This is a simple introduction to some key tips, principles, practices and issues to

help you manage people effectively. Its based on my own experience of over 30 years of managing others.

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We each have our own personality and management styles, we work in different sized organisations with varied organisational cultures. So you’ll need to tailor these tips for your own setting.

As an employee, manager and employer in large companies, a church and a Christian charity I’ve been guided by the parallel passages in Ephesians 6:5-10 and Colossians 3:22-4:1. People are an amazing, precious, God-given part of any organisation: we are dealing with their lives, with unique individuals and we must not forget that. We need to take our responsibilities for them very seriously and to seek God’s wisdom, integrity and grace as we put our management skills into practice.

If there is only one thing you take from this resource make it this: praying regularly for:

• the people you work with

• the tasks you are undertaking together

• the issues you are facing

This will make a significant difference. It has been my experience again and again, wherever I have worked.

It should be made clear at the outset that this is an introductory resource for practical people management. In today’s minefield of employment law it is essential to check that the organisation's policies, practice and contracts fulfil the legal obligations. I have found Keely’s Employment Healthcheck Plan invaluable for this (see Signposts at end of resource).

1. A Good Start: Recruitment and Induction

A good start will make all the difference and that’s why it’s so important to get off on the right footing, setting appropriate expectations about the job and the context in which someone will be working.

Recruitment is also a public relations exercise, you’ll come into contact with far more people than you’ll appoint. So it’s important that the information you provide and the way you interact with people, including at interview, gives a positive impression of the organisation and its culture.

Recruitment Checklist

1. Be clear about the purpose of the job and the tasks to be carried out in a simple job description.

2. Be clear about the kind of person you need to appoint: character, competencies (skills, experience & qualifications) and chemistry are key. Set this out in a simple person specification that differentiates between essential and desirable traits.

3. Give clear information about how to apply, indicating all the information you require, including references, police checks, whether the candidate requires a work permit, the closing date for applications, time line for shortlisting, interviews, offer and preferred start date.

4. Be clear in advance about interview travel expenses, what will be required at the interview (any exercises, typing test or presentations) and how long it’s likely to take.

5. Clearly state the terms and conditions of employment for candidates to see in advance of being offered the job. Check they are fair and legal.

6. Ideally ask for references for those to be interviewed to help you in your decision making.

7. Decide who to include in the shortlisting and interviewing. What is each person’s role? Keep the interview panel to a maximum of three so you don’t intimidate candidates.

8. Prepare the interview: who will ask which questions and how will you deal with supplementary questions? How will the room be laid out to put the candidate at ease?

9. Prepare in advance the information to give when making a job offer.

10. Think through how you will communicate with unsuccessful candidates, making it as helpful, encouraging and personal as possible.

Induction Checklist

The first day, week and month is key for a new member of the team. You need to help them settle in and to start making a contribution. There’s a steep learning curve in the early days: new names & faces to learn, new jargon to pick up, new ways of doing things. It may not be just a new job, it may have involved moving home and area too. Do all you can to help the newcomer, pacing the flow of information and setting some simple goals for the initial weeks. Encourage them to ask questions and make yourself available: it’s a worthwhile investment of your time. Set a timetable for explaining various aspects of the role. Be patient and reassuring so that you build confidence.

1. Explain when and where to arrive on the first working day and who to ask for.

2. Make sure (where appropriate) that a clean desk is ready for occupation with all necessary equipment and facilities. Check that the previous occupant’s personal effects and any files not required by the newcomer have been cleared away.

3. If the team is large enough appoint a buddy eg to take the newcomer for morning tea or lunch on the first day.

4. Arrange a briefing about the role. Ideally with the previous job holder and the line manager.

5. Include an induction to the organisation: people, culture, history, facilities, building, jargon, polices & procedures. If you are likely to be inducting people with any regularity it’s worth putting together a simple staff handbook.

6. Set some clear goals for the probationary period (typically 3 or 6 months in the UK, 90 day trial in New Zealand).

7. Review progress with the new team member at the end of the first day, week, month and at the end of the trial/probationary period. This helps iron out any initial uncertainties, wrong expectations or concerns.

Guidelines for New Staff

Everyone has their own style. However, I’ve found it helpful to set out a few guidelines for new staff who I’ll be managing. From time to time I also repeat them to those who’ve been around for a while!

1. My door is always open: In practice it’s not but the principle of being available is important. Let team members know you want to be accessible and approachable and that they can come and talk things over with you. It won’t always be possible immediately but you can set another mutually acceptable time (this probably depends on the urgency and importance of the matter).

2. I hope you will enjoy your job: this is unlikely to be true 100% of the time but it’s the principle that counts. Encourage staff to tell you if there are things that get them down and to suggest positive changes that can be made.

3. Flag potential problems: It’s good to encourage a culture where potential issues can be identified at an early stage without blame being apportioned.  Avoiding action can then be taken. This is far better than having to pick up the pieces after a problem has happened.

4. Ask Questions: Encourage people to ask questions if they need clarification or more information. This includes giving permission to ask the same question again. There’s lots to take in when you’re new!

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