest is as follows:

Request that each person comes back to you with a recommendation (gain buy-in).

If they were the Manager what would they do to improve to situation?
- Review their input. If you can build on their suggestions, great!
- If not advise them that in the absence of any sensible suggestions you have outlined a plan

Meet with them together and explain your plan

Your plan needs to address the real issues and not focus on the petty squabbles
Let them know that you’re all on the same side, not opposite sides
Put in place a series of milestones

Advise that you are concerned that the behaviour is impacting upon the business.

You are seeking a change in behaviour from both parties

Assess if they are making progress, if not;

Either performance manage them or use the Probationary clause to move them out

Be ASK Assertive

That means don’t pre-judge. Ask each person to explain to you what is going on

Document, document, document

Keep great records of the process.

Review their Employment Contracts

Speak to each person individually

Leadership

What does it take to be a great leader?

To truly develop as a leader takes time, experience and learning from role models.

There is a 10/20/70 rule that applies to development of leaders.

70% of your development should be derived from on the job experiences

Working with role models
Shadowing experts to observe
Being mentored
Taking on a stretch assignment
Taking on a whole new job

10% of your development should be derived from formal training courses

These are designed to deliver immediate skills that can be applied

20% of your development should be derived from education

This is designed to expose you to different ways of thinking

Too many managers fall into the trap of “developing “ up-and-coming leaders by sending them on a training course. Instead, immerse them in as many facets of the business as possible, such as:

Project work
Cross functional teams
Stretch assignments
Opportunities to work with experts

Such experiential learning equips young and aspiring leaders with a toolkit of experiences.

So yes do a course, and yes do a training program to build on your skills needs.

But do those for 30% of the available time. For the remainder (70%) gain as much on the job experience as possible.