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We often talk concerning the importance of managers constructing good working relationships with their employees and even their manager. But perhaps we don’t spend enough time talking concerning the importance of managers constructing relationships with their peers.
I learned this lesson years ago. I used to work for a corporation that loved to interview…they did it lots. It was nothing for a candidate to have 5-6 interviews before they were prolonged a suggestion. As much as I attempted to get them to convert a few of those individual interviews right into a panel or reduce the variety of interviews basically, my efforts didn’t work.
Over time, I spotted that the staff we hired arrived with a built-in peer network on day one. Once they had questions that they really didn’t need to ask the human resources director or their manager, they’d a network of colleagues who could help them. That network of colleagues were all those individuals who interviewed them.
So, something that I believed was unnecessary (like extra interviews), became a bonus. Oh sure, some people opted to not undergo all of the interviews, however the candidates who did were an excellent fit for us. And we were an excellent fit for them. We found that recent hires having a peer network helped with onboarding and retention.
SHRM People Manager Qualification
The rationale I’m bringing up the worth of a peer network is since it was one among my big takeaways within the Society for Human Resource Management’s (SHRM) People Manager Qualification (PMQ) program. The PMQ program is a self-paced, virtual learning experience that helps managers gain the abilities they need for fulfillment. I don’t want to present an excessive amount of of this system away – there’s a brief demo video on their website – however the PMQ is about in a contemporary workplace with characters that think and react very very like today’s people managers.
This system focuses on skills every people manager must succeed like effective communication, performance management, team and situational judgment. Examples include coping with office gossip, being liked as a manager, delivering tough conversations, tacit approval, and getting comfortable with being uncomfortable. The PMQ also discusses diversity, inclusion, equity, and belonging topics.
Again, what I actually liked concerning the PMQ was that this system encouraged managers to construct a peer network. Let’s face it, becoming a brand new manager is hard. Especially for those who were promoted from contained in the organization. You should successfully transition from being one among the team to leading the team (and it’s not the identical). Finding a bunch of peers who can support one another while having some fun along the way in which is important.
The opposite thing that I liked concerning the PMQ was that, within the context of constructing a peer network, HR could possibly be a component of that network. That is one other topic we don’t spend nearly enough time on. Managers must have good working relationships with HR. Going to speak with HR needs to be a two-way discussion, not a one-way algorithm and regulations. I believed the PMQ did an excellent job of showing the worth of getting an excellent working relationship with HR.
Managers Need Supportive Peer Groups
From a logistics perspective, the PMQ is split into “seasons” where the managers take care of certain issues. Consider it like a TV show. An episode is usually lower than half-hour. Managers could take part in an episode a day. It’s very doable.
As well as, organizations can engage with SHRM to offer facilitated debrief sessions after each season and use it as a chance for managers to begin constructing their peer network. Consider these as group coaching sessions for managers where they will speak about their challenges (like within the PMQ) in addition to construct relationships with their peers. It amazing how persistently managers don’t realize that they’ve the identical challenges as another person and that they will share stories and help one another.
Speaking of helping one another, SHRM’s PMQ recently launched a brand new module focused on wellbeing. People managers are going to come across situations where they need to take care of an worker’s mental health. It’s unfair to think they won’t and more unfair not to present them tools to handle situations with the respect and care they deserve. The “Cultivate Your Wellness” episode provides managers with resources to assist their teams.
I could see the PMQ being beneficial for organizations that aren’t capable of bring groups of managers together for a standard in-person management development program. Simply because budgets are tight doesn’t mean training should stop. In reality, training becomes much more essential.
There’s no rule that claims managers can’t construct positive working relationships with other managers. And that manager groups can’t learn from one another, coach and mentor one another, and be supportive of one another. If organizations want their people managers to achieve success, giving them the tools and space to construct their very own support is important.
Images courtesy of Society for Human Resource Management (SHRM)
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