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HR techniques of the future: the don'ts in employee appraisal

Each Executive has preferences in thinking and acting. And each of them will approach their leadership roles in different ways. But in most of them Company There is far too much management - and too little leadership.
Manage yesterday and today

The difference between manage and lead

In the business speak of contemporary companies comes the word "Guide“Hardly any more before. There is talk of leadership and management, two controversial terms that are often used interchangeably. But they are not.

Because management has to do with management. And leadership above all with leadership. In the case of management, therefore, the focus is on the human being, on management everything that can be organized: the planning, implementation and control of processes, structures and standards.

Leadership implicitly has an ethical dimension and management primarily has an economic dimension. Leadership develops the corporate culture, management the strategy. the Executive Above all, needs social skills, the manager above all methodological skills.

A weekend trajectory crash should be sufficient?

Needless to say, methodological skills that are manifested in projects are easier to acquire and master than multifaceted soft skills. But for a professional training it took years.

For a management training, however, a weekend-crash-course should be enough - if at all !? So there are countless bosses, who mean it well, but not good. This is devastating! Especially as regards humanity, one must study and practice to shine.

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Employees who feel? Command and control?

“That little bit of leadership, that's what you do with your left hand,” is what you often hear when the best specialist is promoted to manager again. But excellence must not only show itself in the technical field, it must also be visible in the cultivation of relationships. Well, anyone who, as in the past, only makes announcements, gives orders and is in control, doesn't need to understand much about leadership.

He lived in analogous times Manager from the nimbus of his "omniscience". Due to his position, he was the only one who could judge things and decide which actions, procedures and procedures were expedient. Good leadership was measured by how the employees felt, i.e. how well they handled the programs that came from the very top.

Proposals for improvement were interpreted and repulsed as an attack on the assigned territory. The authority of the tinsel-hungry from the parallel universes of the glass palms was higher than any healthy human understanding. Lethargy, conformity and serious management errors have been the result of such an obedience culture.

Other leadership roles are needed today

The mere control of work is now more and more done by software programs. In this way, executives are only needed for things that computers can not (yet) do, namely, to combine analytics with intuition, with human transcendence, and with empathy.

Thus it is the role of the coordinator, presenter, catalyst, and facilitator, which a leadership person must predominantly master. This requires above all more humanity. If you do not have it, the management license is to be withdrawn immediately.

Wherever you work with a variety of collaborators in a variety of work models, social skills are among the most valuable management skills. And the intuitive, individualized conversation becomes the most important management task.

Employee talks: manage or lead?

Unfortunately also here: employee discussions are managed - and not led at all. As the? I once again ask differently: Imagine a conversation with mates, at which, let's say, the outcome of a federal league game is lined up. Would you do this using a checklist? Hooks behind points discussed? Forced to go to the end of a discussion guide? Of course not!

For a good conversation is like a harmonious dance that consists of reciprocal questions, listening, empathy, appreciation, and answers. The leader must be able to get involved with his dance partner so that he does not feel like a vice.

And the Guided One must want this dance so that the whole thing does not become stiff and bumpy. Of course there is a compulsory program for dancing too, but the real pleasure comes only in the free space of the Kür. And it is not until the freeze that they can show their best.

About Form Madness and Conversation Mania

In the professional context, on the other hand, forms are developed for all conceivable situations, and conversational templates are pre-produced industrially. Thus, fully structured management talks mutate into an interrogation.

How does it come about? Where it is mainly men who rule, rules and clear messages are needed, says management coach Claus von Kutzschenbach. He calls it "addicted to instructions". His explanation for it?

If men fall into unsatisfied terrain, then everyone must know exactly what his role is and how he should behave. Unsatisfied is a terrain that you hardly know, and that carries potential dangers. Could these be the pitfalls of outbursting emotions? Or the worry of an impending loss of control?

Standardized compulsory programs from the HR department

The above applies in particular to annual employee appraisals. For many, they are nothing but a compulsory chore for them HR-Department. There are cases where both sides have to torment themselves through twenty-page forms. And every question is exactly the same for every employee around the world. Because of the comparability!

Different employee situations or cultural and country-specific circumstances are neglected. It's like the famous cartoon with the elephant, the monkey, the bird, the snail and the fish. In the middle stands a man with the instruction: "So that it is fair here, everyone is given the same test: climb this tree!"

This is a farce! Leading by checklist turns people into alien beings, to marionettes of the administration, who only start dancing when they pull on the appropriate strings. Gunter Dueck would say: It makes you foolish.

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16 responses to "HR techniques of the future: The don'ts in employee appraisals"

  1. Thinking outside the box XXXI / 15 - HR links of the week: Meetings with added value, conflict management and good eLearning | edutrainment company GmbH says:

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  2. Anne M. Schüller says:

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  5. Anne M. Schüller says:

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