How can you measure the impact of your People Management strategies on driving results?

Ao longo de toda a minha carreira, entendi que ser transparente e verdadeiro com a equipe gera comprometimento. Que cobrar uma determinada atitude do seu colaborador e agir de forma diferente ao que foi determinado, atitudes contrárias a determina??o formam trincas na sua reputa??o, e sua imagem é o que existe de mais importante, pois será ela, que fará a diferen?a nos momentos de ausência física. Que estar presente nos momentos de dificuldade faz diferen?a na vida das pessoas. Nos bons momentos todos dar?o apoio, mas s?o nos maus momentos que realmente importa. Resumindo: Ser transparente. Agir sempre de acordo com o que cobra dos outros. Estar presente nos maus momentos. Estas 3 atitudes simples far?o diferen?a ao longo da sua carreira.

Measuring the impact of People Management strategies on driving results involves a multi-faceted approach. Here are some key methods- Employee Engagement Surveys Performance Metrics Turnover Rates 360-Degree Feedback Training and Development Outcomes Employee Well-being Metrics Customer Satisfaction Scores Innovation and Creativity Indicators Financial Performance Benchmarking Against Industry Standards Combining these quantitative and qualitative measures provides a comprehensive view of how People Management strategies are influencing organizational results. It's important to regularly review and adjust these strategies based on the data collected to ensure continuous improvement and alignment with organizational goals.

From my standpoint, People management skills are essential for me, especially in sales. Understanding each individual and considering their work-life balance is crucial. Following that, evaluating performance in terms of inputs and outputs, along with conversion rate analysis, is key. In addition, proper segregation of work to hierarchy ratio and transparency are paramount. These parameters are fundamental to consider the output with analysis.

Clearly defined kpi's and okrs are vital towards organizational goals and its success. measurable and relevant metrics are key, no point in having un realistic or irrelevant goals. Example.Achieving 40% revenue in profit can be a business metrics, however increasing a 10% percentage of sales target is what will be specific to sales rep

There is no one way to measure strategy.. It needs to be a heady mix of a bunch of things. Here's what I recommend 1. Personal Roadmap - Every start needs to have a concrete way forward. One that can help u envision what's ahead, how to get there and whether it was worth the effort. 2. Know your lines and draw them right - It's critical to build a team that understands lines and demands to follow it mutually! 3. Self Critique - There is nothing that screams "expert" than a leader who is vocally self critical. When ur team sees that you are accepting of your errors, they will respect you! 4. Feed yourself - Ask, absorb, articulate and action - Every feedback Finally, remember numbers make a manager not a leader! PERIOD!

I use a feedback loop with my team which is an anonymous form asking 3 questions 1. What are we doing well as a team. 2. What do we need to do better? 3. What can I do as a leader to help you? These questions give me insights on what can I do better as a leader and how I can enable the teams to improve performance through culture.

O feedback é o mais importante term?metro que alguém pode ter . O feedback fortalece os caminhos corretos e permite corre??es de desvios

Algo que imprescindível na vida de qualquer gestor é o exercido de saber se estamos no caminho certo, pois uma coisa é como nos enxergamos, outra coisa é como ou outros nos enxergam e diferente dos dois, é como estou me deixando enxergar de verdade. Uma avalia??o 360, ou um "one on one" pode ser muito útil para essa valida??o de como estamos e como os outros nos enxergam.

Oui! 1- En amont: Prendre le pouls de l'organisation, tester des idées et comprendre les attentes pour la définition des politiques et stratégies RH. De toute fonction, profil et niveau. Tout en étant clair sur le cadre et le livrable- gérer les attentes. 2- En aval: Demander du feedback, partager les expériences et identifier les pistes d'amélioration sont clés pour assurer une meilleure performance. Avec l'agilité, l'ouverture et la conviction que comprendre le "pourquoi" sont autant d'atouts pour en tirer le meilleur.

Apart from the various techniques to gain feedback, trust is the key component for the whole process. From the beginning throughout the whole process people need to have Trust that - their feedback is welcomed - they can speak openly - their feedback matters - feedback is made transparent - as a leader you clearly communicate what you make out of the feedback and what are the next steps. - In some cases this might as well include a thank you but no thank you, I am not changing this.

Utilizar ferramentas de dados e análises proporciona uma vis?o clara do progresso e resultados da equipe, permitindo ajustes em tempo real. Além disso, a compara??o com benchmarks e padr?es do setor é valiosa para identificar áreas de melhoria. O uso de ferramentas de painel para monitorar aspectos como vendas, receita e satisfa??o do cliente demonstra ser essencial na busca pela eficiência e eficácia, fundamentais para o sucesso organizacional.

Stay close and ensure a strong connection with people. What should not be overlooked are clear KPIs, and alignment of people management strategies with the organisation's purpose and strategy to ensure value addition is vital. Daily, weekly, monthly measurements are critical to drive the correct performance, however it should start with ensuring that lower levels outputs positively contribute to the overall strategy achievement.

While data provides feedback from the team the data can only be relied upon based on company culture. If the culture is too hierarchical or even fear based then the data doesn’t tell you much as it’s not true reflection of your teams. The team is fearful of sharing their true feelings. So the team KPIs such as growth of members, revenue etc. can be a key metric for the leadership performance and success. If the team is successful and happy that energy will bring creativity and innovation. I have seen this work again and again. Rethinking people management.

How to choose KPIs The first step is to identify the KPIs that are most important to your team's success. These KPIs should be aligned with your team's goals and objectives. For example, if your team's goal is to increase sales, then you might track KPIs such as sales volume, average order value, and conversion rate. Once you've identified your KPIs, you need to set targets for each one. These targets should be challenging but achievable. By setting targets, you can track your progress and make necessary adjustments to your strategies.

Through dialog, observation and peer feedback, a person's natural positive qualities can be identified, allowing for focusing on opportunity areas. These 'assessments' have helped me to strengthen my team and amplify each member's core 'driving' principles, which generally makes them better at what they do.

A abordagem de avalia??o de habilidades e competências oferece uma vis?o abrangente do impacto das estratégias de Gest?o de Pessoas. A utiliza??o de testes e questionários para analisar tanto as hard quanto as soft skills, aliada à identifica??o de necessidades de aprendizado, evidencia uma abordagem prática e orientada ao desenvolvimento personalizado da equipe. O emprego de testes de personalidade, como mencionado, adiciona uma camada valiosa ao entender os estilos de comunica??o e resolu??o de conflitos na equipe.

In addition to these the teams hunger to learn New skills on their own initiative- the more they are exposed to new technologies and tools the more expansive will be their thinking and problem solving capabilities. Filling the skills gap is vital. Town Halls are important to share with the team the company/department vision and share the value drivers. It’s incredible to watch the creativity and innovation that the team demonstrates when they understand why we are doing what we are doing. Communication is the key. It is important to understand each person’s passions, career development goals so that leadership can ensure they get those opportunities. I notice when I do this the team feels cared for and will go to any length to deliver.

Using BARS method is recommended by me to identify skill and behavioural development needs. We have developed a tech tool that involves 4 steps. 1. Establishing competencies by job role. 2. Setting desired level for each competency 3. Assess through 360 degree evaluation, observation Or an exam 4. Identify the differential between current level ( as per step 3) and desired level to arrive at the individual training need.

??Measuring the impact of people management strategies on driving results involves a combination of quantitative and qualitative metrics ??Track individual and team performance metrics against predefined goals and key performance indicators (KPIs) ??Analyze survey results to identify trends and areas where people management strategies may need adjustment ??Analyze reasons for turnover to address any issues related to management practices ??Measure the alignment between new hires and organizational goals ??Evaluate the success of well-being initiatives and work-life balance programs ??Measure the impact of people management strategies on fostering innovation within the organization.

When reviewing performance its all about the why and the how rather than the actual number. Why did we not hit the target? How do we change that result? Or Why were we so successful? How do we replicate that?

Be sure to make time and create a space to set goals and make a development plan together with them. Depending on the seniority of your team members, you'll either want to make a proposal for a development plan, or set it up together. If you do decide to make a proposal, be sure to be flexible enough to adjust in case the team member wants to make significant changes to it. When starting out in their career, some people don't have a strong idea yet on how and where they want to grow, so if you support them with a proposed development plan, it helps them structure to their thinking and have a starting point around a proposed development plan.

Another important thing to do to help those plans get implemented is to have your team carve out time in their schedules where they work on these people skills and strategies. Creating time and space to think vs. do helps team members have the mental bandwidth to actually connect dots and innovate.

This is such an important point. Both the team and managers should consider this time to work together sacred and allocate enough time to plan and work this together. Try not to reschedule more than twice. Too many reschedule sends a negative message to the team. This is a common understanding that things may come up but either can reschedule only twice. Bringing in human aspects of leadership and showing that their growth is manager’s priority also unleashes a sense of commitment from the team and they feel supported. Such culture enables talent retention.

Encourage and assess the level of intrapreneurship. The ability of thinking more like a service provider than an employee so that they think through the whole spectrum of the business as opposed to compartmentalisation

You need to go beyond "in company" rewards. The personalized messages, the public emails/acknowledgements within a department are starts. Then take it to LinkedIn - RECOMMEND your employees and celebrate what they learned on the job and that skill set. That public acknowledgement of growth instills confidence.

In my experience, to better ensure your team delivers results, you, as a leader, must practice a Transformational Leadership style, i.e. inspire staff to strive beyond required expectations to work towards a shared vision.

Celebrating team's success creates a positive environment and boosts confidence of the team and individuals. It's essential to celebrate team's success without much delay. Delayed celebrations will have any impact. It's also essential to talk to team when we need to learn from failures as a team and become stronger and sharper to take the next challenge head on. Offering required support, guidance and confidence is one of the major responsibility of people managers. Instead of acting like a manager, be part of the team is the key to success during turbulent times. Those are the time, impact of your people management strategies are most needed.

From KPI setting to defining JD metrics the most important thing is to ensure the transparency of the system. Everyone should know strengths and weaknesses of team memeber so that they can come close to form a bond and learn from each other. The lean organisations with rapid and transparent feedback system keep motivation and CPD competition alive.

Failure is always an option. And that’s a great thing! Learning what doesn’t work can be just (if not more) valuable than something that worked brilliantly. Just make sure that you learn from it, are honest about it and don’t get too hung up on it!

The new GenZ and millennials demands instant gratification. For the coming next decade, these millennials will be the flag bearer of the culture building army and they will change the way of looking. Apart from celebrating success and learning from failure, they demand instant gratification. This is to make the celebration worth making impact on their career. Make small milestone based achievements but make them as many as possible, because future organizations won't wait a year to show their results in career progression. Link each of their successes to their career progression plan.

Ideally a 360 degree feedback or assessment and tracking output metrics should give insights to analyse effectiveness of the Strategies. However, In the long run Attrition rate, Engagement and Productivity are clear indicators.

Só é possível medir o impacto das estratégias de Gest?o de Pessoas se você conhece os objetivos estratégicos do negócio. Com isso devidamente mapeado, o gestor de RH tem condi??es de elaborar a estratégia, planos de a??o e as metas da área para chegar até os objetivos da companhia. Ora, se você tem uma meta, você tem um número e se você tem um número você tem condi??es de medir qual é o impacto da área de Gest?o de Pessoas nos resultados da empresa. Vale ressaltar ainda que, as metas precisam ter número, precisam ser desafiadoras porém realistas, devem ter prazo definido e condi??es de serem verificadas.

To observe at a team level how different managers interface with their teams, and which ones seem to be working better than the others. To not just focus on results but as an outcome over the next few months to also see other leaders who emerge from such well led teams

Current frameworks measure employee and manager performance separately. In my mind there is a correlation. If the team does well it’s also a reflection of the manager and if the team doesn’t do well it should be given consideration what can be done to support the teams better. Career progression is the team’s responsibility however the manager should have a clear understanding of what is needed to help them achieve the same. Human aspects make such a great difference as how the team shows up. They can surprise you with the unconscious bias either may hold.