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Human Resource Management

Definition

The effective selection and hiring of competent staff.  Also refers to the distribution of employee assignments with respect to ability and overall goals and the management of influences that affect performance and motivation.
 

Behavioral Descriptions
Proficiency Level 5

  • Coordinates staff abilities with organizational direction.

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  • Clearly understands and articulates performance measures of agency strategic plan.

  • Translates and cascades agency performance measures into well defined departmental strategies, goals and objectives.

  • Empowers others to perform beyond expectations.

  • Shares organization-wide successes with employees.
Proficiency Level 4

  • Deploys staff to achieve development.

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  • Assesses staff abilities when assigning/delegating tasks.

  • Implements comprehensive staff-development strategies.

  • Employs tracking mechanisms to assure attainment of overall staff development goals.
Proficiency Level 3

  • Appropriately selects and utilizes staff.

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  • Appropriately hires staff and delegates tasks according to ability.

  • Evaluates and provides feedback on performance.

  • Uses rewards and reinforcement to improve performance.

  • Understands and complies with basic HR regulations and laws.
Proficiency Level 2

  • Randomly distributes work assignments.

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  • Uses inconsistent methods to improve employee performance.

  • Motivational and supervisory efforts result in staff performing at minimal levels.

  • Hires or selects staff with minimal or inadequate abilities.
Proficiency Level 1

  • Over/under utilizes employees.

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  • Undermines staff morale through inappropriate motivational and supervisory efforts.
Suggested Activities for Development

  • Identify someone in your organization who delegates responsibility well and meet with her/him or shadow the person for a day.

  • Schedule feedback sessions with employees after they complete a major assignment. Discuss what went well and what did not go well.

  • Hold weekly team meetings to clarify work unit deliverables and priorities.

  • Ask employees what you can do to improve the way you delegate tasks. Listen to their suggestions and integrate them into your style of delegation.

  • Develop a tracking system to ensure achievement of work unit or departmental goals.

  • Over the course of a week, keep track of the tasks you work on and the issues you get involved in. At the end of the week, your list should be representative of the things you typically work on. On that list, put a checkmark next to the items that could easily be done by someone else on your team. Then, put a star next to the items that could be handled by someone after they have been trained in a specific way. Make a goal of delegating your checkmarks within a month and all of your stars within six months.

  • Contact other colleagues in the organization to learn more about what they do. Invite them to participate in projects in your work unit.

  • Have your employees participate in a 360 assessment. Discuss results with employees.

  • Ask for or delegate some meaningful "stretch assignments" that are different from what you are used to. Encourage independent behavior to perform beyond expectations.
Recommended Courses
Additional Resource

  • Making Delegation Happen: A Simple and Effective Guide to Implementing Successful Delegation (Making it Happen series) by R. Burns (Business & Professional Publishing, 2002). The strategies and practical tools outlined in this resource demonstrate how managers and team leaders can break the cycle of business and complete projects more effectively and efficiently.

  • Managing Projects in Organizations: How to Make the Best Use of Time, Techniques, and People by J. D. Frame (Jossey-Bass, 1995). A readable, accessible presentation of project management principles.

  • The Control Theory Manager by W. Glasser (Harper Business, 1994). Details a revolutionary management approach that enables companies to achieve maximum quality and efficiency and successfully compete in the global marketplace.

  • Don’t Do. Delegate! by J. M. Jenks & J. M. Kelly (Franklin Watts, 1985). It will give you the power to manage your job and keep your job from managing you.

  • The One-Minute Manager by K. H. Blanchard & M. D. Johnson (Berkley Pub Group, 1983). Areas covered include goal-setting, motivating, training, praising and even reprimanding employees.
Behavioral-Based Interviewing Questions