If you want your organization’s employees to work more productively, pay more attention to them.

During the economic crisis of 2009, the most effective business strategy turned out to be increased supervision and management of employees.

Research by RainmakerThinking shows that organizations that combined three effective strategies during the recession had better financial results than others:

1. Cost cutting. This included eliminating staff, space and resources.

2. Innovation. Organizations found new methods of sourcing, designing, producing, promoting and delivering their products and services.

3. Increased supervision. Employees got more one-on-one training, direction and feedback from their managers.

Yet if organizations employed only one of those strategies, they were most financially successful when it focused on greater supervision of employees. Organizations that stepped up their hands-on management found that they were able to reward high-performing staff with in-demand perks like flexibility and telework.

Get the nitty-gritty management tools you need to really manage and maximize your team. HR Memos to Managers: 81 Concise, Customizable Training Handouts for Your Supervisors
End of 'undermanagement' — Real pay for performance

Most of the focus by the comp and benefits community on performance-based rewards has been on changing the compensation system. Yet even the best system will fail miserably if managers are not doing the hard work of spelling out expectations, of making the quid pro quo explicit and of truly monitoring the production that’s within the control of individual employees.

The recession-induced realization that organizations fare better when supervisors make their expectations clear to employees, monitor their progress and evaluate their outcomes has made a dent in what I call the “undermanagement epidemic.” Managers are finally getting back to the basics of managing.

HR pros can push this positive step even further by recognizing it as a training challenge. Most management training programs have gravitated away from hands-on supervisory skills in favor of teaching true leadership. Training sessions put fire in the bellies of up-and-coming managers and teach them to inspire people.

HR Memos to Managers: 81 Concise, Customizable Training Handouts for Your Supervisors is an instant company training program. Get your copy now...

In addition, what they should be doing is teaching managers how to help their employees plan, to talk through the work and to remind them of best practices before they begin a task. That’s missing in nine of 10 management relationships.

There’s no shortcut to making this happen. So don’t stop training people. Do start pushing your organization to commit to a culture of strong leadership. Build back-to-basics management training into the development process every step of the way, for leaders at every level.

It’s a strategy that will work not only in times of economic crisis, but during the recovery and after the eventual return to prosperity. Managers who already have reconnected with basic supervisory practices will find it hard to backslide later—because tried-and-true techniques have proved their effectiveness during the most trying of times.

With HR Memos to Managers, you can customize the handouts, remove them from the binder and distribute them to your managers.

You’ll be able to put the Memos to use right away. The handbook includes self-tests for discussing performance problems, discovering whether you’re a micromanager, determining whether you discipline fairly and more.

HR Memos to Managers contains 81 concise training handouts covering the nine key areas your supervisors must be familiar with:
  • Employment law (basic training)
  • Employee lawsuit risks
  • Hiring and interviewing
  • Performance reviews
  • Communication
  • Coaching and motivating
  • Management skills
  • Managing difficult situations
  • Terminations
Get your copy today!

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