You're facing a resistant manager in HR procedures. How do you provide constructive criticism effectively?

It’s probably a bit of a leap to assume constructive criticism or feedback is the default response. There may be a myriad of reasons behind why a manager is not delivering particular tasks (confidence, lack of understanding, inadequate skill set, previous poor experience, poor internal tools or resources etc.) and the key is trying to unearth the truth. It might be that their own management line is dismissive, discreetly or otherwise. Be aware of the bigger picture. The culture, history of the individual/team/department etc. shapes the behaviours and values that are displayed. Ignorance of these things makes changing behaviour difficult. If you’re able to establish some understanding of the ‘why’, your feedback becomes more relatable.

I have to admit, when I see the words constructive and criticism strung together, I cringe a little. I prefer feedback, and Mike's comments are spot-on. You need to figure out what's going on, then provide feedback as needed. You can have tough conversations and still be kind.

To provide constructive criticism to a resistant manager, I would approach the conversation with empathy, use specific examples, frame feedback positively, encourage open dialogue, and offer support to help implement necessary changes.

A resistant Manager with HR Procedures might be due to lack of trust or preconceived notions or even better Procedures as opinions. Hence, to address to such concern, below can be adhered - 1-1 connect with structured interview to survey, understand & record both concerns and rationale behind those concerns. - Set expectations about organizational goals to be in sync with Manager's Team's goals and even values - Ask alternatives if any, else allign a pilot program and educate about HR program with why's, how's and impact. Customize with Manager's Team's objectives - Check progress on bi-weekly basis with mutual consent - Share success stories across organization with facts - Reward & Recognize other Managers with visible authentic results

Approach the conversation with respect and empathy for the manager’s position. Acknowledge their efforts and challenges they may face in their role. This recognition can help build rapport and make them more open to receiving feedback. Encourage an open dialogue by asking for their perspective on the issues raised. Questions like “How do you see this process working?” or “What challenges do you face with this procedure?” can foster collaboration rather than confrontation.