Welcome back. We've spent the last two modules focused primarily on employees. But what about you? What are your goals as a people manager? To think about this, let's go back to the People Manager Value Proposition. And let's first focus on this part of the equation. So, what do you need to do here? You need to think about what makes your organization make money? Or if you're in a private sector or non-profit organization, what are the things that your organization is trying to accomplish? How does it serve stakeholders, the public or some kind of clientele? And then, what does your work group need to do to accomplish these organizational goals? Remember, it's ultimately people in the organization, your people in the organization, who are gonna determine whether the organization is successful or not by being able to accomplish the things that it needs to accomplish. Then you as a manager, you need to devise a strategy for deploying workers to accomplish the tasks that will ultimately determine whether or not the organizational goals are met. Going back to the people manager value proposition, we have this right side of the diagram. Three very key tasks that any people manager has to do successfully, and each of these will be the subject of a follow-up course to this initial first course in our HRM specialization. And these are tools that you can use to implement the successes of your workgroup. So in this part of the people manager value proposition what do you need to do? You need to determine what HR professionals call KSAs, the knowledge, skills, and abilities required of your team. You need to go out and hire people that have these KSAs and/or help develop your staff to give them the KSAs that they need to be successful in your work group. You need to set appropriate objectives for all your employees. Help them achieve these objectives. Help them understand what objectives they're meeting, what objectives they're falling short on, and how they can do better to meet these objectives. And then you need to recognize and reward good performance. But there's also things that you should not do when pursuing these goals. You should not do everybody else's job. You're probably very good at everybody else's job. That's why you've been promoted to a managerial level. But it's no longer your job to do everybody else's job. Let them do their job. Don't be a micro-manager. Don't assume that you know best. You probably have very good ideas. Share that with your team. But don't cross the line and become a micro-manager. Let other employees develop and ultimately become as good as you are at those underlying tasks. Now you might find the manager parts of your job stressful. I know I find the manager parts of my job stressful and like to ignore them. But that's a mistake for any manager to make. You probably enjoy doing the marketing or the IT or the engineering tasks of your job, that you're so good at, and that caused you to be promoted to the level that you're at today. But you're now a manager. Don't ignore the manager parts of your job. Also don't take all the credit! You're trying to build a strong cohesive team, spread the credit around, and make sure that people are doing things that deserve credit. If you look around at your team and nobody deserves any credit, look in the mirror and decide what's going wrong. And it's your job to help fix it. And in doing all this, don't overlook the importance of humility, civility and integrity. Now remember, as you do all of these goals, you're not in a vacuum. There's things out there. There's organizational norms There's organizational culture, maybe your employees are unionized, that's another part of the environment you need to deal with. Oh, there's laws, there's other types of things outside the organization as well. So you have all these important goals and as you're pursuing these goals, don't pretend that you're in a vacuum. Don't assume that you're in a vacuum. There's lots of other factors in this environment. You're part of a complex system, a number of constraints. We're gonna spend the rest of this module focusing on these constraints.
