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

This report evaluates the current issues faced by line managers in people management, the skills and behaviors required to be an effective people manager, and the HR processes that underpin performance management.

Introduction to People
Management

Executive Summary
This report is based on the reflective portfolio which will evaluate the current issues face
by line manager which are relation to the people management. Further it describes the
knowledge and skills in order to be an effective people manager and HR processes which
underpin the performance management.

TABLE OF CONTENT
INTRODUCTION...........................................................................................................................4
MAIN BODY...................................................................................................................................4
Reflection on the current issues face by line managers relating to people management.............4
Reflection on the knowledge, behaviours and skills for effective people manager.....................5
Reflection on the HR processes which underpin the performance management.........................7
Recommendations........................................................................................................................8
CONCLUSION................................................................................................................................9
REFERENCES..............................................................................................................................10

INTRODUCTION
People management refers to the management in the organization which is basically the
part of the human resource management that used encapsulates the process of acquiring,
optimizing and getting retain the talent in the organization. It also involves the directing and
motivating the team members in order to maximize the productivity of the organization and
enhance the growth. This report is the reflective report which outline the current issue face by
line mangers to people management, knowledge, skills and behaviours be an effective people
manger and at last it will outline the HR processes which underpin performance management.
MAIN BODY
Reflection on the current issues face by line managers relating to people management
The line mangers in order to compound the issues they are facing new challenges as the
pandemic has changed the business rapidly and creates lots of obstacles for the organization. In
my opinion the line mangers are facing the following issues relating to the people management
which are as follows:
1. No effective communication: As the line manager, there can be a distance from
the rest of the team members. This creates the biggest issue for the manager by
having the lack of communication with the people management (DiBenigno,
2020). The good managers need to develop the communication and listening skills
in order to have the team success in the organization.
As the mangers are not communicating about the business matters or about the company's
progress that may damage the manager-employee relationship and thus it adds the stress to the
work in the management.
2. Performance problems: It is the most specific problem that every manager may
face in the organization. The performances are related with the employees hired
by the people management (Molin, Hellman and Svartengren, 2020). It is seen
that if the company is not having good performance the competitor would easily
come in and take the customers of the business. They have to hire the best
employees by relating to the people management in order to maintain and enhance
the performance of the organization.
3. Conflicts within the team: As it is thinks that in the team people work well
together, but somehow it is not true. By not hiring the right person by the people

management the line mangers of the organization face this issue. When the
conflicts arise and not get resolved it affects the productivity and morale of the
organization. When the conflicts arise the managers must firstly understand the
problem of arising the issues before taking any action for the team (Gallardo-
Gallardo, Thunnissen and Scullion, 2020). The managers must conduct the fair
and frank discussion and must resolve the problem.
4. Uncertainty about future: It is seen that not all the managers has no clarity about
initiatives taken by the company which creates an issue in the organization. As the
happening of the pandemic makes the mangers depends on the people
management by which the issues are creating day-by day (10 management
challenges and how to overcome them, 2021). It can impact the mental well-being
and decision-making of the company. By this the company overall revenue gets
disturbed.
5. Skills gaps between the members: The skills that the person develop shows the
ability to know about their personal strengths. The mangers are facing the issue as
the employees are not up-to-date on the new and latest trends, knowledge and
skills. As the skills are constantly becoming outdated, so it is important for the
line mangers to provide the training and makes the team and organization grow.
The people management was developed in the late 1900's. The aim of this theory is to
encourage the interpersonal relationships at the place where the people are working. There is one
such theory that encourage the collaborative environment is the human relation approach. This
makes the mangers to make the employees the part of the decision-making (Hartviksen, Aspfors
and Uhrenfeldt, 2017). By using this theory the line managers can reduces the issues and
challenges faced by them which are relating to the people management.
Reflection on the knowledge, behaviours and skills for effective people manager
The effective people manger is the manager who is responsible for the personal and
professional development of the members in the organization. I order to be the effective manger
they must communicate well and also the good listener. In my opinion, there are some
knowledge, skills and behaviour in order to be na effective manager which are as follows:
1. Interpersonal skills: In order to na effective manager the managers must develop
the interpersonal skills. The interpersonal skills include the active listening,

responsibility, leadership, patience, etc. The mangers should develop these skills
in order to work effective in the organization (Gayed and et.al., 2018). By having
knowledge in the particular skills makes the mangers effective in their work.
2. Communication and motivation: Having good communication skills are very
important for being the great manager. By this they can communicate well with
the team members and other staff in the organization. By having good
communication skills it can motivate the members of the organization in order to
do the work. By having these skills, the managers will have the clarity in order to
the task and having better transparency in the business.
3. Forward planning and strategic decision: It is the job of the manager in order to
do the forward planning and have the big picture of the organization. By focusing
on the today's tasks and responsibility the manager can think and plan for the
future (Shum, Gatling and Shoemaker, 2018). In order to be an effective manager
the manager must set the priorities related to the company goals, review the
system and policies of the company. If the want to enhance their skill and
knowledge they should encourage innovation and have changes in order to have
their team and organization on the top.
4. Problem solving and decision-making: As a manager they will always be asked
for solving problems on the daily basis as they are the managerial person of the
organization. In order to solve the problems and have the good decision-making
they must have the ability to be calm under pressure. By having the creative
thinking it will enhance their skills and knowledge and make the company to have
more innovative solutions that reduces the impact on the organization.
5. Ability to motivate: In order to be an effective manager they must have the skill
to motivate their employees and staff of the organization. To be successful people
manager they must have the ability to motivate and encourage the staff to do
something new and innovative in the company. Foe example, the manager can
motivate their employees, than the company can frame a new project and earn
more profit.
6. Positive attitude: This behaviour shows that the people manager is very effective
and efficient in their work (Eniola and Entebang, 2017). Attitude is the important

behaviour and the mangers in the company must ensure that they have the
positive attitude by not spreading the negativity throughout the workplace. As the
manager, they need to be sure that there team morale is high. They must minimize
the stress and keep the work on by having some fun and friendly relations with
the employees. By this they can become the effective manger by having proper
co-ordination with the employees in the organization.
Reflection on the HR processes which underpin the performance management
HR processes refers to the process which includes the fundamental strategies that are
implemented by the HR leaders to ensure the successful employee life cycle and enhance their
work experience (Performance Management as a HR Management Concept, 2021). The
important HR processes includes human resource planning, recruitment, selection, hiring,
training, employee relations, performance appraisal, performance management, etc. The
performance management process in HRM includes the collaborative, communication-based
where the management and staff having one plan and work together, having long-term goals and
a great contribution to the company (Antunes and Pinheiro, 2020).
In my opinion, the role of HR in the performance management is to determine the current
employee performance and the job requirements as well. By having the good performance
management the data can be used for having the HR planning, to determine the job vacancies
and recruiting and hiring the best employees. The HR processes includes the following:
Human resource planning: By having good human resource planning, it makes the
company to have the better performance management of the organization. They must analyse the
workforce performance by which they discover the skills and makes the employees to perform
well in the business activities (Franco‐Santos and Otley, 2018). They should forecast the future
and the staffing needs in order to meet the business objectives. In order to support the
performance management they must optimize the workforce in order to align with the objectives
of the company.
Recruiting and hiring: It is very difficult process for the HR to have the organized,
effective and efficient recruiting and hiring of the best employees. In order to have the best
performance management the must have the proper planning for hiring the employees. They
must align the hiring process by focusing on the goals of the organization.

Talent management: The companies basically used to hire the talented individuals and
make them to work effectively with the company. This makes the company to have the good
management and encourages the performance of the organization (Bellisario and Pavlov, 2018).
To have the talent management process the company should provide the learning and training
programmes to their employees.
Recommendations
In my opinion it is recommended which helps the line manager to not to face the issue
relating to the people management are as follows:
1. It is recommended that, they must have the effective communication with people
management. As everyone communicated differently, so they must have the good
communication system as it makes the employees to work well in the organization
(Bellisario and Pavlov, 2018). In order to remove this issue they must discover the
different personality team which makes the communication easier. The line
manager can make the personality test which makes them know about their
strengths and weaknesses.
2. In order to reduce the performance problem, the line mangers must make the clear
targets and goals so it makes the easy solve the problems related to the
performance of the company. They should clearly communicate the targets and
expected dates of the results with the people management (Gallardo-Gallardo,
Thunnissen and Scullion, 2020). They must continuously monitor the actual
performance with their set targets.
3. It is recommended to the mangers that they must firstly understand the problem of
arising the issues before taking any action for the team. The managers must
conduct the fair and frank discussion and must resolve the problem. This
increases the performance and profitability of the company.
4. The best way to deal with the uncertainty is to have the pre-planning for the
contingencies. The managers should consider the and make the better decisions
about the happening of the uncertainty in the future.
5. It is recommended to the line managers, as skills are constantly becoming
outdated, so it is important for the line mangers to provide the training and makes
the team and organization grow. They need to provide refreshing and new

learning to their employees for reducing the issues face by them. By this it helps
the people management not to hire new employees and make the old employees
retain in the organization.
CONCLUSION
From the above report it is summarized report the current issue face by line mangers to
people management no effective communication, performance problems, conflicts within the
team, uncertainty about future, and skills gaps between the members. Further this report has
evaluated the knowledge, skills and behaviours be an effective people manger which are
interpersonal skills, communication and motivation, forward planning and strategic decision,
problem solving and decision-making, ability to motivate and positive attitude and at last this
report has described the HR processes which underpin performance management and
recommendations.

REFERENCES
Books and Journals
Antunes, H. D. J. G. and Pinheiro, P. G., 2020. Linking knowledge management, organizational
learning and memory. Journal of Innovation & Knowledge. 5(2). pp.140-149.
Bellisario, A. and Pavlov, A., 2018. Performance management practices in lean manufacturing
organizations: a systematic review of research evidence. Production Planning &
Control. 29(5). pp.367-385.
Bellisario, A. and Pavlov, A., 2018. Performance management practices in lean manufacturing
organizations: a systematic review of research evidence. Production Planning &
Control. 29(5). pp.367-385.
DiBenigno, J., 2020. Rapid relationality: How peripheral experts build a foundation for influence
with line managers. Administrative Science Quarterly. 65(1). pp.20-60.
Eniola, A. A. and Entebang, H., 2017. SME managers and financial literacy. Global Business
Review. 18(3). pp.559-576.
Franco‐Santos, M. and Otley, D., 2018. Reviewing and theorizing the unintended consequences
of performance management systems. International Journal of Management Reviews.
20(3). pp.696-730.
Gallardo-Gallardo, E., Thunnissen, M. and Scullion, H., 2020. Talent management: context
matters. The International Journal of Human Resource Management. 31(4). pp.457-473.
Gayed, A. and et.al., 2018. Effectiveness of training workplace managers to understand and
support the mental health needs of employees: a systematic review and meta-
analysis. Occupational and environmental medicine. 75(6). pp.462-470.
Hartviksen, T. A., Aspfors, J. and Uhrenfeldt, L., 2017. Experiences of healthcare middle
managers in developing capacity and capability to manage complexity: a systematic
review protocol. JBI Evidence Synthesis. 15(12). pp.2856-2860.
Hoffman, M. and Tadelis, S., 2021. People management skills, employee attrition, and manager
rewards: An empirical analysis. Journal of Political Economy. 129(1). pp.243-285.
Molin, F., Hellman, T. and Svartengren, M., 2020. First-line managers’ experiences of working
with a structured support model for systematic work environment
management. International Journal of Environmental Research and Public
Health. 17(11). p.3884.
Shum, C., Gatling, A. and Shoemaker, S., 2018. A model of hospitality leadership competency
for frontline and director-level managers: Which competencies matter
more?. International Journal of Hospitality Management. 74. pp.57-66.
Online
10 management challenges and how to overcome them. 2021. [Online]. Available through:
<https://www.perkbox.com/uk/platform/recognition/management-challenges-and-how-
to-overcome-them>
Performance Management as a HR Management Concept. 2021. [Online]. Available through:
<https://www.managementstudyguide.com/hr-performance-management.htm>