Profile of the Good People Manager            

Communicates the broad company aim and objectives by:

· Ensuring staff understand the Company’s overall aim and how their work fits into the wider context of their project team, group, department, division and Company as a whole.
· Keeping staff informed of organisational developments, priorities, management decisions and the reasons why
· Ensuring staff are applying the Company’s Equal Opportunities policy

Lets staff know what is expected of them by:

· Ensuring that they have a meaningful Personal Development plan (PDP) and understand the performance expected of them
· Helping to plan and prioritise their work to meet objectives in the time available
· Addressing with staff the implications of the new tasks and changing requirements particularly where difficult choices need to be made
· Ensuring staff understand the roles and responsibilities of managers and colleagues with whom they work closely, and know where to go for direction, support and information
· Ensuring staff understand their responsibilities for managing and developing staff and are equipped to do so effectively
· Encouraging good team spirit, shared purpose, social interaction, and tackling internal team difficulties
· Ensuring they understand and can use procedures relevant to their job, including standard formats for communications. 

Gives feedback on performance by

· Giving constructive feedback on the work and effectiveness of staff and the skills and knowledge they demonstrate
· Giving clear recognition for good performance
· Taking a firm and fair line when necessary, and acting promptly to deal with poor performance
· Giving negative feedback in a constructive way and offering help to achieve the improvement required
· Supporting staff in carrying out their responsibilities
· Using the annual review system fairly
· Ensuring privacy and confidentiality is respected when discussing (potentially) sensitive issues

Encourages upward communication and involvement by:

· Spending time getting to know and understand the work needs of staff and representing them up the line
· Actively seeking staff ideas and being receptive to their opinions in making decisions
· Encouraging staff to contribute to discussions
· Leading by example, in terms of assertive behaviour and effective communication
· Regularly checking out with staff how you, as line manager, are doing

Demonstrates commitment to development and training by:

· Encouraging staff to develop their skills and improve performance
· Working with staff to identify development and training needs, making time and resources available to meet them and ensuring agreed action takes place
· Providing on the job coaching appropriate to the needs of the staff
· Discussing career development with staff
· Using the annual review system to review staff development
· Giving staff opportunities for development through delegation
· Being conscious of your own development needs in order to manage and develop staff effectively

Evaluates development and training activities

· Before a development or training activity takes place, agreeing with staff what they want to achieve and what will show this achievement
· After it has taken place, discussing with staff how well their objectives were met and how will they apply the learning to their job
· By evaluating at a later stage the difference development activity has made 



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