1. Managing People
An HR Perspective
Howard Rosenthal
Director of HR & OD

2. Managing People Managing People – An HR Perspective Objectives
Be able to describe and interpret what it means to manage people in different contexts
Gain insight into some of the challenges involved in managing people
Develop your understanding of why good management is essential and learn how to be a better manager
Gain insight into the human dynamic of managing people (through an introduction to Emotional Intelligence)
Learn about the role of the ‘manager as coach’

3. Managing People – An HR Perspective
Objectives
My career story / background
What is HR? Attraction, development, retention
HR as your business partner: as a manager how you need to work effectively with colleagues in HR around people management issues
Things that go wrong when you’re managing people, and why – case studies
Summing up: what you believe to be “best practice” in terms of people management
Q&A

4. Managing People – An HR Perspective
What is HR?

5. What is HR? – The CIPD View
Managing People – An HR Perspective
What is HR? – The CIPD View

6. Management in HR Context: Engagement - The four enablers*:
Managing People – An HR Perspective
Management in HR Context: Engagement - The four enablers*:
Leadership that gives a ‘strong strategic narrative about the organisation, where it’s come from and where it’s going’.
Line managers who motivate, empower and support their employees.
Employee voice throughout the organisation, to challenge or reinforce the status quo and involve employees in decision making.
‘Organisational integrity’: stated values are embedded into organisational culture; what we say is what we do.
*The Macleod Review 2009

7. Managing People – An HR Perspective
What is “Engagement” and why does it matter?
CIPD define “engagement” as:
“being positively present during the performance of work by willingly contributing intellectual effort, experiencing positive emotions and meaningful connections to others”
Engage for Success (voluntary movement of members of many leading employers committed to implementing the findings of the Macleod Report: “Engaging for Success”) say that:
“Despite ... some debate about the precise meaning of employee engagement …we know: it is measurable; it can be correlated with performance; and it varies from poor to great. Most importantly employers can do a great deal to impact on people’s level of engagement. That is what makes it so important, as a tool for business success.”

8. Case Study – HR as Business Partner
Managing People – An HR Perspective
Case Study – HR as Business Partner
SHP has won the contract to deliver a community support service that is currently being run by another organisation
In the past, transfers like this have challenged all concerned
Our senior operational managers and HR Dept are working together to “transfer” the staff and service effectively
SHP’s contract is to deliver the service in a different way to how it was previously delivered and with fewer staff
The team transferring are all long serving and the manager, also transferring, says that it is a good team who all support each other, that they have been trusted to get on with it and have various flexible working arrangements, that she manages informally and with an “open door” policy. 

9. Case Study – HR as Business Partner
Managing People – An HR Perspective
Case Study – HR as Business Partner
You are either:
HR Advisor/Manager/Business Partner
Senior Operational Manager
Member of the Team Transferring
What are:
The challenges, risks and opportunities you are facing?
Your options and preferences for the action to be taken?
What help you need from others?

10. Case Study – Possible Themes
Managing People – An HR Perspective
Case Study – Possible Themes
Prevent disruption to clients and smooth and speedy implementation
Protection of contractual terms
Redundancy
Address pressure, stress and anxiety
Change management
Planned integration, induction, culture etc
Clear policies, procedures and norms
Records of all issues raised and of legal compliance

11. Summary and Q&A Further questions? HR as Business Partner
Managing People – An HR Perspective
Summary and Q&A
Further questions?
HR as Business Partner
Things that go wrong
Best Practice
THANKS !