Get to Grips with Your Organisational Issues

Senior managers often face similar issues but the context of each organisation is different.
Whether you lead a company, a school or a leisure group, decide on what is appropriate for your organisation.

Your markets and technology may differ but you share a common factor - organisations are living entities comprised of individuals with different interests, attitudes and creativity. Focusing individuals and teams on the key organisational goals is a challenge which is made more difficult if you allow yourself to be distracted by the latest hr initiatives rather than focusing on what hr management strategies/practices will reinforce progress towards your organisation's goals.

Tackling personnel management issues necessitates cutting through the HR mystique to identify the actual issues, the causes and to recognise the context in which your organisation has to operate. To help senior managers make headway, different forms of support are necessary. In my experience, one essential requirement is access to objective, commercially focused advice, coupled with a customer focus when addressing hr management issues. Our roots are in both senior general management roles and hr management roles. That blend of expertise enables us to help you in your context.

Scroll down this page to read more about how we can meet your needs and how our our experience and professionalism makes a difference.

What We Do Well

Experience of working in several sectors in senior general management and hr management roles as well as organisational consultancy gives us a blend of experience to draw upon and to understand the different pressures and outlooks of managers. That experience coupled with our professional qualifications enables us to identify which hr strategies and practices will reinforce, and not distract from, achieving your organisation's goals.

Detract from your goals - surely not you may say. Managers can be beguiled into adopting the latest HR initiative or fad without thinking through whether it is appropriate to the way forward for their organisation. Hence, the need to take an objective and independent view of where you are, the issues faced and your organisation's capability.

The range of our experience and work is important but as important is the way in which we work with clients to ensure that they are equipped to move forward and address their issues. To that end, we provide different services or ways of working so that client receives appropriate help to manage the situation effectively.

Read more by scrolling down to the next section on services or as we tend to think of them - A Summary of Our Ways of Working with Clients/Colleagues.

  • Organisational changes;
  • Mergers and acquisitions – hr aspects;
  • Transfers of staff (TUPE etc.);
  • Academy status for schools;
  • Organisational flexibility
  • Effectiveness of your HR team;
  • Decision making and advisory networks;
  • Service quality improvement;
  • Employment law implications;;
  • Employee relations/engagement;
  • Effective performance management;
  • Reward and recognition;
  • Employee feedback/surveys;
  • Employee consultation/communication;
  • Personnel Adviceline service.

Different Needs – Different Ways of Working with You

Significant Change – Initial Thinking Check

Faced with a major change, the CEO, Board or Head Teacher find it useful to discuss their initial thinking to see if they are on the right lines.

 

Such discussions recognise:

 

  • The  key obstacles;
  • What needs preserving and what needs to be changed;
  • What actions can be performed in parallel to reduce the elapsed time;
  • Whether the timescales are appropriate;
  • The risks and ways to minimise those;
  • The organisation’s capability to change;
  • If the basics of effective hr management are in place for a relatively smooth transition.

 

A sensitive and confidential discussion is required to understand the key parameters and driving forces.  The discussion provides an objective view of the way(s) ahead and, importantly, the independent advice is not tainted by any internal politics.

 

Aspects such as consultation with staff and trade unions, public relations and internal communications would normally be discussed to provide confidence to those involved in the implementation of the way forward.  You can read more about such factors under our Implementation Support heading.

Implementation Help

Organisational changes often need to be dealt with quickly to minimise uncertainty for staff and the potential for disruption of customer services, for example:

An acquisition or changes in the provision of services triggering TUPE implications;
Restructuring or the need for redundancies;
Tackling performance issues relating to a senior manager or director or his departure;
Reviewing the effectiveness of the internal advice and decision networks.

We can give practical support to help senior managers to implement such changes and the many related aspects that have to be ‘joined up’ for a successful change such as consultation, internal communications, public relations   Implementation support is also valuable when you need to develop the skills of some senior managers in making changes effectively.

Improve Commitment & Customer Focus of Employees

Engagement is a popular term to denote a closer alignment of employees with the aims of the organisation. Senior managers often feel uncomfortable or disappointed with the results and then unwilling to take on board the feedback from engagement. The latter is critical and there are various ways of improving engagement. The chosen  routes should take account of the culture, levels of trust and future needs in your organisation.

We help to improve the effectiveness of engagement by helping the management team consider the key business aims and the known and the submerged barriers in different parts of the organisation that impede higher engagement with staff.

Keeping the initial approach simple helps both managers and employees to build trust and responsiveness to engagement. Dealing with the findings that emerge including any negative feedback about management needs to be faced up to as otherwise the cry goes up, “I told you – nothing changes.”

Read more in our blog article ‘Employee Engagement or Re-engagement‘.

Senior Manager Misfit

Sometimes, the CEO or Chair needs advice on dealing with a particular director or senior manager who is not in tune with the future direction of the organisation or he/she has become negative in outlook which has a damaging effect on the team or even wider.

This needs a sensitive but firm approach to ensure that the individual is won around or moved out of the organisation.   Key issues to consider are:

  • the impact on customers;
  • staff loyalty to the individual concerned;
  • confidential information;
  • overcoming the gap and internal/external communications.

 

We take you through the options to consider and an action plan which your managers can put into effect. Alternatively, we can work alongside the managers to implement the change as a means of developing those managers.

Individual or Team Issue

At the other end of the spectrum is the need of a manager to obtain advice on a specific issue such as:

The entitlements of a group of employees or a particular employee;
Dealing with a grievance or disciplinary matter; 
Clarifying the terms of employment.

Understanding the respective rights of the employer and employee and implementing a way forward is the aim.

Basics in Place?

When issues arise, it may lead to the realisation that some of the basics of effective personnel management (or if you prefer ‘hr management’) have been overlooked or become out of date.   Examples are where:

The Written Particulars of Employment have not been written with the business context in mind and so leave the employer exposed.

 

Key policies have been produced but they are not legally effective as a tribunal or court would not regard them as enforceable

  

Hence, policies on the use of social media or confidential information may fall foul of those principles so it is useful to review policies etc. occasionally and ensure that key requirements expected of employees are written effectively into the policy.

Explore how we can help you - call Jim Harrington on 07808 765588 or e-mail office@hr-management-dimensions.co.uk

About Jim Harrington

Jim Harrington is the founder and director of HR Management Dimensions Ltd. and the HR Management Dimensions brand.

He injects a commercially focused and customer oriented outlook to employee and organisational issues whether at a strategic or operational level. His breadth of experience, insight and perceptive approach is quickly noticeable when he is advising and helping senior managers to address changes and issues.

You soon realise that Jim's experience embraces senior roles in general management and hr management including organisational/employee relations consultancy and as an HR director in several sectors. He has also spoken at various conferences both in the UK and abroad and is the author of several articles and a book on pay and reward systems in new technology organisations.

He is a Chartered Fellow of the CIPD and has an honours degree in law, including employment law, but it is his practical insight and application to situations that adds value when he works with senior managers.

Read more about Jim's background in his Linked In profile.

Contact Jim

It is often easier to discuss issues and the type of help being sought over the telephone and then to arrange a meeting. Please feel free to either phone or e-mail me to explore how we can help you.
07808 765588

Please feel free to contact me.

To e-mail me, please paste the e-mail address below into your e-mail address line. This is to help to prevent spam e-mails,

jim.harrington@hr-management-dimensions.co.uk

Read Updates on Social Media

Opposite are the social media channels we use to notify updates, comments and observations about hr management and organisational issues.

You can also read articles in our blog - click on the Blog item in the main menu.