How (not) to manage your human resource
The world of professional sport often gives us examples of
the right and the wrong ways to manage people.
Following his retirement, in the various synopses of Sir Alex Ferguson’s
career at Manchester United we heard about the numerous bust-ups he had with
some of the big name players at the club.
At the other end of the scale Andy Flower, the England
cricket coach, has cultivated excellent relationships with players and staff
during his time at the helm, characterised by allowing players time to work
through the slumps and back into purple-patches.
In the sporting news this morning we have two examples of
interesting people management. With the
Ashes just 16 days away the Australian Cricket Board is expected to announce
the sacking of coach, Mickey Arthur, whose time in post has not always been
popular with players. Whether or not
Mickey is the man for the job, senior management should consider the timing of
major staffing decisions and the effect these will have on junior staff at
times of stress.
On the home front, hopefully Brighton & Hove Albion will
learn a lesson on how not to fire someone after manager Gus Poyet learned of
his fate on-air working as a pundit on a BBC sports programme.
Managing staff correctly is so important, particularly
through periods of transition and sensitive readjustment. For many organisations, the human resource is
the mostly costly item on their balance sheets, and replacing and training new
staff can be a time-consuming and expensive exercise.
What is more, reputation can make or break a company. Following the revelations about various
household names failing to pay corporation tax the UK public has been quick to
voice their concern.
In the workplace, managing people correctly can be the
difference between a good impression and a bad impression. These actions may not be on such a public
scale as the international sporting arena, but it is amazing how quickly reputations
develop in a marketplace.