Measuring personnel is something that should be considered throughout a business’s operations. So what benefits can personnel measurement provide to newly appointed managers?
I. Methods of recruiting new managers: advantages and disadvantages
Newly appointed managers typically fall into 2 categories. Each category has its own advantages and challenges.
1. A manager promoted from a junior employee position
Advantages:
- This is a relatively safe choice because the person’s professional capabilities are already well known.
- It requires less time for training and familiarization.
- They understand the manager’s current work. They are familiar with the current duties and functions.
- This person understands and adapts to the working environment, team culture, and corporate culture.
Disadvantages:
- Promoting the wrong person. Someone may be an excellent employee but not a good manager.
- It may cause internal conflict if the appointment is unsuitable or unfair.
- It limits creativity and innovation because of the safety of this choice.
- Existing employees often have their own groups of friends, which can affect impartiality.
- It may mean missing out on highly capable candidates from outside the organization.
2. A newly recruited manager or one transferred from another branch
Advantages:
- It allows the organization to select the most capable person from among many strong candidates.
- They bring advanced knowledge and thinking to the work, along with a new management style and a more objective perspective that is less influenced by existing relationships. This must align with the organization’s direction.
Disadvantages:
- It takes longer to become familiar with the work and corporate culture.
- They do not yet understand employees’ capabilities or professional personalities.
- Their working and management style may not suit the existing team.
- At first, they have not yet earned the trust of their subordinates.
- They may not yet have established connections and cooperation with subordinates and superiors, where applicable.
- They are often isolated and may place their trust in the wrong people.
II. What do new managers need to understand?
1. The organization’s vision and mission
A manager must understand the organization’s mission. Based on established goals, they determine directions for action and develop people and teams.
At each stage, an organization needs different leadership styles suited to the actual situation. Define the department’s goals and identify the resources needed to achieve them.
Leaders and managers need to inspire, support, and motivate members; create the energy and commitment needed to achieve the best business results. They must also establish the team’s principles from the outset and remain committed to the organization’s goals and mission.
2. What factors make up existing personnel capabilities and personnel measurement?
Individual employee capabilities
When managers first join an organization, they learn about employees through information on qualifications, evaluations from previous managers, or input from HR. This information is usually basic. Therefore, measuring personnel and reassessing the workforce is necessary so that managers have both an overall and detailed understanding.
Employee capabilities are reflected in:
- Professional qualifications: based on information from the previous manager or an assessment of work results.
- Work skills: industry-related skills, communication skills, conflict-resolution skills, collaboration skills, negotiation skills, and more.
- Working style and attitude: work performance is affected by how employees work. What motivates them? What do they need from their work or through their work? Material benefits, experience, or learning? Understanding these factors helps managers understand employees’ psychology and encourage them to give their best while meeting their needs skillfully.
If this information is gathered only through observation and by waiting for results, it takes a great deal of time. Use personnel measurement methods to form an initial assessment, then verify, evaluate, and refine it throughout the working process.
Based on your understanding of each employee, place these individuals into your teams to understand team capabilities.
Team capabilities
Teams in an organization combine people with different capabilities; teams are formed through cooperation and connections among individuals to achieve a common goal.
To understand team capabilities, you must look at operating results, which again requires a considerable amount of time.
Instead, managers can assess expected work results in advance by analyzing and measuring the current capabilities of their teams. This includes:
- Are the team’s direction and operating goals aligned with the organization’s mission?
- What roles or groups of roles does our department or team need?
- Which roles are core and indispensable, and which can be performed concurrently by others?
- Are the current quantity and quality of employee capabilities sufficient to cover the groups of roles required by the organization’s direction? Is the focus people-oriented, task-oriented, or idea-oriented?
- Understand interaction styles, working methods, conversational styles, tendencies and conflict styles, thinking styles, and the connections among individuals in the team.
- Measure employees’ workloads and risk of burnout to understand their ability to work within the team.
Teams in an organization are built to share a large workload. Let each team member be the perfect piece for a particular position. They will be the best and most professional person in that role.
Learn more about building effective teams at: https://vienquest.com/xay-dung-doi-nhom-trong-doanh-nghiep/
Roles and groups of roles needed in a team: https://vienquest.com/nhung-nhom-nguoi-can-co-trong-cong-ty-giup-tinh-gon-nguon-nhan-luc/
3. Understanding and adapting to corporate culture
Corporate culture is one of the factors that influences whether many people stay or leave, from employees to senior managers. Assessing how well you fit your current organization and taking a broader perspective can help you make changes to yourself or to your current work environment. This helps create and improve a place where you can build a long-term commitment.
4. Evaluation and adjustments
By identifying the resources and current situation of the organization and the team they manage, a manager can begin making calculations, plans, and decisions about their direction.
They will establish directions for roles within the team, creating changes in personnel.
This stage is quite challenging because the manager is gradually becoming familiar with the organization while also having to ensure work quality.
Through this process, the manager will display the following 03 groups of leadership styles:
According to the Big Five, there are:
Authoritarian: Authoritarian leaders are responsible for most decisions, with a clear division between leaders and followers. This style is effective under time pressure or when a high level of compliance from subordinates is required.
Vision: These leaders motivate their teams by setting challenges and sharing an appealing vision of the future. This style is effective when an organization needs a new direction and additional motivation.
Democratic: Democratic leaders influence team members. They lead through consensus and commitment. The democratic style is effective when input from all team members is needed.
Learn more: https://vienquest.com/cach-de-lanh-dao-tang-su-gan-ket-trong-nhan-su/
III. Challenges commonly faced by new managers:
- Failing to measure and assess personnel in order to understand the workforce situation.
- Insufficient management capabilities and skills. Work is not allocated appropriately because the manager lacks information about the team.
- Failing to create internal cohesion. Weak management and supervision cause each department, team, and individual to focus only on their own interests and forget the interests of the organization.
- Failing to communicate with employees about expectations and goals and to build a shared understanding of the team’s responsibilities.
- A lack of flexibility and slow adaptation to the corporate and team culture.
- Trusting the wrong people, resulting in unfair decisions.
- Employees lack commitment and are afraid of responsibility.
- An unsuitable leadership style causes numerous conflicts, while former employees may have little confidence in the new manager.
To limit these challenges, during the manager selection stage, HR and senior leaders need to understand the organization and its teams. This enables them to choose a manager who suits the current situation or aligns with future directions and goals. The likelihood of long-term commitment is higher, while many conflicts and challenges for the new manager can be reduced.
IV. Applying Personnel Measurement Tests
1. Trait-Map – Germany’s Personnel Personality-Tendency Test.
Trait-Map Test Based on the Big Five model, the results help identify participants’ personalities, personality types, life perspectives, and working styles.
The Trait-Map test is particularly effective for team assessment. Managers can identify which personality traits are most prominent and which are less expressed in each employee. They can recognize each individual’s strongest role within the team and identify the roles and positions they are capable of taking on. This enables suitable workforce arrangements to maximize work effectiveness, while providing timely support and training where limitations remain and improvement is needed.
Understanding team roles can strengthen knowledge and trust among team members, helping assign roles and responsibilities more effectively.
Learn more about the Trait-Map Test: https://vienquest.com/trait-map/
2. Uchida-Kraepelin (UK Test) from Japan.
Uchida-Kraepelin (UK Test) is a test that helps businesses analyze their workforce quickly and accurately. The results reflect work ability, measure work performance, indicate behavioral tendencies and habits, and highlight noteworthy psychological fluctuations.
The UK Test analyzes an organization’s current workforce and provides a basis for:
Reassessing how the workforce is combined and allocated across current work, including workload, content, and work distribution.
Adjusting the types and quantities of work to suit each category, with the goal of improving collective performance.
Predicting which jobs suit employees’ capabilities and characteristics, as well as their likelihood of leaving.
Determining what type of workforce will be needed for future recruitment. Recruiting effectively by selecting people suited to the working environment, particularly those who meet the skills requirements the organization aims to improve, with the goal of increasing team performance.
Learn more about the Uchida-Kraepelin Test: https://vienquest.com/uchida-kraepelin/
V. When to Use Capacity MeasurementTests?
Moving toward the use of tools that support businesses in comprehensively measuring and developing employee capabilities is essential. This begins with recruitment and continues through workforce development and growth. The products provided by VienQuest Institute help businesses understand and manage their workforce quickly, conveniently, and effectively based on scientific analysis.
Contact Quest Now for Consultation on Competency Measurement Solutions!
- Hotline: 1900.6135 (press 2)
- Website: www.vienquest.com
- Fanpage: www.facebook.com/vienquest
- #vienquest #vien_quest #doluongnhansu #do_luong_nhan_su #doluongnangluc #do_luong_nang_luc #teamwork #xaydungdoinhom