Step 1: Establish Objectives

The process must begin with a clear and detailed statement of objectives and move from there to goal design. Goals must be directly accountable to the vision while remaining in alignment with the stated purpose of the organization. This requires constant interaction with team members to determine that the they are on track, and with all internal clients to insure that the goals and objectives are pertinent to their needs, as well as to the organization’s greater purpose.

Step 2: Organize & Plan

Efficiency in this area requires the ability and resources to develop and effectively communicate design/redesign plans and realistic schedules, while maintaining a balance between the broad view and day to day operation.

The existing departmental structure in the case of a redesign is all-important to the success of the plan, as is the ability for leadership to delegate responsibility, while continuing to monitor and control outcomes. Structure, though transitional, must take precedence, often a challenge in an atmosphere of change.

Step 3: Communicate

Great communication, the delivery of clearly stated information on the true state things, is timely, pertinent, and requires confirmation that the message has been understood. The more ways in which information is given, the more believable it becomes and the more likely to initiate action. By means of clear communication, a course of action is determined, pertinent information is provided and goals are met.

Step 4: Motivate

Motivation is the purpose provider, the impetus for action. It is complex at best and takes more than one form, depending on the level of the individual or team, the level of the manager, and the product or service provided. Experts acknowledge that the feelings of the individual or team toward the motivator are key to the degree of motivation achieved. It becomes ideal then to have the full cooperation of those directly affected by the process and for leaders to have a good understanding of and rapport with teams and team members, knowing what makes each tick.

Change is disturbance of the status quo, and will always involve a degree of resistance. Involving key staff in the design and implementation process, particularly when it involves drastic structure changes can be extremely productive.

Step 5: Develop Staff

Developing people ought to be a primary goal of any organization, and developing existing staff during a period of transition is practical and profitable. Leaders have the power to provide an environment rich in opportunity and resource, in which employees are encouraged in the area of self-development.

Place staff appropriately is critical to insuring staff become long-term contributors who can be counted on in periods of growth and transition. An effective leader understands that discerning the right fit of individual to position is critical to all present and future endeavors. Ignorance in this area can be a costly flaw surfacing during periods of change.

Step 6: Measure & Analyze

Finally, management is responsible for measurement and analysis of both processes and individuals. Employees must be made aware of their progress, in new and developing settings, as well as in familiar ones, in order to effectively draft and adjust personal goals and improve performance. Measurement and evaluation should be designed to reflect the vision while motivating and initiating self-government of the individual.

It is necessary to communicate a clear concept of the point at which development issues end and performance issues begin. Growth is a process best achieved and assessed under relatively stable circumstances, though periods of transition are often an excellent proving ground in which star players often begin to shine.

Effective Skills

It goes without saying that the challenges inherent in the management process must be met with maturity and sophistication by each leader. The areas of interpersonal and leadership skills, as well as continued willingness to invest in self-awareness and personal growth are paramount in the profile of the great leaders who will guide organizations to effective change.

Interpersonal skills are of chief importance. Leaders must treat all staff equitably, developing solid working relationships across all levels. This may appear blatantly obvious, but sadly is all too often overlooked in the name of accelerated progress.

A great leader has a sincere desire for universal success, treating staff members as individuals, giving credit, taking pleasure in achievements. A great leader keeps the objective clear and uncomplicated, always acts as a role model, and stands back, letting others get on with their assignments.

A true leader will make the difference between an effective period of change and the failure of an otherwise brilliant plan. Do not overlook the advantage of adjusting the needs of the plan to allow for the needs of the people. It is not necessary to prioritize purpose over people, or vice versa. If leadership has done its homework, everyone in the organization will arrive at the objective simultaneously.

In Closing…

Essential to the process is an understanding of the distinction between management and leadership.

Management ensures that things get done right, creating process and systems and insuring efficiency. A manager manages the process and records the efficiency.

Leadership revolves around people, concepts and ideas, establishing direction for those who will follow. It is discerning and articulating what is right, all the while educating the team to do the right things and to do them right.

Manage the process, lead the people, and educate them along the way – commonsense.

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Copyright 2005 So-lu’shunz Management Services

Karin Syren is a certified coach who has helped business leaders at all levels increase their effectiveness by increasing their awareness. Visit her site to find out how you can get a free EffectivenessCoaching consultation at http://www.solushunz.com

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This page is managed by G K Lim < www.gklim.com >, publisher of the email-based magazine “Partners” which helps you develop personally, professionally, and business-wise. For a free two-year subscription to “Partners” click here < partners-subscribe@googlegroups.com >. G K Lim < gk@gklim.com > is also a professional selling skills, negotiation skills, sales management leadership, and key account management training consultant.

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To begin with they need to be receptive to the host culture. This will mean that when they face new ideas, new ways of working, new people, different values?they can accept these as different, but still valid. If they go with the firm belief that their own way of doing things is the only way, if they are suspicious of the new people they meet, and if they cannot respect the values of their host culture, they will simply engender hostility, fear and antagonism?hardly the best climate for a successful team effort.

Building on that receptiveness, they will have to be sufficiently adaptable to blend into the local style of doing things. Take working hours. Mediterranean cultures often have early starts, long lunch breaks and late finishes. It’s a timetable that takes some getting used to because that lunchtime break really does need to be a time when you wind down and rest, otherwise the working day and its related stresses will occupy every waking minute. Not everybody is capable of adapting their natural rhythms to this. Employees with family commitments in particular find it very hard, so in assessing the suitability of somebody for an overseas position, you need to ensure that their family too is fully supportive of the move.

It is also essential to be able to take an objective view of the host culture and not to judge new colleagues on criteria you have brought from home. For example, a manager who moves to a culture in which the normal working environment is very hierarchical should not be surprised if individuals lack initiative. What may seem a negative quality from a British perspective could well be seen as a strength in the local context.

Given that the new environment could make your managers feel like fish out of water, it is important for them to have clarity of vision. As they face the many hurdles that arise from the different ways of working and living that characterize the new environment, they will have to be able keep a hold on their purpose for being there. They will need to let that vision drive their actions so that progress towards the required goals is maintained despite the obstacles. And part of this clarity of vision should be pre-assignment awareness of the new culture and its framework so that they are prepared for what they will find and have thought of some coping strategies.

They will also need excellent communication skills. These involve the ability to listen and interpret any implicit messages that their new colleagues may be emitting, and give directions with clarity and with respect for the means of communicating in the host culture. Of course, communicative skills are important no matter where you are, but they are crucial in a new culture. If the manager goes from Britain to, say, a Scandinavian country, it will be important to remember that the local team may be much more direct in their expression of criticism, say, than in the UK. Conversely, it will be important not use typically British understatement or irony because, the more direct style of the hosts will predispose them to interpret everything literally.

They will need to be sensitive to the customs, motives and values of their new colleagues. They will only be able to achieve their goals by building good rapport with the local team and this can only come in an atmosphere of mutual trust and respect. Of course rapport can be established in many different ways, but it essential to show an interest in the host culture and in the local team. As the outsider it is important not to offend by flouting local dress code, being over familiar?or too distant, as the case may be?or showing impatience with aspects of behaviour that are in keeping with local tradition.

Resilience and emotional robustness are also important. The period of settling in will involve what is known as culture shock. This involves some key stages, the second of which puts a big strain on both physical and emotional strength. To begin with your managers will go through a honeymoon period in which all the new experiences are exciting and stimulating. But this is followed by a period of disorientation during which homesickness, loneliness, frustration and disillusionment with the host culture will cause a great deal of stress. To able to pass through this to the stage of acceptance requires considerable inner strength.

Of course underpinning all these competencies is knowledge. The managers need two kinds of knowledge to be effective abroad. Firstly they need to understand the theory of culture difference. Culture goes very deep and the unfamiliar behaviour patterns are the external signs of underlying values. It will help your managers if they understand the nature of these different cultural values. Then they should have country specific knowledge that prepares them for what they will find. This should, of course, include training in the local language not just for the person concerned but for their family.

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Brenda Townsend Hall is a writer and trainer in the field of cultural awareness and English for business and is an associate member of the ITAP International Alliance: http://www.itapintl.com

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This page is managed by G K Lim < www.gklim.com >, publisher of the email-based magazine “Partners” which helps you develop personally, professionally, and business-wise. For a free two-year subscription to “Partners” click here < partners-subscribe@googlegroups.com >. G K Lim < gk@gklim.com > is also a professional selling skills, negotiation skills, sales management leadership, and key account management training consultant.

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Once upon a time, secondary school drop outs could earn a living repairing cars, air-conditioners, refrigerators, washing machines and televisions. Often, this unskilled workforce could ?graduate? to become business operators of their own after a period of apprenticeship, offering rudimentary services for the rudimentary requirements of those times.

In today?s scenario, however, such businesses have become dinosaurs. They are outmoded and are hard pressed to survive in the face of the demand for the new breed technicians and one-stop service centres who can handle the new generation of electronic, electrical and computerised appliances and motor vehicles. In the case of motor vehicle repair alone, there are about 2000 uncertified car mechanics in Kuala Lumpur and Selangor alone.

Obviously, there is a very large group of such business operators in the country. Unable to handle the technological sophistication of today, the end looks inevitable for them unless they pick themselves up by retraining and relearning skills that are required by the times. This way, they would have that professional edge and be certified, as required by upcoming laws and regulations, and become competitive once again in the market.

Human Resources Minister, Datuk Dr Fong Chan Onn says the Human Resources Ministry has a skills training loan fund of RM150 million for people to ?upgrade? themselves. Applicants who qualify could borrow RM5000 to spend on courses for retraining. The interest is a mere 3% with the repayment period being between 10 to 15 years. Dr Fong also mentioned MCA?s Lifelong Learning Campaign which just collaborated with 19 institutions of higher learning (IPTS) entitling applicants to a 30% discount on tuition fees if they signed up from now to June.

The post Second Chance for Dinosaurs
– Helping the Obsolete Worker Stay Competitive appeared first on TrainingMalaysia.com.

In addition, e-learning is also about supplementing, enhancing, or replacing face-to-face teaching and learning sessions. It could, in this regard, be regarded as a channel for more effective learning opportunities, should the student, be able to comprehend better on the material contents delivered via the Internet as compared to face-to-face tutorial.

One significant situation in which e-learning could work better than the conventional face-to-face approach, is when learners are dispersed in various locations away from the classroom. With e-learning, learners can thus access the Internet and download the contents, or the institution can otherwise email the learner the necessary information materials; hence shortening the distance and bridges the time duration materials normally take to arrive if posted via snail mail or courier.

In addition, e-learning also holds an upper hand in providing additional means of communication with tutors or with course mates in between face-to-face sessions. The asynchronous nature of e-communication makes it more effective than any other means as it enables learners to keep in touch with one another much more efficiently as compared through the mode of telephone.

However, the most important factor for the success of e-learning ? although the above has listed several learning problems that e-learning would be able to resolve ? lies in humanware; which, in other words – the people. Email will be of no use if lecturers are not logging into the Internet to check their mailbox. The Just-in-Time delivery of materials, which e-learning is associated with for the massive support in catering to the immediate needs of learners, will not be possible if someone does not ensure that the materials are uploaded from time to time or does not send them by email.

In short, what is crucial here is the attitude of everyone involved in providing the e-learning ?solution? within the entire education and training system. The relevant parties who do not want to change their communication habits or the way they provide service will result in the failure of e-learning. Therefore, e-learning is regarded as a means to an end and not a panacea as it is the people who are the driving force behind its success and not the technology.

Note of Disclaimer: The articles posted have been rewritten, edited/modified and summarized by the Editor from the various sources of news extracted from The Star, The News Straits Times and other major newspapers. With every reasonable effort made to ensure the content accuracy of the revamped articles, the Editor shall not be held liable for any errors or inaccuracies of the information contents whether arising from negligence or otherwise howsoever or for any consequences arising thereof.

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The four simple methods, therefore, to motivate customers to engage in services / to buy products from you are as follows:

i) Personalize Marketing Approaches

It cannot be denied that customers will most likely purchase products from you if you make them feel that you understand their individual needs and are talking directly to them. Based on this guideline, your sales approach should then be customized into a way that would appeal to the specific interests and tastes of prospective customers in each niche market that has been identified.

ii) Focus on Creating Good Feelings in Customers

The buying decision of prospective customers usually depends on how good they feel about the product or service which you are offering. One method to get customers enthusiastic and excited over your service / product is to describe in the best and most vivid way possible, the benefits that they will enjoy and what it feels like to be enjoying those benefits upon the purchase.

iii) Confront and Resolve Buyer?s Scepticism that They Have in Mind

Prospective customers would usually not make any purchase should they have doubts in their minds as to whether you would deliver what you have pledged to. Therefore, one of the many ways which you can use to overcome customer?s scepticism is to use testimonials that have proven track record about previous customer?s satisfaction. To increase effectiveness, a specific result which your customer has received after using your product or service should also be described.

Another way which you can use is to provide specifics by converting general statements into specific descriptions, for example, explaining how quick and easy instead of just making s simple statement of ?quick and easy?.

In addition, toning down bold claims also play a major role in helping to erase any doubts of your customer?s mind. Although it may be true, bold claims should still be reduced to a more believable statement as it would better convince your customers.

iv) Eliminate the Need for Customers to Make Decisions

The selling process should be structured in a way that would ensure that customers need not have to make decisions. This is because every decision which they make will divert their attention away from the action of concluding the sale and will be particularly risky when customers have difficulty making a clear selection from amongst the several options presented to them.

Therefore, you should bear in mind that only one product or service should be promoted at any one time you advertise, while each product or service should be advertised separately. In short, prospective customer?s decision should be limited to only ?Yes, I will buy? or ?No, I won?t buy?, and never the ?Which One? choice for them to decide.

The aforementioned tactics may be simple suggestions but is effective is successfully encouraging and convincing customers to make their purchases from you.

Note of Disclaimer: The articles posted have been rewritten, edited/modified and summarized by the Editor from the various sources of news extracted from The Star, The News Straits Times and other major newspapers for clarity purpose. With every reasonable effort made to ensure the content accuracy of the revamped articles, the Editor shall not be held liable for any errors or inaccuracies of the information contents whether arising from negligence or otherwise howsoever or for any consequences arising thereof.

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The lack or absence of personal time management is usually characterized by the following:

? Last-minute rushes to meet deadlines
? Double-booked meetings, or those which achieve nothing
? Days which slip unproductively
? Crises which loom unexpectedly from nowhere

Poor time management often arises from the consequence of being overly-confident: techniques which used to work with small projects and workloads are simply reused with large ones. Hence, it is important that managers learn to apply the proper techniques as their responsibility grows and increases; else, they would be outdone by those who do.

Time management which seldom forms a measured part of appraisal and performance review could have attributed to the practice of poor time management. It must be noted that, time management is however, a tool that that enables the systematic ordering of events and underpins many other managerial skills of managers, which include effective delegation and project planning.

Personal time management can be described as a set of tools which allow for the elimination of waste, preparation for meetings, refusal of excessive workloads, the monitoring of progress of projects, and the allocation of time appropriateness based on importance of the task. More importantly, it helps managers to lay effective and efficient daily and weekly plans as well as ensure that long-term projects are not being neglected.

Managers, or anyone for that matter, should start considering the present before planning for the future. One fine approach that gives one greater control over the use and allocation of time is to keep a note of how the time is being spent for a duration period of time. Critical appraisal about the amount of time used for different activities would have to be identified to see if the time might have been better used for more productive work. The most common source of waste is social, which comprises non-work related activities like telephone calls, friends dropping by, and conversations around the coffee machine.

In the time log, managers should essentially prioritize the type of work that would justify the large amount of time being spent on, by looking at each work activity and to subsequently decide as objectively as possible how much time each was worthy of. The next step is to then compare that with the time that has actually been spent on it. In addition, a particular task should also be decided beforehand as to how long it would take so as to enable one to work to that dateline and to move on to the next task.

Another common wastage source stems from the delay of work that is unpleasant, by finding distractions which are less important. In other words, this would mean that the task is being delayed simply because they are dull or difficult. The changing between activities also contributes to the wastage of time; hence, it would be useful if similar tasks are being grouped together to avoid any possible start-ups of delay of each.

Apart from showing one where time savings can be made, the time log can also help one decide how much time should be spent on own tasks and on others. Taking control of time is the first step that leads towards good time management practice, which can be start off with the use of a simple appointment?s diary to help in eliminating the unnecessary.

Note of Disclaimer: The articles posted have been rewritten, edited/modified and summarized by the Editor from the various sources of news extracted from The Star, The News Straits Times and other major newspapers for clarity purpose. With every reasonable effort made to ensure the content accuracy of the revamped articles, the Editor shall not be held liable for any errors or inaccuracies of the information contents whether arising from negligence or otherwise howsoever or for any consequences arising thereof.

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The fund, which is being managed by the Pembangunan Sumber Manusia Berhad (PSMB), operates on a levy system basis, where employers who have paid for the levy will qualify for the fund to subsidize the training costs of their employees. It has to date implemented many training schemes in a diverse range of fields.

According to Multimedia Technology Enhancement Operations Sdn Bhd?s chief operating officer Dr Zainal Ahmad said that the rate of levy utilization among the small and medium-sized industries (SMIs) is low, although the HRDF is beneficial to both employers and employees for the critical upgrading of knowledge to contribute productively to the particular organization.

Dr Zainal added that the fund is instead more utilized by established organizations as they have a clear and long-term plan for future development as well as an allocated budget for training. Due to the approach of SMIs more focused towards the productivity of employees, they hence find it difficult to spare employees to attend the training programmes due to the limited human resources that they have. Another reason cited for the under-utilization of the HRDF among SMIs is the negative mindset of employers who believe that their staff may look elsewhere for better jobs upon the completion of their training programmes. Besides this, another contributing factor to SMIs not taking advantage of the HRDF could be attributed to the fact that English is being used as the medium of instruction for the training programmes, which may prove to be a hindrance for the SMIs in which 70% of them hail from the Chinese community.

To address the aforementioned issues of concern and subsequently change the mindset of SMIs towards a training culture, it is in this context that PSMB can play a greater role to encourage higher utilization of the fund among these industries. One of the methods, which Dr Zainal suggested, is the use of a benchmark for the training programmes to ensure that the quality upheld is as good as those in other countries.

In addition, programmes should also be sensitive to the local working culture and be integrated across industries to facilitate the exchange of knowledge. With respect to the language factor, PSMB has also launched three new English programmes recently to promote better use of English among staff of companies registered with it. Apart from these efforts and initiatives, plans are currently underway to develop a training portal by year end to further increase the levy utilization rate that stands at the present statistical figure of 60%. This portal would enable employers to access information on training centres and information content while at the same time, cater to online applications for training.

Meanwhile, PSMB?s general manager Shahril Hassan said that PSMB will continue carrying out the publicity campaign via printed and electronic medium. Apart from organizing the annual Human Resources Development Conferences, PSMB is also planning to publish a quarterly newsletter to be circulated to all registered employers and training providers to enable them to receive the latest updates on PSMB?s training schemes.

The ?Computimes? column in the New Straits Times newspapers, 25th February 2004

The post Equipping Employees with New Skills appeared first on TrainingMalaysia.com.

Cheong added that while colleges and universities provide the ICT students with theory and hands-on learning experience, it is essential for them to acquire additional knowledge by themselves and keep pace with the latest developments and evolutions of this industry, as students churned out will be of top-notch quality.

With colleges nowadays that are beginning to offer professional certification programmes as they provide specific knowledge and job-related skills, students must hence grab the opportunity to take up such offerings to be equipped with the necessary skills that meet the demands and specifications of the job market.

Students and professionals should, apart from enhancing their competency in the ICT field, work towards improving their business communication skills, particularly English. In today?s age of globalization, effective communication is as critical as technological skills in view of the cross-cultural communication and collaboration that is on the rise.

Meanwhile, Dr Parmjit Singh, who is the managing director of the Asia Pacific Institute of Information Technology (APIIT), described ICT as an important discipline in itself that does not only require the understanding of technological concepts, but also the elements to where it can be applied as well as the development of transferable skills such as personal communication and teamwork.

In addition, students must also find continuous ways to apply theory to practice in real-life situations and to develop a strong sense of professionalism and ethics. Apart from the students themselves needing to possess the right mindset, Dr Parmjit believes that the institutions of higher learning have a pivotal role to play in moulding the minds of young professionals, through the continuous emphasis on the competency level of graduates and the provision of the right practical and vocational skills level to complement their theoretical knowledge.

According to Dr Parmjit, a knowledgeable technical workforce can be defined as those who have the ability to seek and absorb knowledge and be able to apply the knowledge acquire in the real world. A sound education in ICT should hence create the knowledgeable technical workforce that the country warrants. He suggested that sufficient education and counselling about the type of attributes needed to excel and succeed in the ICT industry be provided to prospective students so as to produce graduates with the right balance of technical skills and knowledge, graduates who are easily adaptable, have problem-solving aptitude, and with good communication skills.

A conducive environment that goes beyond having the right physical infrastructure for the academic needs of students is needed, whereby more significantly, it should encompass the creation of the overall ethos and spirit of professionalism to which students would absorb and take into their workplace eventually.

The ?Computimes? column in the New Straits Times newspapers, 25th February 2004

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• Knowing What is Going On
  – A project manager must know, understand and be able to grasp what the
  project is all about before making any critical decisions which may affect the
  project. This is because many project managers do not know or understand the
  projects which they are managing.
   
• Taking Responsibility for Success or Failure of Project
  – Being a project manager requires one to take numerous responsibilities, such
  as being the mediator, the one who is being blamed, the pacifier, the slave
  driver, the unreasonable, and many more. The project manager should be the one
  to accept the responsibilities should the project encounter problems or
  difficulties.
   
• Having a Good Work Breakdown Structure
  – It is important for the project manager to have a good work breakdown
  structure (WBS) because it is the most critical document to keep projects
  right on track and not lose its focus during the implementation stage.
   
• Controlling the Project
  – Controlling the project after the planning stage will determine its outcome
  and success. Project managers are advised to use methods which are most
  comfortable to them, because it would be of no point when they do not know how
  to control the problems although the best methodologies are being adopted.
   
• Performing Cost Management
  – It is essential for the project manager to manage the project as accordingly
  within the given budget so as to ensure that the allocation is not overshot
  and problems would not be encountered when it comes to collection of payment.
   
• Identifying and Determining the Criteria and Expectations of Project
  team Members
  – As a project manager, one would have to determine and list down the
  expectations of the team members as well as the criteria that they consider
  and look for in a project, such as costs, time, usability, or other factors.
   
• Getting Sign-Offs
  – Sign-offs should always be obtained, be it for a phase or for requirement
  documents, as it depends on how projects are implemented and the type of
  deliverables in the particular organization. A sign-off serves as a good
  compass to let the project manager know that something is not right with the
  project, especially if he/she is unable to obtain a sign-off.
   
• Gaining Experience through Communication with Upper Management
  – Project managers should also harness the opportunity to approach the senior
  project managers, asking them about existing project problems within the firm
  and getting their input on how to proceed on with the project
   
• Reducing Use of Emails
  – As project management involves a lot of coordination and communication, and
  hence, it is only sincere that appointments and negotiations be made through
  phone calls. Emails should only be used for distribution of information as
  clients or anyone involved with the project, as most people do not fancy being
  confronted or corrected through mass emailing.
   
• Understanding Culture and How Projects are Managed
  – For a project manager who is managing and dealing with a project that
  involves cross-country resources, it would prove crucial to spend some time
  understanding the differences in culture and how projects are being managed in
  that country. In respect to this, the project manager would first have to
  understand how others work before forcing your way through.
   
• Maintaining Spirit of Integrity
  – Project managers would always have to maintain their integrity to ensure
  that projects can be successfully carried through, particularly when the going
  gets tough, difficult decisions would have to be made, and pressure is abound.

Source: Business Computing, Computimes, the News Straits Times newspapers,
19th February 2004
 

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The appraisal process used by great managers is focused on developing the
following:

• Assessing the talent of each individual
• Subsequently, they will provide the necessary training, coaching, and
  development opportunities so as to further increase their employees? know-how
  and skills.
• Weaknesses are compensated for or managed around.

Meanwhile, according to the source of Buckingham and Coffman, it has
identified the differences in tactics espoused by great managers, which are
delineated as follows:

• Selecting people based on talent
  – Great managers select staff based on talent rather than experience,
  education, or intelligence. Talents comprise striving (which is the drive for
  achievement or drive to put beliefs in action), thinking (such as focus and
  discipline), and relating (which include empathy and persuasion ability)
   
• Establishing realistic outcomes when setting expectations for employees
  – Great managers will assist individuals in establishing goals and objectives
  which are in line with the needs of the organization. Employees should be
  given the chance to determine the right path to accomplish tasks, as it is
  said that those who are not under constant supervision of a manager are able
  to perform and achieve the most works. In other words, this means that it is
  not advisable for the manager to micro-manage the employee as this indicates
  that he doesn?t place trust in them, especially the good ones. It is hence
  important for the HR department to support this approach to management by
  encouraging managers to adopt more participative styles. For instance, reward
  systems can be established in recognition of managers who develop the
  abilities of others.
   
• Motivating employees by focusing on their strengths
  – Great managers will help each person become more of who they are by building
  on their unique strengths which will best support their success. In addition,
  great managers will also take the initiative in finding out what motivates
  every staff member and will hence provide more of
   
• Finding the right job for the person to develop as an individual
  
  – The job of a manager is to help every person whom he employs improve his/her
  job performance, to which he the manager can do so by identifying the right
  role for each employee, and determining as to whether the each employee is
  fitted in the right and appropriate role.
  – The HR staff can contribute their role here by maintaining a comprehensive
  and thorough understanding of positions and needs across the organization and
  helping each individual to be matched against the right job fit. In addition,
  the HR staff should also develop a promotion and hiring process that supports
  people in positions that ?fit?, while keeping documentation of testing, job
  applications, performance appraisals, and performance development plans.
  – HR who can assist managers to understand and apply these concepts will help
  create a successful organization that consists of strong and talented people
  who can contribute productively to the well-being of the firm and business.

Source: The ?Appointments? column in the News Straits Times newspapers,
17th February 2004
 

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