Collaborative People Management: A 21st Century View

Brief summary

The study of management theory and practice is relatively fresh. It commenced around 1900. It included strong increased exposure of, as it used to be called, “the human side of enterprise”. That’s no longer enough.

21st Century Demands

The people boss of today requires a very different approach: the manager needs to be collaborative.

I’m not talking about some sort of “friendliness” or “good community relations”. We’ve tried that. It’s been found wanting. I’m preaching about managers and employees collaborating effectively for the good of your business. The collaborative people manager puts the business primary.

Part Of The Business

People management must enhance business effects. It must do so clearly, precisely and measurably. It’s not any longer enough – if it ever was – to “develop employees”, “provide satisfying and rewarding work”, “enhance staff member personal and professional growth”, or to do all those “good for the employee” activities so highly promoted and preferred in the 20th Century.

We must acknowledge the reality that employees will be part of the resource we use to make our business flourishing. If they fail to do so, it doesn’t matter how well they set up good interpersonal relationships, your business will never reach its 100 % potential. As Ricardo Semler puts it, “They need to go home proud of their work”.

It All Begins With Promotion

Sound people management is an outcome of sound marketing. Like my friend Bix Berry says, “Marketing isn’t everything, nonetheless everything is marketing”. Your marketing must be precise, unique and crystal clear. If not, your employees will lack an organisation and clear foundation for their performance.

Outstanding marketing varies according to two essential elements

• A crystal clear business center

• A small, very specific target market.

To put it around 20th Century jargon; you need to know exactly “what business you will absolutely in” and your “ideal customer”. Marketing creates the setting for the collaborative people manager.

And remember what Peter Drucker said. He was one of the most respected management gurus of the twentieth Century. He said: “What business am I in? The exact question can be answered only by looking at the business on the surface: from the point of view of the customer and the market. ”

If you can’t identify these issues with absolute clarity, you can’t expect your workforce to help your business succeed. Your people management must service your marketing position.

Staff Selection Is the First Step

Workforce are a resource. Like any other resource, you need employees which will give you the business results you want. That’s the expectation you have around the performance of your computer system. You can reasonably have it about the operation of your employees too.

To put it bluntly, you need the exact “right” people”. Without them, you won’t get the “right” business final results. Exactly how you define “right” is up to you. But you have to find them. And that’s what your selection process must be designed to do.

Prior to when you commence your selection process you need to be clear about exactly what for job performance you expect from each employee. You also need to how you’ll measure that performance to determine whether nor not the new employee is “getting the job done”.

There’s certainly no place for slipshod, careless or rushed staff range practice in the 21st Century. And staff selection have to be focused on effective on job performance. Spend time choosing brand-new employees. It can’t be done professionally without detailed investigation and preparation. It certainly can’t be done in a hurry. And keep the face to face interview in perspective. You can’t tell just what exactly anyone can do merely by talking with them.