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| Managing People |
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| Making the most of
our people |
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Tough questions |
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sending people on training courses.
It can also mean on the job training, conferences, opportunities to shadow
other workers, discussion with more experienced colleagues, visits to other
organisations and reading. Communication is critical if we want to work together effectively within and
across teams. Effective communication should go in three directions:
down - so staff know about changes
in policy and practice, overall direction of the organisation and know how they
are performing
horizontal - so staff know broadly what other workers/teams/departments are
doing and how they can complement one another
up - so
management are aware of staff concerns, developments on the
ground etc
The best communication channels for
your organisation will depend upon
a number of factors including size, geographical spread, departmental or
project division, available technology etc.
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How do you ensure that
you employ the best people for the job? |
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How do people learn
about their roles within the organisation? |
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How do you identify
and manage the learning needs of the organisation, teams and individuals? |
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How do people
communicate with each other and what about?
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How do you involve
staff and volunteers? |
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| Workers, whether paid or unpaid do
well if they feel valued, know what they are supposed to be doing and how to
do it, and are given credit for doing things well.
Managing people is about ensuring:
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● the right people are recruited for
the right jobs
● people have
clear achievable
goals related to the purpose of
the
organisation
● The work of individuals and
teams is
monitored and
they are supported
in
achieving those goals
● people have the knowledge and
skills to do the job
● there is effective communication
between people
● people feel involved and empowered
People and organisations do not stand
still but constantly change. It is good
practice to regularly review the learning
needs of the organisation and compare
how they match up with the existing
knowledge, skills and attitudes of staff.
All organisations should put aside time
and money for developing people (staff,
volunteer and management committee
members). This doesn't just mean
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Staff feel motivated where they
feel involved and empowered.
This may mean:
● making staff and volunteers
aware of the
'bigger picture'
and how their work
contributes to the aims
of the organisation
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encouraging people
to contribute their
ideas
and knowledge at team
and
organisational level
● recognising and rewarding
the
contributions and
achievements of
individuals
andteams
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| How are
you doing? |
| Score
the Strand |
| Please tick,
give mark out of 6 |
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1 = disaster |
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2 = not good |
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3 = ok |
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4 = good |
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5 = very good |
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6 = excellent |
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Practical
ideas for quality improvement |
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Look at the Help Boxes on ww.thebigpic.org.uk
for good practice in recruiting staff and volunteers.. |
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When individuals or teams return from a training
course or conference, ask them to give a presentation or report to others about what they have learnt.
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Develop a procedure or system for inducting
staff, which includes key information about the organisation, policies and procedures and
job responsibilities.
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What channels of communication do you use in your
organisation. List them eg, e-mail, outlook, team meetings, newsletter, staff notice board,
circulated papers, supervision and support meetings. Ask people how useful they find these methods of
communication. Ask how they could be improved. |
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Make up a chart of what tasks need to be done
in your organisation or project team and match them against who can do them. Are there any weaknesses
or gaps?
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Encourage people to feed in their views and ideas.
For example, at team meetings and support and supervision sessions, ask 'What has worked
well since the last meeting? What could change? How could things get
better?'. |
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Identify how you intend to develop management
committee/board members, staff and volunteers. Ensure that this is backed up by a budget for
training and that individuals are informed about and encouraged to take up appropriate learning
opportunities. |
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When reviewing any aspect of the organisation,
consult those staff and volunteers affected. If appropriate, think about involving staff and
volunteers in a working party. |
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Moving back to The Big Picture |
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Remember, when you make changes in one part of your
organisation, this will have an effect on
other parts.
For
example changes to managing people may increase how effective our people
are. This can impact on the quality of our services and activities.
Think
about the changes you have made or intend
to make. How will these affect other areas? |
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