Introduction to People Management: Reflection on Current Issues, Knowledge, Skills and HR Processes

The reflection report is prepared on “Introduction to people management” which is set of practices and policies to recruit, hire, train, develop and manage talent for the purpose of ensuring uninterrupted operations within business establishment. Major purpose of performance management is to ensure that human resources perform effectively by addressing any kind of issue that might affect their level of proficiency. The report includes reflection practices about contemporary issues that line manager are facing in people management. It also reflect understanding about skills, knowledge and behaviours for an effective people manager. Further, it identify and evaluate key HR processes that underpin performance management of employees at work.

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research portfolio

EXECUTIVE SUMMARY
The reflection report is prepared on “Introduction to people management” which is set of
practices and policies to recruit, hire, train, develop and manage talent for the purpose of
ensuring uninterrupted operations within business establishment. Major purpose of performance
management is to ensure that human resources perform effectively by addressing any kind of
issue that might affect their level of proficiency. The report includes reflection practices about
contemporary issues that line manager are facing in people management. It also reflect
understanding about skills, knowledge and behaviours for an effective people manager. Further,
it identify and evaluate key HR processes that underpin performance management of employees
at work.

Contents
EXECUTIVE SUMMARY.............................................................................................................2
INTRODUCTION...........................................................................................................................1
REFLECTION ON CURRENT ISSUES FACING LINE MANAGERS RELATING TO
PEOPLE MANAGEMENT.............................................................................................................1
REFLECTION ON THE KNOWLEDGE, SKILLS AND BEHAVIOURS TO BE AN
EFFECTIVE PEOPLE MANAGER...............................................................................................2
REFLECTION ON HR PROCESSES WHICH UNDERPIN THE PERFORMANCE
MANAGEMENT............................................................................................................................4
CONCLUSION................................................................................................................................6
RECOMMENDATIONS.................................................................................................................6
REFERENCES................................................................................................................................7

INTRODUCTION
Managing people means development, organising, growth and problem solving of employee
side of venture. Effective people management is essential attribute of managers or leaders who
have wants for improvising communication at workplace and preparing human resources for
success (Hinson, Adeola and Adisa, 2021). It influences productivity through impacting on
motivation and morale of staff.
The report is a reflective portfolio that highlights reflection on existing issues facing line
managers concerned with people management. Further, it highlights reflection on knowledge,
skills along with behaviours for effective people manager and HR processes that underpin
performance management.
REFLECTION ON CURRENT ISSUES FACING LINE MANAGERS
RELATING TO PEOPLE MANAGEMENT
People management is important practice of line manager. Being a line manager of
company, there are various roles and responsibilities carried pout while dealing and managing
employees on day to day basis (Sutton, 2018). For example, line manager of Dyson manage
people with positive reinforcement in which they reward human resources who demonstrate
excellence in practices of workplace. Line manager have responsibility for administering,
overseeing together with managing people so that business goals are fulfilled in desired criteria
and time. As a line manager, various issues are faced by me while managing people at the
company:
Confronting performance problems: For a line manager, performance problems are
always concern while managing people. In present fierce business environment, when my team
fails to perform high standard, organisational competitor easily come in along with take my
customer base. It is essential for me as a line manager to get to root the issue in quick manner.
However, I have tricky job to search balance of getting outcomes that I need and not damage
relationship with members of team in Dyson. When I work for managing people in the company,
it becomes a challenge for me to confront performances of subordinates that have great chances
to damage trust with other organisational people and managing them effectively.
Difficult employees: Many a times, I as a line manager oversee human resources who
causes intense tension at organisation (Greenbaum and Kyng, 2020). Having knowledge about
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properly addressing issues prior they convert into major challenges is an issue that line manager
faces while carrying out practices for people management. For example, while implementing
change in worker practices so to complete tasks before deadlines, there are certain employees
that fails to conduct themselves. In people management for implementing changes, I faced issue
of difficult employees as they themselves do not accept changes and also stimulate others for not
adhering them.
Employee health as well as wellbeing: It is determined that health employees are around
67% more likely to feel engaged at work. However, I faced the issue while managing people in
the company. It is because maximising collective health of employee as well as realising
accompanying is an issues for superiors as businesses look towards sources related to
competitive benefit. As people of company are most valuable asset, keeping them satisfied,
productive addition to healthy as possible coincides with growth together with innovation.
Diversity and harmony issue: Line managers are aware that diverse workforce who carry
out practices together in harmony brings stronger teams, offer wider satisfaction to customers
and yield better ideas. However, lack of harmony among employees causes low morale and low
productivity that is faced by me when I was working as line manager to manage available people
of Dyson. It is not individually organisational culture or issue of productivity, diversity is serious
issue which arises when employees feel discriminates in some manner.
REFLECTION ON THE KNOWLEDGE, SKILLS AND BEHAVIOURS TO
BE AN EFFECTIVE PEOPLE MANAGER
People manager are organisational professional who looks after training, directing,
administering and motivating human resources for optimising productivity as well as promote
professional growth (Gagner, 2021). I work as people manager in Dyson wherein I looks after
managing staffing requirements along with perform evaluations of employees. For working as an
effective people manager, I need to apply specific knowledge, skills as well as behaviours at the
workplace. All these are defined below:
Knowledge
To manage people effectively, some of knowledge within me are as follows:
 Interest of employees: Employees have interest in various tasks of company. To work as
an effective manager. I need knowledge about interest of employees’ prior delegating
work to them. It is because knowledge about employee’s interest in operations guide me
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to manage them in effective manner and meet their working needs without any
complexities.
 Legislations and regulations: For me, knowledge about legislations and regulations that
are to be applied while managing people effectively is key (Huang and Huang, 2020). For
example, when I was working as people manager, I learned and gain knowledge about
various legislation such as Employment Rights Act 1996, Fair Labor Standards Act 1961
and hence forth. All these help me to regulate practices of hiring and firing, benefits and
pay, workplace safety and confidentiality to manage people of company effectively.
Skills:
Some of skills that are important for me to work as an effective people manager in the
organisation:
 Conceptual skill: A type of skill which enable people in determining, conceptualising
addition to solving intricate based issues. My conceptual skill allowed me to think as well
as work through ideas so to manage workforce effectively. Moreover, the skill helped me
to come up with numerous solutions in order to solve issues among organisational people.
When I was managing people in Dyson, my conceptual skill helped me to predict hurdles
in departmental working by evaluating solutions and developing alternative actions
timely.
 Interpersonal skill: It is a skill used in day to day practices to exchange ideas and
interacting with others, individually and in groups (Grasser, Loufrani-Fedida and Oiry,
2021). It present my potential to interact, relate and work effectively with human
resource. My interpersonal skill made me an effective people manager in Dyson as it
enable me to make optimum usage of human capability at workplace along with motivate
personnel for better outcomes. Interpersonal skill of mine guided me for maintaining
employee relations, getting points across effectively, work collectively as part of group,
negotiate with others, reconcile differences and influence others successfully.
 Technical skill: It involves skills which give people manager the potential to use diverse
techniques for managing available talents of company in the manner it leads to achieving
objectives. For me, technical skill guided me to influence people for performing tasks
smartly. Furthermore. My technical skill not only helped me in operating machines,
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production tools, software or pieces of equipment, but assisted me to design various kinds
of products, market them and boost sales of Dyson.
Behaviours:
Behaviours through which I worked as effective manager of personnel at Dyson are below:
 Engaging team in decision making: Decisions are devised better when thoughts, ideas
and suggestions come from team and managers (Jensen, 2019). It needs promotion of
genuine two way communication. My behaviour to engage team members in decision
making resulted in effectively managing people of Dyson. With this behaviour, I
demonstrated my subordinate’s future vision, brainstorm ideas and motivated them to
come up with alternative solutions to any problem. Moreover, staff engagement in
decision making made people passionate about their jobs, committed towards company as
well as put discretionary efforts in goal attainment effectively.
 Walk the walk: My behaviour that helps me to work effectively as people manager in
Dyson is performing what I say I am going to do. In addition, I kept my promises that I
made and lead people through personal examples I set myself helped me to manage
people by maintaining high standards. In Dyson, I worked as people manager who is
consistent along with predictable. My behaviour encouraged others to give their very best
to team.
REFLECTION ON HR PROCESSES WHICH UNDERPIN THE
PERFORMANCE MANAGEMENT
I believe people management is a process that includes aspects like continuous feedback
along with communication among managers and employees for the purpose of ensuring
attainment of strategic objectives of venture. It supplements annual performance reviews which
prepares superiors and subordinates about what to expect in annual appraisals (Bruce, 2020). As
a human resource manager of Dyson, it is my responsibility to look effectively towards
performance management through using effective HR process. Mentioned below includes my
experience in HR processes that underpin performance management at Dyson:
Planning: The first stage to manage performance in which managers set goals for
employees and communicate them with subordinates. In this process, I and departmental heads
of Dyson define job itself, comprising comprehensive description, short and long term goals, key
objectives as well as develop clear metric about how these goals are to be assessed. Further,
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when I completed defining phase of planning at Dyson, next is providing opportunity to
employees to give inputs on materials. Employees, departmental heads and I have agreed to work
on the set goals collectively.
Monitoring: Once parameters of performance are set in form of objectives, the next stage
of HR process to manage performance is begins (Nechkoska, 2020). I feel that mentoring is
significant along with should be done on regular basis. Herein, monitor performance of each
employee on goals and objectives. It is the time when continuous performance comes into
picture. At Dyson, I have used accurate performance management software for the purpose of
tracking performance of team in real time together with modified their practices as and when
needed.
Developing: At this process to manage performance, data which is obtained in
monitoring stage is used for improvising employee working and contribution. It is analysed by
me that are this stage, I needed suggesting refresher course or providing assignment which assist
human resources to improve knowledge and performance on job as well as altering course of
developing employees for enhancing performance along with sustaining excellence at Dyson.
Rating: It is key for human resources to rate performance of each employee periodically
as well as time of performance appraisal (Devinatz, 2021). It is determined that rating are key for
identification of state of performance among employees as well as providing rating for 360
degree feedback. Scales of rating were used by me in performance management systems for the
purpose of indicating level of achievement or performance.
Rewarding: In the process of human resource to manage performance, recognising along
with rewarding good performance are key (Bridger, 2018). I have used various rewarding
methods such as financial and non-financial rewards, performance based rewards along with
extrinsic rewards for motivating personnel of Dyson to encourage employees for contribution as
great performances.
CONCLUSION
From the report, it is concluded that managing people is essential for generating business
results. Confronting performance problems, difficult employees, employee health, diversity and
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harmony are some issues that are faced by line managers in people management. Interest of
employees, legislations and regulations, conceptual skill, interpersonal skill, technical skill,
engaging team in decision making and walk the walk are some knowledge, skills and behaviours
that are needed to work as effective people manager. Planning, monitoring, developing, rating
and rewarding are key stages of HR processes that underpin management of people.
RECOMMENDATIONS
To line manager and people manager of Dyson, some recommendations for managing
performance of employees are underneath:
 Managers are suggested to offer frequent performance feedback for managing
performances at Dyson. Managers need to check in with groups along with employees
periodically not for gauging process rather provide timely feedback.
 Pre-emptive management along with recognition is another recommendation to line
manager of Dyson as it is effective way to guarantee outcomes at workplace. It means
that workforce always know what is expected so there is never requirement for
consequences in company.
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REFERENCES
Books and Journals:
Bridger, E., 2018. Employee engagement: a practical introduction. Kogan Page Publishers.
Bruce, K., 2020. Introduction to the Handbook of Research on Management and Organizational
History: the hotly contested present state of management and organizational history.
In Handbook of Research on Management and Organizational History. Edward Elgar
Publishing.
Devinatz, V. G., 2021. Introduction to “Leader Power and Agency-Communion Orientations as
Moderators of the Effects of Organizational Characteristics on Workplace
Bullying”. Employee Responsibilities and Rights Journal, pp.1-2.
Gagner, M., 2021. Introduction: Ideas and People Leading to Successful Products for Patient
Care Leading to Magnetic Surgery. In Magnetic Surgery (pp. 1-6). Springer, Cham.
Grasser, B., Loufrani-Fedida, S. and Oiry, E., 2021. Introduction to the Handbook. Managing
Competences: Research, Practice, and Contemporary Issues.
Greenbaum, J. and Kyng, M., 2020. Introduction: situated design. In Design at work (pp. 1-24).
CRC Press.
Hinson, R. E., Adeola, O. and Adisa, I., 2021. Introduction: Green Marketing and Management
in Emerging Markets—Achieving Success Through People. In Green Marketing and
Management in Emerging Markets (pp. 3-11). Palgrave Macmillan, Cham.
Huang, C. and Huang, G., 2020. Introduction for Volume 9, Issue 4. Journal of Risk Analysis
and Crisis Response. 9(4). pp.203-203.
Jensen, P.A., 2019. Introduction to part B. In Facilities Management Models, Methods and
Tools (pp. 83-85). Routledge.
Nechkoska, R. P., 2020. Introduction to Tactical Management Research. In Tactical
Management in Complexity (pp. 1-26). Springer, Cham.
Sutton, A., 2018. People, management and organizations. Bloomsbury Publishing.
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