Presentation by Dr TV Rao (Founder National President - National HRD Network and Chairman - TV Rao Learning System) on 'HR Managers Who make a Difference' on 8th August 2014.

1. T V R L S
HR Managers who Make a
Difference
NHRDN 75th Webinar
By Prof. T. V. Rao

2. T V R L S
4 Types -Type 1 Managers: Doers
• Doers: Those who get things
done. They are not
extraordinary, they are
necessary in the workplace.
• They do routine jobs & take life
as it comes, work hard to
sustain their jobs and progress
at a normal rate in the
organization.
• Without them the company
may not be able to run.
• However, if they leave, another
manager will fill their position.

3. T V R L S
Type 2 Managers: Achievers
• These managers do more than
what they are required to. Many
of them are outstanding.
• They work hard and get things
done fast. Noticed in the
corporation and considered as
assets.
• Have career ambitions but do not
have a mission or purpose in life
beyond that.
• Willing to move to any company
for a higher salary or use their
competencies better.
• They are career managers. If luck
favours become CEOs at a
relatively young age

4. T V R L S
Type 3 Managers: Visionaries and
Leaders
• They are restless, creative, and
think big.
• Have long-term goals & want to
make an impact on the
organization.
• Largely driven by creation of
wealth for themselves and others
around them.
• They make a lasting mark on
society.
• They are found in various fields—
government, social services,
industry, trade, and commerce.
• They are often entrepreneurs,
empire builders & Institution
Builders

5. T V R L S
Type 4 Managers: Missionaries
• These managers are mission
driven.
• Their goals are not personal
but more social and
community related.
• Highly driven by their goals,
and there is an element of
sacrifice involved in what they
do.
• Type 3 managers may also
qualify to be in this category
the moment they focus single-
mindedly on social objectives
rather than empire building.

6. T V R L S
How to make a difference
• First, the bigger your vision and the more
value-led you are the higher level you will be
• Second, managers who make a difference
exhibit certain qualities that can be emulated
and developed. Their thought processes,
outlook, values, and motives can all be
acquired.
• Managers are not born, they can be made and
each one of us has the capacity to extend
ourselves to make a difference to others -
Positively

7. T V R L S
People Developers who Made a
difference

8. T V R L S
How about some of these?

9. T V R L S
Qualities managers should cultivate
1. Versatility: Knowing and performing various roles and activities
effectively
2. High sense of efficacy or positive self-image
3. The ability to recognize that success or failure - from their actions
through hard work and perseverance (internality)
4. Being Value driven and highly ethical
5. Good team workers, collaborative by nature.
6. Engage with their colleagues and are trusted and respected by them
(interpersonal engagement)
7. Strong and credible communicators with good networking skills
8. Good delegators who manage time and talent efficiently
9. Proactive, change oriented, and problem solvers (creativity)
10. Possess a powerful combination of motives and exhibit appropriate
leadership styles and skills

10. T V R L S
Versatility
Clearly, managers have to be agile and versatile—
their job demands them to multi-task effectively.
Given that their hectic schedules leave them with
very little time—only about 2,000 hours a year—
all their actions need to be focussed. Careful
planning and time management are of the
essence.
• Have a clear vision of your outcome
• Create positive pressure to keep yourself inspired
• Never set a goal without attaching a timeline to it

11. T V R L S
Sense of Efficacy
• Persons with high efficacy tend to rely on their
own strengths to solve problems, use more
purposeful behaviour, are active and interactive
with people and the environment, persist in
solving problems, show growth orientation, show
attitudinal commitment, are positive in their
approach and are satisfied with their jobs and
role in the organization.
• Each of these qualities are rooted in a manager’s
sense of efficacy or the self-image he carries with
him.

12. T V R L S
Internality
• All effective managers need to be internal-
minded—they need to believe that their ability
and hard work leads to success.
• Internals are more likely to be hard-working,
persistent, and open to learning and these are
the three fundamental qualities of all good
managers.
• Transformational managers and global leaders,
however, possess qualities that transcend these,
including being great teachers, strong ideas
people, team builders, and communicators.

13. T V R L S
Values
• Values as we have seen are central to the way we operate at
work.
• They help us determine the kind of work we should be
doing and
• to manage our team, their talents, and expectations.
• Possessing larger values is vital, especially if we want to
climb higher in the managerial world and be visionaries or
missionaries.
• Moreover, organizations need values, for they create the
culture of the company.
• As a manager it is our role not just to be values driven
ourselves but also to inculcate values amongst those we
work with and work towards the values of our organization.
.

14. T V R L S
Creativity
In the world of work, creativity refers to how
fluently a manager solves problems.
Their fortunes rest on their ability to capitalize
on this and convince the world about it.
Visionary and missionary managers are able to
inspire and lead their teams into uncharted
territory as we have seen in the examples of
Sam Pitroda and others.

15. T V R L S
Interpersonal skills
• Our interpersonal skills are vital to our role as a manager.
• As a boss we have to learn to get the most out of our
employees and we can do so by empowering them,
respecting their opinions and listening to them.
• The way in which we frame questions, give and receive
feedback, critique and praise is central to this enterprise.
• Trust is also another key element—the more we trust, and the
more we can be trusted, the better our relationships will be and
the more we can get out of our employees and juniors.

16. T V R L S
Team work
Teams are the building blocks of any organization and one of the
primary functions of an effective manager is to create teams that
are collaborative and work harmoniously. Such teams listen to
each other and work consensually and are conscious and
content in being part of a team. But the most visionary and
missionary managers don’t just build a good team, they also
work towards integrating themselves and their team into the
larger organization, and eventually into society at large.

17. T V R L S
Time and Talent
To be an effective manager you need to manage the two most
essential commodities in your working life: time and talent. In this
chapter we’ve discussed the value and cost of time and given you
tools with which you can assess the way you use your time at
work. The key to time management is to allow yourself to use your
competencies and to delegate those tasks that others can do at
a lower cost. In today’s working environment, humans are the most
precious resource and their competencies thus need to be
properly utilized. The more one develops one’s competencies, the
more one creates intellectual capital and an effective manager is
one who manages his time and competencies while growing his
intellectual capital.

18. T V R L S
Communications and Networking
Leadership is the art and science of influencing others to do things
you want done and leave them with a feeling that they have done
what they wanted to do. Communication and networking are the
main tools through which managers and leaders influence the
world around them. Unless a manager communicates his vision,
values, expectations, the people who work with him may lack
direction and commitment. It is also essential for managers to
advertise their abilities and achievements. The key to effective
communication is not how much we communicate but how credibly we do so.
Moreover, as we climb up the four rungs of
managers our communications become more values- and vision
led. Visionary and missionary leaders use stories to connect and
inspire others and through these they communicate the missions
and goals of their organizations or society at large.

19. T V R L S
Leadership
The way we lead and motivate people is the key to our effectiveness,
particularly as we go higher up in management levels. Not only
do we have to be good team builders and possess strong
interpersonal skills, but we also need to create strong managers
and leaders for the future. The three principal leadership styles—
benevolent, authoritarian, and self-dispensing—all need to be
used depending on the situation and the employee. However, it
is worth remembering that the visionary and missionary manager
will always aim to be a self-dispensing leader, for the true aim of
leadership is to create future leaders.

20. T V R L S
Finally
• Ultimately, your role as a manager is
connected to the way you are as a person.
• A good manager will have lived his life fully,
actively and served others and left something
for the rest of the world.
• This is what we should all aim for.

21. T V R L S
Key Roles of HR managers
• Business Manager
• Intellectual capital Builder
• Talent manager
• Integrator of all Functions
• Happiness Provider

22. T V R L S

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24. T V R L S
Thank you