PEOPLE.
It has long been a cliché that the greatest asset a business has is its people.
It is less well understood that people can also be its greatest liability! Getting the right people with the right skills and attitude into the right jobs is a continuing project at which BenchStrength has a long and successful record.
This includes all the strategies and operational procedures for accurate job definitions and expert recruitment, training, mentoring, counselling, leadership development and team building.
It is the glue which holds everything together and enables the whole organisation to function effectively to meet its objectives and provide its employees with the rewards and satisfactions they need in order to keep on contributing. It includes the vital roles of Monitoring Performance and, as needed exit procedures that are efficient and painless
• What types of people?
• How will we choose them?
Responsibilities
• What do they own?
• Types of decisions they can make?
planning
•How will feedback be given?
•When?
• What new challenges or development do they need?
Recruitment
You have created a compelling vision and experience, a place for contribution learning and growth and you must populate it with people and teams who want the same. Look for attitude and broad communication skills, problem solving abilities and a desire to be innovative. Accept those who understand working in teams, can self manage, plan and organize. Look for those who are customer focused and results oriented. Potential employees need to be able to demonstrate a CAN DO set of skill and competencies and a WILL DO set of motivations. Above all else don’t accept mediocrity.
Roles and Responsibilities
Position Descriptions are a written description of a job, and the types of duties performed and the conditions under which they are performed. They provide staff and management with a clear picture and set of expectations about the role and responsibilities for the position. It is the first stage of managing staff performances Position descriptions tell both the manager and employee what need to be done, how to do it, how performances will be measured and what skills and behaviours are required for the role, aligned to the company’s vision, mission and values. They include key accountabilities and key relationships
Use your position descriptions with recruitment and selection, job evaluations, objective setting, performance planning and career or succession planning
Performance planning.
For each individual in its simplest form the overall performance management process can be summarised as follows:
• Position Description (Standards, objectives and priorities)
• Performance Review ( Performance feedback, training and development plan)
• Pay/Rewards (total remunerations package)
For your teams what unique, creative and appealing ways can you celebrate the measured and monitored progress and success (or lack thereof) of performance in your organization, and the achievement of your teams goals?
Make your rewards fun, meaningful, and memorable
Learning and Growth
Each of your employees and especially those that are key need a plan for their own development. New skills and competencies to ensure they are fully capable of producing in their current positions and development so they can take on more responsibility or new challenges. It may be training, counselling, coaching and mentoring and its about getting the very best out of your people by giving them precisely what they need for themselves, their careers and their ambitions.
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