​Performance Management in the Workplace-Akeem Gbadamosi

Quote: In the New Economy, winning will spring from a organizational capabilities such as speed, responsiveness, agility, learning capacity, and employee competence. Successful organizations will be those that are able to quickly turn strategy into action, to manage processes intelligently and efficiently, to maximize employees contribution and commitment, and to create the conditions for seamless change- David Ulrich.

The following are outcomes from a consulting firms ongoing study of more than 500 managers since 1993 led to this recent conclusion:

Only one out of 100 managers provides every direct report with there five basics every day:

Performance requirement and standard operating procedure related to tasks and responsibilities.

Defined parameters measurable goals and concrete deadlines for all work assignment for which the direct report will be held accountable.

Accurate monitoring, evaluation, and documentation of workplace performance. Specific feedback on work performance with guidance for improvement.Fairly distributed rewards and detriments.

The above indices are telling us about performance management. The researchers call this situation Under-management. But the popular term those days for doing things the right way is performance management.

According to CIPD (Chartered Institute of Personnel Development) traced the evolution of performance management to early 1990s from a heavy bureaucratized procedures focused on objective-setting or merit rating to a more reaching and inclusive, integrated with other related practices such as career management.

Performance management in an organization wide system whereby managers integrate the activities of goal setting, monitoring and evaluating, providing feedback and coaching, and rewarding employees on a continuous basis. 

According to HRM philosophy, employees are an important business resource that must be managed carefully on order to maximize return on investment and achieve business objectives. 

In recent years, performance management and performance appraisal have become key features of an organization’s drive towards achieving high performance and thus competitive advantage. 

Andre A. De Waal kn his book, Power of Performance Management: How Leading Companies creates Sustained Value defined Performance management as the process that enable an organization to deliver a predictable contribution to sustained value creation. 

According to Armstrong and Baron defined Performance Management: as a strategic and integrated approach of delivering sustained success to organizations by improving the performance of the people who work in them and by developing the capabilities of team and individual contributions. 

Performance management is said to be integrative because it align corporate, team, and individual’s objective ( vertical integration) and links various human resource management activities, such as organization development, people skills/ competence development and rewards management ( horizontal integration). The process also align with the functional strategies of the various parts of the organization.

 To Micheal Armstrong, performance management strategy is based on the resource-based voew that it is the strategic of the organization’s rare, hard to imitate and hard to substitute human resource that produces its unique character and create competitive advantage.  The strategic goal will be to create firms which are more intelligent and flexible than their competitors’ by developing more talented staff and extending their skill base, this is exactly what performance management aims to do. 

The following are 10 principles of performance management as stated by practitioners after the extensive research conducted by the CIPD ( Armstrong and Baron,) viz:

1) ‘ A management tool which helps managers to manage’

2) ‘ Driven by corporate purpose and value’

3) ‘ To obtain solution that works’

4) ‘ Only interested in things you can do something about and get a visible improvement’

5) ‘ Focus on changing behaviour rather than paperwork’

6) ‘ Its about how we manage people- it’s not a system.’

7) ‘ Performance management is what managers do: a natural process of management’

8) ‘ Based on accepted principle but operate flexibility’

9) ‘ Focus on development not pay’

10) ‘ Success depends on what the organization is and need to be its performance culture. 

Akeem Gbadamosi, M.Sc Industrial Relations and Human Resource Management. 

Human Resource Functions- Akeem Gbadamosi

The Human Resource Function defined by Richard G. Renckly in his book titled Human Resources that the primary function of the human resource (HR) is-
To essentially establish, develop, maintain, and communicate personnel policies to the entire company and 

To represent, help, and advise, and consult with the employees of the organization.

At the same time, the human resources staff members must be never forgot that they are to represent first, last, and always, the best interests of their employersthe top management of the corporation. While on the surface it may seem to be conflict to claim it represents both the employee and employer equally well and at the same time, the HR staff must, nonetheless, acquire this highly complex and technical skill. It is the hallmark of the well-run and more qualified human resources department.

According to Lloyd L. Byansi Ph.D and Leslie W. Rue Ph.D (2008), Human Resource function refers to those tasks and duties performed in of large and small organization to provide for and coordinate human resources. Human resource function encompass a variety of activities that significantly influence all areas of an organization.

The Society for Human Resource management (SHRM) has identified six managerial functions of Human Resource Management (HRM):

* HR Planning, Recruitment,and Selection

* HR Development

* Compensation and Benefits

* Safety and Health

* Employee and Labour Relations

* HR Research

To be continued…

Akeem Gbadamosi,

COO, HR Consulting Nigeria


​Work-Life Balance- Akeem Gbadamosi

People around us are trying their best to work a career,run a house, be a decent family member, participate in their community,  and simply find more time to just live.  All this,  while trying not to feel guilty about what they feel they should be doing, instead of what they doing. 
Do you experienced this conflicting role (s) in your daily life?

Are you looking for ways to gain work/life balance?

If you answered, yes; this article may be the “missing link” you have been looking for.

The failure to achieve real work/life balance means that you personal life can suffer, affecting your physical, emotional, and mental health.  The huge increases in illness such as chronic backache, clinical depression,  heart disease,  blood pressure,  type 2 diabetes,  and obesity indicate that the current work/ life balance is a way out of whack. 

What is the meaning of work/life balance?

Diversity in the Workplace- Akeem Gbadamosi

To a large extent, demographic changes and globalization are rendering most the motives that droves equal employment legislation.  In other words, employers now have little choice but to willing push for more diversity. 
What is then diversity? 

According to Gary Desser in his book, Human Resource Management, Diversity refers to the variety or multiplicity of demographic features that characterize a company’s workforce, particularly in terms of race, sex, culture, national origin, handicap, age, and religion. 

Furthermore, globalization requires employers to hire minority members with the cultural and language skills to deal with customers abroad. 

The Wall Street Journal simply put it: “As companies do more and more business around the world, diversity isn’t simply a meter of doing what is fair or good public relations.  It’s a business imperative. 

Like seashells on a beach, people come in a variety of shapes, sizes, and colour. This variety represents the essence of diversity. Lee Gardenwartz and Anita Rowe, a team of diversity experts, identified four layers of diversity (Personality, Internal Dimensions, External Dimensions, and Organizational Dimensions) to help distinguish the important ways in which people differ. Taken together, these layers define and influence how each of us see the world.

The IBM example highlights two key reasons why it is important for managers to effectively manage diversity. Effectively managing diversity is not only a good thing to do it order to attract and retain the most talented employees, but it makes good business sense. Unfortunately, however, some organizations are missing the mark when it comes to managing diversity, and the result can be costly lawsuits. Unfortunately, everyone knows that having workforce diversity doesnt necessarily mean having a smoothly functioning cadre of employees. Intuitively at least, most would assume that diversity provide at least the potential for argument and conflict.

Managing diversity is a sensitive, potentially volatile, and sometime uncomfortable issue. Yet managers are required to deal with it in the name of organizational survival.

Will workplace diversity cause problems for your company?

Does a Startup needs an HR person?-Akeem Gbadamosi

Does a Startup need an HR person? When the question was asked in 2012, the answer was “capital” NO, you don’t need an HR person. Reason being that the Startups at the time were figuring out how to ride this wave, so it’s unsurprising that the first and most popular answer provided was this.

What is Startups? Startup is one of the four stages of a lifecycle of an entrepreneurial venture. It includes: Startup; Growth; Maturity, and Exit. Of course, most ventures do not make it through all the stages – the estimated failure rate of new businesses in their first year is more than one-fifth, with two-thirds going out of business within six years. However, each of these four stages raises key questions for entrepreneur.

According to Wikipedia, a startup company (startup or start-up) is an entrepreneurial venture typically describing newly emerged, fast-growing business. Definition of the startup usually refers to a company, a partnership or an organization designed to rapidly develop scalable business model. Often, startup companies deploy advanced technologies, such as Internet, communication, robotics, etc. These companies are generally involved in the design and implementation of the innovative processes of the development, validation and research for target markets. The term became internationally widespread during the dot-com bubble when a great number of dot-com companies were founded.

Paul Graham says that “A startup is a company designed to grow fast. Being newly founded does not in itself make a company a startup. Nor is it necessary for a startup to work on technology, or take venture funding, or have some sort of “exit”. The only essential thing is growth. Everything else we associate with startups follows from growth.” Graham added that an entrepreneur starting a startup is committing to solve a harder type of problem than ordinary businesses do. “You’re committing to search for one of the rare ideas that generates rapid growth.”

Back to the subject on this post: Does a Startup needs an HR person?

Cale Guthire Weissman in his article titled: The Future of HR and Why Startups Shouldn’t Reject It. He asked a crucial question; What is the purpose of HR?  This also leads to the question; What exactly is the function of HR?

According Human Resources Kits for Dummies by Max Messmer, Human resources management is the decisions, activities, and processes designed to support the needs and work performance of employees. The most common areas falling under HR management include

Staffing: Strategically determining, recruiting, and hiring the human resources you need for your business

Basic workplace policies: Orienting your staff on policies and procedures, such as general company compliance guidelines, schedules, safety, and security

Compensation and benefits: Establishing legally compliant, effective — and attractive — wages and perks

Retention: Continually assessing the quality of your workplace and HR programs to encourage people to stay with your organization ✓ Training and developing employees: Ensuring that your staff grows in knowledge and experience, and that their skill sets support the goals of the business, to help your organization expand and continue to meet the changing needs of customers

Regulatory issues: Complying with the ever-increasing number of federal, state, and local regulations.

After they reach a certain size, most employers find it more efficient to create an HR department — even if it consists of only one person. Because of the increasing complexity of HR issues, larger organizations have boosted the size of their departments and typically employ specialists in areas such as benefits administration, compensation, recruiting, and training. But smaller firms that don’t have the resources for such specialization must ensure that the people who handle their HR functions are solid generalists — that is, they possess skills in several areas of HR rather than in one particular specialty. If your organization is on the smaller side and you want to meet the needs of your employees today, you’ll need to know a lot about a lot of things — and the more you know, the better.

The human resources function in general has undergone enormous changes in the past 20 years. HR is a much more collaborative discipline, meaning that, instead of setting and enforcing policies in a vacuum, HR practitioners and line managers work cooperatively to set basic guidelines and carry out programs.


To be Continue…

Akeem Gbadamosi, M.Sc Industrial Relations and Human Resource Management

Be a Go-Giver Networker- Akeem Gbadamosi

To get the best of the post, I will recommend you read this: Networking 101 for Professional http://tinyurl.com/zb94ap6

Do you behave like “newbie” marketer in your networking relationships?

Are you only concerned about your gain neglecting the other party?

Do you know handing your business cards isn’t networking?

Do you know handing out your cards makes only a “cardboard connection?”

Enough of questions!

I know this question is popping in your mind, how do become a go-giver networker?

Brian Tracy in his book, Personal Success gave some insights in becoming a go-giver networker and also benefits in the relationship exceeding your expectations.

Many people think that networking consists of attending meetings, handing out your business card, and hustling for business. But nothing could be further from the truth. The very best networkers practice a simple strategy that works every single time.

When you meet new people, you have a singular focus: Determine what it is that you can do for them that will help them in their business. Forget about yourself. Be a “go-giver,” rather than a “go-getter.” Ask open-ended questions and listen closely to the answers. People love to talk about themselves and their careers. Ask a lot of questions.

The more you ask questions of a person, and listen closely to the answers, nodding and smiling, the more the person likes you, respects you, and thinks that you are an intelligent and insightful individual. One of the best questions that you can ask a businessperson is this: “What would I have to know about your product/service to recommend a new customer to you? Who are the best customers for what you sell?”

There is nothing that builds a stronger and faster bond between you and other people than for you to send them, or even attempt to send them, a new customer. They will like you and remember you forever.

Do you words that people use them they are talking about networking make you cringe? The following are ten (10) turn-off in the language of networking:

  1. “Important people.” Don’t you hate it when you are talking with someone and that person is looking over your shoulder trying to find someone better to talk with? Give your whole attention to the person you are with. Anyone can turn out to be wonderful contact!
  2. “Business Card Exchange.” Exchanging cards without building trust is non-productive. When you leave a networking event with twenty or thirty cards, what do you do with them? Toss ‘em into the trash! Be alert for ways to move your relationship beyond the networking event into the future. Broadcasting your business cards makes only “cardboard connection” not real connections.
  3. “Power Lunch.” Yes, invite a powerful contact to lunch, but don’t call it that. It sounds too much as if you value people just for their positions.
  4. “Favour Bank.” Doing things for others is the right things; doing things for others just so they’ll “owe” you one is the wrong reason to give. Give without strings, without expectations of getting –that’s the way to create a network that works.
  5. “Tricks of the Trade.” Let’s not imply anything that smacks of manipulation. There are no “tricks” in our networking system; only upfront, clear offer to be helpful to each other.
  6. “Information Interviews.” You don’t have to make a specific appointment to gather valuable information. Using state-of-the-art networking skills, you can make networking a way of life.
  7. “Work a Room.” So depersonalizing and one-sided, this phrase sounds as if you intend to work people over and take all you can.
  8. “Pick Your Brains.” It makes us think of vultures coming in for the kill. We wish people would say, “I’d like to get your thoughts about something.”
  9. “30-Second Commercial.” Sure you want to “sell yourself” to your contact, but this phrase implies too much of a hard sell.
  10. “Schmoozing.” That word makes networking seem so slimy and insincere!

Are you ready to make your contacts count?

Keep posted!

Akeem Gbadamosi, M.Sc. Industrial Relations and Human Resource Management

Importance of Emotional Intelligence in the Workplace- Akeem Gbadamosi

This post is a continuation of an earlier post titled: Emotional Intelligence in the  Workplace:

According to Center of Creative Leadership showed that there are three main reasons that executives seem to fail. They were: inability to handle change, poor interpersonal relationship, and not being able to work well in a team.

The following are evidences offered by Drs Bradberry and Greaves:

When compared with 33 other key skills like time management, decision-making and communications, Emotional Intelligence accounts for 58% of performance in all jobs types }.

90% of high job performers are also high in Emotional Intelligence yet only 20% of low job performers are high in Emotional Intelligence}
People with high Emotional Intelligence make more money  on average $29,000 more per year.

Egon Zenders study: Managers who detailed all had high level of expertise and intelligence but many were arrogant and had a disdain for team work.

Longitudal studies of Harvard Graduates and Foreign Service officers found that test scores on extreme exams did not predict career success.

Hay McBers study of hundred of executives at 15 global organizations, including Pepsi, IBM, and Volvo found that two-third of the competencies deemed to success were emotional competencies.

Daniel Goleman’s analysis of 181 jobs in 121 organizations found that emotional competencies were the best differentiators between star performers and typical performers.

What is the future of Emotional intelligence?

Ben Dattner, Ph.D foresees the future of Emotional Intelligence based on his perspective viz:

Emotional intelligence will be increasingly important-more need for team-based collaboration across organization, geography, and cultures.

Emotional intelligence will be used more frequently in the selection, assessment, training and development of employees.

Theories and measurement tools will evolves over time.

One direction for future research is into emotional competencies relates to and enhances one another.

Akeem Gbadamosi, M.Sc. Industrial Relations and Human Resource Management