6 Continued from previous page Strategic Human Resources Management (SHRM) Rosemund Warrington of CARICAD continues to do pioneering work on Strategic and Competency Based Human Resources Management. Many current HRM procedures, systems and practices still represent out-of-date thinking that does not support a culture of implementation. I quote Mrs. Warrington below: “The pandemic, in an unprecedented manner, has increased the focus on how work is done and on the need for better strategic implementation of human resource (HR) policies to ensure business continuity. HRM can no longer be predominantly a compliance function. Public Sector organisations (PSOs) must reset the HR compass to remain relevant and outcomes-focused. This means adopting and stretching strategies and mindsets, envisioning, thinking outside the box, adapting and implementing transformation activities as part of a sustained process of improving service delivery to citizens within the limitations of resources. This approach to and mindset of change will enable PSOs to build new capabilities and continuously adapt to evolving contexts and priorities. Extracted from the article, Reframing HRM in the Public Service: from Principles to Practice. Transformational Leadership Although your position as a top manager or supervisor, gives you the authority to accomplish certain tasks and objectives in the organisation (called Assigned Leadership), this power does not make you a leader, it simply makes you the boss (W.G. Rowe, 2007). Leadership differs in that it makes the followers want to achieve extraordinary goals (called Emergent Leadership), rather than simply bossing people around (W.G. Rowe, 2007). Thus you get Assigned Leadership by your position and you display Emergent Leadership by influencing people to do remarkable things. Transformational Leadership is what makes Emergent Leadership sustainable. It is a style of Leadership where the leader collaborates with employees to identify the needed change, creating a vision to guide the change through inspiration, and executing the change in tandem with committed members of the group. CARICAD suggests that you try this approach: Lead by example Emphasise goals Focus on Results Treat team members as individuals Steer, do not drive Pull, do not push Defend the team against unfair attacks Plan for your exit – contribute to succession planning Continuous Communication It is not possible to achieve organisational success unless there is effective communication within the organisation and externally. Workers and stakeholders need to know not only what is expected of them but how they fit into the effort to achieve goals and results. Matt Koschmann of the Department of Communication University of Colorado, Boulder, said the following in 2012: “If organisations don’t communicate the right information to the right people at the right times in the right ways, things fall apart: directions aren’t followed, customers aren’t Continues on next page
7 Publizr Home