Background

Since the days of my management education in graduate school (many many years ago), more so after I had a class on Business Ethics, I started to think about business and personal mangement from a different perspective. While staying focussed on the goals, it is very important to have one very fundamental value as the basis to drive the day to day approach to management. If this fundamental value is the same for personal and professional management, one's life becomes very consistent. This fundamental value in my opinion is positive energy. In a world where it is easy to get sucked into very simple negative habits like "talking behind someone" to very disastrous negative engagements like terrorism, it is important to realize that it is very possible to learn and master the skills to stay positive and reap success. This blog is my small effort to impart these techniques to acquire, sustain and weave in positive approaches into our lives. I will focus more on professional management techniques for the corporate world, however, I will also discuss personal management techniques to break up the monotony.


Friday, October 02, 2009

Professional separation for better

Time and again, resource managers are placed in what is usually perceived as an uncomfortable situation to alter the employment status of one of their team members. This situation does not have to be very uncomfortable. Here are ways to make this a positive interaction:
  • Managers must provide constant, clear feedback to their team members on expectations and their performance against expectations (there is a whole book that can be written on this topic - I am just going to limit it to this bullet point here). This feedback must also include timely improvement suggestions.
  • Managers must continue to monitor improvements while simultaneously assessing alternate strengths in the team member. When improvements are not seen, the team member must be alerted of the importance of improvement for their career and the company's success.
  • When improvements are not seen as expected and communicated, managers must look at alternate areas where the team member could be an asset to the company. If there are alternate areas, then the transfer opportunity must be presented to the team member with a nice explanation of the observations.
  • When there are no openings in the alternate areas, or when the alternate areas do not see a good fit, or when there are no alternates, the manager must share the observations and provide suggestions for alternate job areas where the team member could excel in. They must also explain the efforts made to find them a home within the company.
  • If there are no specific alternate areas that can be readily identified, then the process of identifying that must be explained to the team member.

In all these situations, the team member must be informed of all their strengths that the manager has had a chance to observe. The message must be clear that continuing the relationship would not be in the interest of either the company or the individual. Examples can be cited where individuals have risen to achieve greater success after separation from an unsuccessful job position.
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