The Bermuda Triangle of Today's Management: a Pandora Box for HR
©AR_HRComatr_Triangle of HR - A Pandora Box?
But external, environmental factors aren't the only ones affectiong turnover. Internal factors play the most part. Let alone compensation and staffing policies, what if your conflict management method create more conflict than not? Impossible? Improbable? Debatable.
The matter of decentralization of HR is a pandora box: you never know what the outcome will be, It is here and one cannot avoid it like the Bermuda Triangle.
Decentralization of HR - Conflict Management - Engagement
1. Managers are coached to resolve conflicts as soon as they are aware of them. The question is: do managers detect conflicts or could they unknowingly generate escalating conflicts?
- To an employee's complaint on lack of teamwork: "You guys should be able to handle that among yourselves."
- To a complaint on lack of personal recognition: "But think team: the team wins!"
- After quick investigation on employee's complaint: "I also heard this (....) about you. " Great but in their investigations, do they put the same weight on credibility, objectivity, motives, and respsonses of individuals?
- To criticism on leadership style: "Why do you hate me? I can have you fired..."
- In resolving conflicts: "Perception IS reality...."
2. Engagement is today's top priority for many organizations. How is the program rolled out? Whos is sponsoring it at your location? Could it open a pandora box?
- Engagement is not a new concept: it is only a new trend. It is being repackaged and the concern could be in the new delivery.
- What is engagement these days: Incentives? A communication platform? The new participative management? A community reach-out initiative? Confusing? Think of employees' confusion! And if you have to assign those to be involved because of lack of interest, something is questionable.
- Whatever engagement is, it does not always seem clear to employees or managers, unfortunately.
3. Between business operations, corporate program roll-out, and HR decentralized functions, how do managers absorb, integrate and convey all the information that they receive and are called to push?
- Some do embrace it and make great partners;
- Others do comply to the change and don't hesitate telling their staff that they "have to do it but don't undrstand why we have to do (this or that), and it does not make sense" to them;
- Another category comply because they are 'compliant' by nature. No questions asked also implies no interpretation: blind application for fear of negative consequences should there be any.
So, here' s what a great leader had to say on the subject. Controversial? It could also be inspirational:
Young Steve Jobs on how to hire, manage, and lead people - MUST WATCH
Shared from YouTube
Dans un effort de remonter la pente pour ainsi dire, les Sociétés aux Etats-Unis réinventent le RH. Mot d'ordre: décentralisation.
- Les managers sont-ils prêts à pleinement assumer ce rôle? Bien sur, ils ont toujours eu à contrôler leur teams. Mais ce n'est plus question de "contrôle". Cette fois-ci, il faut faire tourner la roue, bien huilée: gérer les conflits internes avec discernement et tact, ne pas se ruer sur des conclusions hâtives, ne pas créer plus de conflits qu'il n'y en a déjà en laissant les employés "se "débrouiller" entre eux.
- Le programme d'engagement: c'est quoi à votre niveau? Comment est-ce interprété par les différents interlocuteurs? Attention, c'est une arme à double tranchant.
- Les managers sont-ils à même de mener à bien leur rôle renouvelé? Maintenant, ils sont porteurs du message de l'entreprise. Savent-ils laisser de côté leurs positions personnelles? Est-ce que le message d'entreprise passe comme il faut?