Monthly Archives: March 2017

The Changing Face of Management: Good Vs Bad

Management

Piles of documents, records of routine dealing statistics, watching over the firm’s employees, maintaining the routine cycle, trying best not to give a chance to the seniors to complain and if it is business than trying hard to raise the finance or set a track that is being demanded for the rest of the staff for organizational benefits, is a summed up formula of management. It is about carrying a series of tasks to reach a specific objective.

Change

Indeed! Management is about accomplishing tasks, but is this enough to sustain the business? Or does this ensure the lifetime guarantee of the managerial skills? Definitely not. The solution or I must say the solutions don’t lie in a single statement but a series of events, research of decades, several conducted experiments and much more which lead to the accomplishment of tasks. The strategies which before were found to accomplish the tasks today require innovation for tomorrow.

Changing Face of Management

Companies face changes every day, there would be a chaos if companies make changes without careful planning. Management change should be well structured in order to achieve goals and missions. The functions planning, organizing, coordinating, staffing and controlling have been expanded in meaning so as to encompass the change.

Initiating evolution has higher possibilities if the companies consider change as a constant opportunity and the implication of the change of any company or organization lies with the change in the management. Various time phases have gone through some minute and some immense changes in management networks which transformed the traditional methods or diluted them into modern and better strategies.

Industrial Age and Change of Workers

Industrial-age organizations or firms were the formal hierarchies which assigned various tasks to the employees. The power basically used to reside in the hands of the managers through which they used to govern the overall procedures of the organization and its employees by controlling, planning and organizing their specific tasks. This is what actually made management a restricting function. Later on, in the era from 1910 to 1950, it was found that to manage the tasks and in order to have a broad approach to get things under control for client’s satisfaction and business sustainability, changing employees after a fixed duration was a solution.

Cultural Code Switching

Afterward, a more balanced approach came into view after a brief study conducted by gathering information from experts of cross- cultural communication and information networks.

Code-switching between cultures was determined by an effective skill to work with the foreign employees. Definitely, each continent or state has its own peculiarities and adjustment of one for a whole lot is better than expecting the whole lot to change for the sake of one individual. So, managers are expected to change their strategy according to the mindset of their employees and get used to their trends, only then they can communicate in the language of their employees and make them abide by the management strategies. International experience in working is important which managers can achieve only if they appreciate diversity and have specific cultural intelligence.

Traditional Models of Hierarchy and Innovation

Later on, with the emergence of technology, few organizations became more focused towards the innovation of the set-up which could nurture and then conceive the decision-making programs. An example of which is the often use of mainframe computers in the banking departments which are used by managers. However, several organizations still employ the traditional models of hierarchy, organizational structure, strategies, planning and organization control schemes because the present stage management is more focused on getting things accomplished where past experiments act as directives for today and the innovative setup approach is still in progress for the future.

Motivation and Health of Employees

The ways of past are not enough to carry out the management programs of the present. So, it needs to and has so far evolved to motivate its employees.

Firstly, the managers today are more into adopting the top down strategies for objective setting, then the management looks forward to measure and control whatever is being done and whatever needs to be done in order to provide corresponding incentives for good or bad performance and lastly those monetary incentives motivate the employees.

Nowadays, the work-life balance, environmental factors and socializing with the employees has become a keen demand for the business. With daily challenges ahead, realizing and praising the employees for their extraordinary traits is a remarkable step of managers in the present situations. Past business affairs mostly demanded employees to oversee compliance, now the focus is towards their motivation so that they may oversee performance and the future will emphasize more on the employers’ potential and their approach towards innovation.

With motivation, carrying out health programs is another major step which managers are taking for their employees’ needs which have made the companies profitable in the long term. According to the United States Department of Labor’s OHSA, companies which implement the health management practices, reduced employee injuries, and illnesses by almost 20 to 40% and the productivity increased to almost 13%. Moreover, carrying out employee fitness programs is another step taken by most of the companies of the present age.

Good VS Bad

Good

The good thing about the changing face of management is that now the technology has opened gateways to a broader analysis of the work which enhances the objectives of any company. Moreover, with technology in hand, through the innovation of smartphones, automated devices, and other technologies, the manual load has decreased to a great extent due to which the managers can watch over their employees’ performances. Various applications have been introduced in the markets which promise efficiency.

In addition to this, organizations need more effective results than burdening their employees with an unnecessary workload which was opposite in the past. So, this is another beneficial side of the changing face of management. Now, the managers are more expected to be vigilant in their field that is they have to introduce such policies which can balance the tract and the employees on it. The instructions of the manager play a vital role and if those are good enough then it can propel the organization to great heights.

Since past was more into changing the employees after a certain time period which never really made the workers realize their capabilities. However, with the change in the management, the workers are not only apprised of intelligence but their traits are also admired which ensures efficiency within the organization. Also, it doesn’t put the health or esteem of the employees at risk. With the balance in professional and personal lives, employees have a sense of relief and are not engaged in the fear of being completely work addicts. Though in countries like the US, holidays are a rare event throughout the year but the light work environment and suitable work hours leave room for the individuals to experience life outside the office.

Bad

In the past, the changes occurred at a slower pace and it took years to them to change their modules in order to comply with the changing readiness. Moreover, management restriction in industrial age was like more energy with fewer results. The authoritarian approach made the manager and employee relation into a dominion and submissive one.

However, since the changes used to occur at a slower pace in the past so the handling crisis was relatively simpler as compared to the present where introducing new strategies is a big deal. Though we are blessed with the technology but despite our technical approach, lack of time is a major issue so dealing with problems in minimal time is tough. For those who think that technology is meant to come up with the perfect consequences then no this is not the case every time. With smartphones in hands, it is a rare event to avoid the pop-up notification menu while working. Researchers found that interior distractions have higher possibilities to happen and are stronger than the exterior ones and it takes almost 25 minutes to the person to focus back on his/ her objective.

Moreover, if a perfect strategy being introduced by the manager can become a reason of success for the organization, similarly a poor decision can collapse the organization as well if the flaw persists then it becomes hard to get rid of it.

With determination and other managerial skills, change readiness is now considered an asset in the management world. Though the past management was not that popular but one thing is for sure that the experiments done in the past have led to the accomplishments of the present which can ensure the innovation for the future. A frequent ideas’ generating mind is important for the revival of the success of any company and this is not possible if the manager doesn’t have experience of adjusting to frequently new work setups. Only then he can make his employees live in the change.

Creating a friendly environment, recognizing the extraordinary instincts of one’s co-workers and the ones working under and then praising them for that, ensures efficiency among them. On the opposite side, the over controlling atmosphere is more liable to fade the competitive struggle among the workers. In addition to this, if we want to make good surpass the bad, it is best to form such units which are only given the responsibility to deal with the probabilities of risks in the present age and then overcome them so that managers won’t have to focus more on this problem, rather they can concentrate on the effective results and ensure new strategies in less time. Furthermore, interior distractions can be overcome if each individual tries to be more honest with his/ her working hours. Thus, proper modifications and right decisions can happen at the right time and lead to better prospects.

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Good Boss, Bad Boss: Here Are 5 Strategies to Cope With an Unpredictable Manager

Jekyll, reflecting on mankind, “All human beings… are commingled out of good and evil.”

You may be familiar with the Robert Louis Stevenson story of Dr. Jekyll and Mr. Hyde. Dr. Jekyll believed that he found a method of separating the good and evil that he believed resides in all of us. The consequences of his experimentations did not bode well for him or the safety of others.

The story of Dr. Jekyll and Mr. Hyde has been used as an analogy for the balance many people try to maintain, between being a good person and doing “the right thing” at work, and acting in accordance with other self-interests. We have all likely worked with individuals who may not have always acted in the best interest of their employer and/or their customers, which can create an ethical and possibly moral conflict.

A duality can also be used to described individuals who are perceived as being moody, or someone who does not demonstrate a well-balanced sense of emotional intelligence. This is a person who seems to have an on/off switch that can be triggered or activated, with or without warning. Those individuals are challenging to work with and when it is your manager whose personality or demeanor seems to constantly change – that poses even greater challenges as that person is responsible for your work assignments, performance evaluation, and reputation with your employer. When you find you are in this situation, there are coping strategies you can implement to help how you respond to and work with this manager.

The Art of Managing Others

While there are countless articles written about managing employees effectively, along with resources that describe leadership styles that bring out the best in employees, managing others is still individually based. For example, some managers can manage employees well while other managers have developed leadership qualities. Some managers are actively engaged in the development of their employees and others manage from a distance – intervening only when there is a conflict that cannot be resolved.

One aspect of managing others that has a significant influence on working relationships is a manager’s disposition. Some managers rule with an “iron fist” while others may view their role as collaborating with employees. Some managers may seem like dictators and others may appear to be aloof and not very responsive to the needs of their employees. It is this disposition that can appear to fluctuate from time to time and if so, that is when employees may perceive they are working for Dr. Jekyll and Mr. Hyde.

Do Personalities Matter?

As a career coach, I’ve heard many clients state that they did not expect their manager to act in a certain manner after starting a new job – as if that manager intentionally changed their personality. Most people display their best personality when starting a new position, and that includes the employee and their manager. Even with the most engaging job interview, and use of behavioral based questions, it is not always possible to predict how someone else will behave in the long run. You may believe that you have a good feeling about a manager; however, you won’t know if that feeling is an accurate measurement until you have worked with that person.

There is an expression that is often used when employees do not get along and it refers to a difference in personalities. A manager or an employee may state that about the other when it is difficult to get along with them and/or a working relationship has broken down. If the manager has made that statement it is often used as a warning sign and indicator that the employee is expected to change in some manner. No matter how hard employees work to ensure that relationships at work remain professional, after time on the job there is always going to be a personal aspect. Friendships are formed, cliques are established, and a distinction of who is liked or not liked becomes clear – and may be based entirely upon perceptual factors. This happens with every employee and every manager within an organization.

Five Coping Strategies

When it seems that you are working for a manager who frequently changes personalities or their disposition, there are strategies you can consider as a means of coping with and working with that individual.

#1. Find a Way to Relate

When you are able to relate to someone else you are finding common ground with them and being relatable means that you are breaking down potential barriers that could block a productive working relationship. This is not a process that works instantaneously or happens overnight, rather it is a process that is done through a series of positive interactions. When you look for ways to relate to your manager, try to find neutral topics that avoid emotional reactions. In other words, if your manager is challenging to work with you may want to avoid discussing politics with him or her.

#2. Learn to Tolerate Your Manager

If you have a manager who exhibits extreme behavior, learning to tolerate them can be challenging. I am not stating that you have to accept their behavior or try to understand why they act in the manner that they do now. However, you can look at the bigger picture. What would it mean for your job, your career, your team or department, and your employer if you try to tolerate how your manager acts? Learning to tolerate a manager also means you do not go above them and try to report why you believe their behavior is inappropriate – unless you have a justifiable matter that would involve someone from a Human Resources department. How you perceive your manager may be different from the perception held by their superior.

#3. Conduct a Self-Analysis

Any time you are finding what you believe is inconsistent behavior from your manager, the first step is to look inward. While that may seem counterintuitive, it is important because you need to evaluate your perception of this person – along with the actions you have taken or would like to take now. Here are some questions to ask: Have you done your best to develop and nurture a working relationship? Have you performed your very best regardless of how you perceive your manager? Is there anything more you can do or should do now to make the situation better? Finally, if you believe that this situation is unacceptable and cannot be changed, is it time to find a different department to work in or look for a new job?

#4. Watch for the Emotional Triggers or Warning Signs

If you have a manager whose disposition can fluctuate from day to day, it will likely occur often enough that you begin to develop a sense of what the warning signs are or when the changes are going to take place. If so, you can learn to work around or work with those changes. If the personality changes occur suddenly and without warning, then your only alternative may be to avoid any actions that can be viewed as confrontational. You may never know why these changes occur and trying to get to the bottom of it can also be an exercise in futility. However, as you get to know your manager you should be able to identify those times and situations when you should avoid direct contact – unless you are specifically asked a question or instructed to do something for them.

#5. Always Maintain Your Own Emotional Control

It could be easy to state that emotional intelligence on your part is the answer; however, a sudden change in your manager’s personality or disposition requires more than managing your emotions – it most likely means you need to hold back any actions or responses. While you may feel frustrated, you must do your best not to let those frustrations show as it will only create greater tension between you and your manager. Keep in mind that your manager is in a position of authority and any actions on your part that can be viewed as being negative or hostile will only result in negative outcomes or consequences – whether or not you are justified in how you feel about your manager. Maintaining control applies to all of your actions and all of your communication, both verbal and written communication.

Consider Your Manager’s Perspective

You may view your manager’s personality and disposition strictly from the lens of how it applies to you and your working environment. However, you should also consider their perspective as well. A manager is not only responsible for their outcomes and productivity; they are also responsible for an entire team. Their role can be very demanding, especially if goals are not being met. This certainly does not justify any manager acting in a manner that is not emotionally balanced; however, as an employee you can learn to empathize with their role, try to understand what they expect of you, and work to improve how they perceive you and your work. How you respond to your manager can ultimately influence their disposition towards you, either in a positive or negative manner.

If you work for Dr. Jekyll and Mr. Hyde, there may be no immediate or easy answers but what you can learn to do is to learn to cope with the situation – to lessen your emotional reactions and help you still work to the best of your ability, for the overall benefit of your job and career. Coping strategies can also lessen the potential for experiencing stress and built up long-term frustration. What you never want to do is to aggravate someone who seems difficult to work with now. You may never fully understand or be able to explain why your manager acts the way that they do now but you have an ability to control your response to them at all times.

Dr. Bruce A. Johnson is an innovative educator with experience in higher education as an online instructor and college professor, along with work as a corporate trainer and manager of a corporate training development.

Dr. J has developed expertise in his career with adult education, distance learning, online teaching, faculty development, and instructional design, along with organizational learning and development.

The Effective HR Manager

Winning the respect, trust and confidence of line managers and making a difference

Ask many line managers what they think of HR managers and you will get a variety of views from the positive to the most damning.

Examples are:

“Excellent. Very professional.”

“Very responsive, supportive and helpful”

“Great if I can ever get hold of them”

“Talk their own language. Not really in touch with the needs of the business. A bit flakey”

“You mean the dead hand of HR!”

As the issue of effective HR management has grown in importance over the years so has the need for HR managers to be both responsive and proactive in meeting the needs of their developing organisations.

Clearly it’s important that an organisation’s employees are paid on time, they are able to access the benefits they are entitled to and can receive straightforward help and advice from HR when needed.

This operational piece of the HR management responsibility needs to be reliable and responsive in every respect. Getting the basics right is all important.

So is partnering with line managers in recruitment activities, performance management processes, training and personal development provision. These are all very necessary, core elements of the HR function’s role. Organisation’s have every right to expect that HR managers will be proficient in these areas.

But what about gaining the respect, trust and confidence of line managers, over and above these basics? How can HR managers really add value? Here are eight tips.

Vision

HR managers need to clearly understand the organisation’s vision and challenge the CEO if it is not clear. They need to create an aligned vision for HR to support the corporate vision.

They need to draft a vision, share it with selected line managers, check it, refine it and communicate it both to the HR team and line managers. They need to be clear on HR’s vision for future success, and clear on how it is aligned to the organisation’s overall vision.

Objectives

HR managers must be clear on their organisation’s objectives. They need to put clear, measurable objectives and milestones to the HR vision. They need to make their objectives concrete, tangible and deliverable with time frames attached.

They need to announce them and ‘stick’ to them. They need to communicate their success in achieving them. They need to be seen as “business like”.

Strategy

HR managers need to understand their organisation’s strategy. They need to be clear on their HR strategy to deliver their objectives. How will HR be positioned within the organisation as a whole? How will it work alongside the business to deliver the strategy of the business? How will it marry the day to day needs of the business with the longer term development needs?

How will it operate with closer external specialists and suppliers? What short, medium and long term plans does it have to really add value to the business?

What changes will need to be made to deliver the strategy?

HR managers need to answer these questions, share their strategy and plans with the business and their standing will automatically be enhanced!

Resources

HR is in the business of attracting, acquiring and developing the RIGHT people. HR managers will need to assess the quality of the organisation’s existing people and compare their current capabilities to the capabilities required by the organisation in the future. That’s why they need to understand the organisation’s vision, objectives and strategy so well.

They need to compare the current competency framework to a desired competency framework, say three years from now. What will be different in the requirement of the organisation’s people? How will this impact the type of people the organisation will need, where in the business, and when?

HR managers need to create a strategic HR development plan to deliver the right people resources to the organisation to meet both its current and future needs. The use of performance management, personal development and capability management systems will help them to do this accurately. They must get transparency of the organisation’s human resources to plan effectively.

Structure

HR managers need to structure the HR function in the most appropriate way.

They should centralise those activities which are core to the whole business. This will include policy development, recruitment, compensation and benefits, performance management, personal development and disciplinary processes. Many of these are governed by legislation and need to be corporate wide, although there may have to be regional or county variations.

HR business managers should be allocated to lines of business to work closely alongside line managers to create and deliver specific interventions to meet their ongoing needs. These people need to be seen as true business partners adding specialist knowledge and skills to line managers. In a sense they are internal consultants clearly understanding the business as well as best practice in HR management and development in the market place.

Systems

HR managers should employ “fit for purpose” systems for both HR management and HR development. This does not mean the most sophisticated, costly and “heavy weight” systems. They should choose systems that can be easily integrated with one another, are customisable and require little management time.

Systems need to be user friendly as the trend is for managers to use them to ‘self-serve’ more and more these days.

Systems should work together holistically enabling the organisation to obtain transparency of its entire human resource, to enable it to adopt the best people acquisition, retention and development process.

Knowledge and Skills

HR managers need to ensure that they and their team members really understand the business they work for, including its:

– Market-place

– Customers

– Products/ services

– Routes to market

– Competition

– Major commercial challenges

– Threats, e.g. legal constraints

– Vision, strategy and objectives

– Plans for the future – short, medium and long term

– Culture and values

– Leadership and management style beliefs

Many HR managers fall down because they lack essential knowledge of the business and fail to use the language and terminologies which clearly show that they understand the core business and how it works.

They should avoid “HR speak” which really turns off line managers. This may be helpful shorthand to HR professionals but it is an anathema for line managers and their staff. HR managers should focus on the objective, tangible, concrete, business related issues not just the softer, behavioural and more subjective issues.

They should gain respect for their knowledge of HR issues as well as the tangible issues faced by the business. After all, human resources are just one element of tackling these issues. When handling people related problems HR managers should go back to the vision, objectives and strategy of the business before embarking on solutions.

HR managers should expand their knowledge to include strategic thinking, change management, business planning and organisation development. Oh and finally HR managers and their teams need to become very IT savvy! They are usually not!

Leadership and Management

The HR manager’s role is to challenge where necessary the behaviours exhibited by managers, who clearly do not ‘walk the talk’. They are to a large extent guardians of the culture and values and need to be seen to be adopting this role.

HR managers should ‘educate’ senior line managers on modern management thinking, helping them to move away from a command and control approach to a more collaborative, consensual working style which truly engages and motivates employees at all levels to give of their best.

The job of today’s managers is to recognise and release talent at all levels not to overlook it or squash it. Performance management systems, personal development programs and reward systems all need to focus on the behaviors and competence required of managers to imbed the corporate values and culture into the organisation. It is the job of the HR manager to ensure that this happens.

So how well have you developed your skills in these eight areas of expertise as an HR manager? Check out how well you are currently doing by using the list below. Tick the box on the left of the statements only if it is TRUE of you.

Start each statement with the words “I..

Top of Form

Have a vision, clearly communicated and accepted, for the role of the HR which is aligned to the corporate vision.

Have short term (up to one year), medium term (two to three years) and longer term (over three years) objectives for the HR function.

Have a thought through written strategy and plan to deliver my objectives.

Am able to assess accurately the organisation’s current HR needs and its future needs, aligning its corporate development plan to strategic HR reviews.

Have a structure for my HR team which enables it to play a centralised and decentralised role in the business, catering for its daily operational needs, and its future development needs.

Have in place HR management and development systems that are fit for purpose, reliable and user friendly.

Am investing in my own and my team’s knowledge and skills in specific areas of HR and wider business related areas.

Challenge the behaviours of managers at all levels of the organisation to live out the corporate values, and my performance management and reward systems reinforce the need to walk the talk.

Am seen as a respected, knowledgeable professional in whom people can put their trust because they have confidence in me.

Continually invest in my own and my team’s personal growth and development.

Total Score:
Bottom of Form

How did you score?

8-10 – Excellent to very good. You have a few gaps to fill.

5 to 8 – Very good to fair. You have quite a few gaps to fill.

0 to 5 – Not so good. If you believe in the points made in this article you have some way to go!

You could say that these are the basics. Getting them right will in itself enhance the HR manager’s standing and reputation. However there are also issues to consider.

These include:

– Being emotionally intelligent

– Being ‘politically’ savvy

– Exercising critical judgement

– Influencing without authority

– Being a catalyst for change

– Having personal credibility

– Being culturally aware

– Conflict resolution skills

– Team building skills

– Managing upwards and managing peers

Plus a host of other soft skills!

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The Importance of Employee Management Software in a Modern Office

Former chairperson and CEO of Xerox Corporation, Anne Mulcahy, once said,

“Employees are a company’s greatest asset- they’re your competitive advantage. You want to attract and retain the best; provide them with encouragement, stimulus, and make them feel that they are an integral part of the company’s mission.”

If you are an organization that uses the Internet for everyday business practices, then there should nothing stopping you from going one step further and applying technology provided on the Internet to employee management.

Under piles of workloads, appointments, and meetings, it often becomes understandably difficult for a manager to give employees the time and attention, encouragement and stimulus that they deserve.
Making use of a company’s greatest assets – its human resources – to their fullest potential sometimes means adopting technology that efficiently tackles time constraints, management challenges, a employee dissatisfaction.

Has it Ever Worked? Yes!

Ever wondered what goes into making candy? The answer should be a large number of very satisfied workers. Or at least that’s what the Jelly Belly Candy Company of California believe.

The family-owned company takes its employee performance and job satisfaction very seriously.

They recently decided to make the switch from its antiquated talent management process to a far more modern and automated system that uses an employee management software to provide accurate performance appraisals.

The result?

The new automated employee management system has allowed for a more standardized, organized, and formal evaluation process at the Jelly Belly Candy Company.

Greater accessibility between employees and managers, better training programs, and more efficient performance appraisals have all allowed the company to reach its business objectives without compromising on employee satisfaction.

The Different Tools of an Employee Management Software

1. Maintain a database for all your former and current employees

Complete, searchable, and secure records that includes information such as the employee’s personal details, bank details, emergency contacts, and even a record of his/her sick leaves.

2. Reduce the paperwork

An efficient employee management software will allow employees to request time off, submit timesheets or documents and allows employees to audit or approve submissions or requests.
This negates the need to work with HR or submit unnecessary pieces of paper.

3. Keeps track of time and attendance

Employees and managers have an instant record of absenteeism and the number of hours put into work everyday. This allows employees to be more responsible and stay on top of their punctuality and absenteeism rates before it becomes in issue.

4. Total Rewards

Some employee management software apps allow managers to provide their employees with rewards (financial or non-financial) for good performance.

Employees can access their total reward statement through the software, and this often becomes a powerful way of keep individuals motivated and driven.

5. Expense Management

An incredibly useful feature of most employee management software is that it allows staff to scan or photograph and upload receipts onto a database, therefore allowing managers and employees to keep a permanent account of all expenses.

6. Payroll

A simple app can process payroll on individuals online based on the number of hours they have put in with just a click of a button.

7. Asset Management

When an employee leaves the company, managers can keep track and monitor the return of any equipment that was provided to the employee by the organization.

8. Shift Planning

In an organization that depends on perfect timesheets for its smooth functioning, a tool that schedules the staff, eliminates shift conflicts, and notify employees of work shifts automatically can prove to be extremely convenient.

9. Track progress of the company

Information is constantly being constantly being collected on the employee management software, making it easy to gauge the company’s progress.
Instead of having to spend time putting together reports to see how the company is doing, a quick look at the information on the software should allow managers to constantly and accurately track the company’s progress.

The Benefits: Employee Engagement and Satisfaction

1. Providing constructive feedback

Neither managers nor employees look forward to performance reviews, often a once-a-year event that makes an employee feel like a school kid receiving a report card.

Surveys have shown that employees dread annual performance reviews and are therefore less likely to respond in a positive manner to the feedback that is given.

An employee management software allows managers can control how frequently and in what format they would like to provide feedback to their employees.

Performance appraisal reports can be replaced with configurable dashboards and messaging systems, resulting in feedback that is constructive, efficient, and perhaps flows better with the rest of the company culture.

2. Setting goals and motivating employees

An employee management software makes it easy to remind employees of their goals and drive them towards developing skills and meeting deadlines.

This structure also allows employees to work more independently instead of being micromanaged by a manager or HR professional.

3. Better accessibility and communication

Time constraints, clashing schedules, and increasing workload makes it difficult for employees and managers to communicate.

This can foster resentment and misunderstandings, with managers sometimes being too harsh in their judgement of employees and employees sometimes feeling like they have been judged unfairly.

Employee management software avoid help companies avoid such issues, and can help managers clearly communicate their expectations from an employee.

4. Better employee-manager relationships

Employee management software takes away some of the pressure, anxiety and stress that is often observed between managers and employees.

It allows for an environment that encourages low stress communication and help employees and managers work together towards meeting organizational goals.

To summarize, an employee management software provides an organization with a plethora of tools for better management, while simultaneously focusing on employee satisfaction and engagement.
If used correctly and to its fullest potential, employee management software provides a company with an automated, efficient management system and a healthier work environment.

Learn more about efficient employee management on CakeHR today and find out how you can boost employee engagement and management in your company.