This online Managing People course will look at how you can get the best from your staff through setting proper objectives, giving regular and constructive feedback and managing tasks effectively. This e-learning course will also introduce how to approach those more difficult conversations that are sometimes needed.
100 in stock
Alexander Hamilton was one of the founding fathers of the United States, and served as chief aide under George Washington, the first President. If you’re lucky enough to have seen the musical ‘Hamilton’, you’ll have heard his view that, “Men often oppose a thing merely because they have no agency in planning it.” As we come to the end of the operating year and start the new one, it strikes me that this has some relevance to our approach to setting our key work objectives.
Why do we need key work objectives? After all, most of us will still be doing the same job on 1 April as we were on 31 March – and we don’t just stop what we’re doing because our objectives have ‘expired’!
Most of us are clear on what we are responsible for and need to deliver. Setting our new objectives can, in many cases, involve a simple refresh of those we had in the previous year, rather than being a lengthy process.
Instead, we can see our objectives as an evolving thing. Our work programme is continuous and activities and projects don’t fit neatly in the 1 April to 31 March time frame. Often, the work priorities for our team, department and the Civil Service will change over the year as we meet different challenges and government priorities, and our approach to our objectives should reflect this.
Coming back to Alexander Hamilton, if we are to feel interested in and accountable for our work, our objectives should not be something imposed on us from above. Setting our objectives can sometimes feel like a task to tick off a list, something we have to do as part of the performance management process. But they should be the product of an ongoing dialogue between us and our managers about what we need to deliver, how our work contributes to wider priorities, and how our development needs can be met. Understanding our objectives in this way gives us greater ownership of them, and makes us feel accountable for them.
I’ll be having just such a conversation with my manager, John Manzoni, in the coming week, to understand his priorities and how I can help deliver them through my role as Government Chief People Officer.
I know that one of those priorities is to deliver the Workforce Plan. To deliver improved outcomes for citizens, we need skilled people, led by effective leaders. This means attracting talented people from diverse backgrounds into the Civil Service as a great place to work, and giving opportunities for all our people to fulfil their potential.
To achieve this, we are improving the way we recruit, building clear profession-led career pathways, investing in our leadership, reviewing how we reward our people and focusing on actions to make the Civil Service the most inclusive employer in the UK. By getting the basics right and offering a tailored experience that rewards and drives our people to gain breadth of experience and depth of expertise, we will achieve a brilliant Civil Service.