This document outlines a one-day training program for non-HR managers, focusing on essential HR management skills and their impact on organizational performance. It emphasizes the interplay between human resources and effective people management, detailing core HR functions, recruitment challenges, and employee development responsibilities. The training also highlights the critical role of line managers as HR business partners and provides insights into workforce planning, recruitment processes, and performance management strategies.

1. 1
Human Resources (HR)
Management For Non HR
Managers

2. Equipping ASL Non HR and Line
Managers with People Management
Skills Required for Optimal Corporate
Productivity and Sustainable
Performance
2

3. Module 1: Setting the Learning Context
3

4. Programme Objective
At the end of this 1 day session. You will be able to;
1. Describe how Human Resource Management and People
Management interplay impacts on overall Management
effectiveness and achievement of organizational goals.
2. State why they must have at least a basic ―hands on
knowledge‖ of Human Resources Management in order to
manage their people for effective performance
3. Explain what the key Human Resources Management functions
are and how they impact Line Management of the people
4. Identify the key HR processes critical to effective Line
Management and how to manage these processes
5. Clearly differentiate between the specific role of the HR’s and
line manager in people management
6. Relate the critical role of Employee Policy to the process of
effective people management
4

5. The Human and Professional Ladder of Learning
Unconscious
Incompetence
The State of
Blissful
Ignorance
Conscious
Incompetence
The State of
Enlightened
Ignorance
Conscious
Competence
The State of
enlightened
Awareness
Unconscious
Competence
The State of
Blissful
Enlightenment
5

6. What is a Management
• Management is the efficient, effective and economic use of
resources to achieve results with and through the efforts of other
people.
• From a Balanced Scorecard Strategy Point of View, there are 4
critical Areas of Results every Management will primarily focus
on.
People
Internal
Processes
Financial
Customers
6

7. Your People Are Your Strategic
Advantage: Don’t Mess with them!
―There are only three measurements that tell you nearly
everything you need to know about your organization’s
overall performance: employee engagement, customer
satisfaction, and cash flow.
It goes without saying that no company, small or large,
can win over the long run without energized employees
who believe in the mission and understand how to
achieve it.‖ – Jack Welch, former CEO of GE
7

8. Line and People Management
• Who is a Line Manager?
A manager who is authorized to direct the work of
subordinates and is responsible for accomplishing the
organization’s tasks.
• The tasks of a manager are essentially people-oriented.
Unless there is some understanding of people,
management will be unsuccessful.
• Poor people management is an important contributor to
project failure.
• ―The way your employees feel is the way your customers
will feel. And if your employees don’t feel valued, neither
will your customers.‖ Sybil F. Stershic, Taking Care of the
People Who Matter Most: A Guide to Employee- 8

9. Manage People
Manage Projects &
Change
Manage Your
Technical Area
Manage Self
Manage Financial
Resources
The Five Must Have Key Competencies of a Manager
9

10. Module 2: Introduction to HR, People and
Line Management
10

11. What is HR Management?
• HR Management is the systematic application of specialized,
scientific principles and approach in the effective management
of people in the organization covering the life-cycle process of
planning for and managing their;
Workforce
Planning &
Recruitment
Induction &
Onboarding
Professional
Development
Professional
Progression
Motivation &
Reward
Performance
Optimization
Administrative
Needs
Exit From The
Organization
Competency
Development
11

12. The 3 Broad Employee Life Cycle Phases
Recruitment Development Management
• Workforce Planning
• Recruitment
• Orientation
• Onboarding
• Induction
• Competency
Development
• Professional
Development
• Successor
Development
• Career Progression
• Performance
Management.
Motivation and
Reward
• Administration
• Exit Management12

13. The Line Managers are HR Business Partners
• While the HR department is responsible for providing specialist and
technical support in terms of the system; consisting of the
processes, procedures. policies and training on Human Resource
Management, the Line Management has the responsibility for
execution of this system.
• The HR department is the originator and custodian of the Human
Resources Management system while the executor in chief is the
Line Management
• Therefore The Line Management in leading 21st century
organizations has the primary responsibility for People Management
as Line Managers are the most proximate representation of senior
management at the line with the people.
• They have become HR Business Partners in the frontline and shop
floors of the organization
13

14. What is People Management?
• It involves skillful handling of the following cycle of critical
factors of PEOPLE MANAGEMENT required for achieving
optimal organizational objectives.
Employee
Administration
Discipline
Consequence
Management
Employee
Engagement
Employee
Development
Employee
Productivity and
Motivation
Employee
Progression
Employee
Disengagement
• Manpower Forecasting
Planning
• Recruitment
• Induction
• Competency
Gap
Identification
• Training(Class &
(OTJ)
• Coaching &
Counseling
• Performance Management
and Improvement
• Rewards and Recognition
• Succession Planning
• Career Mentoring
• Exit Counseling
• Employment Reviews
14

15. WORKFORCE PLANNING, HIRING, ORIENTATION,
INDUCTION AND ONBOARDING
Module 3:Employee Recruitment
15

16. Some of the greatest Punch lines on Recruitment From the world’s Greatest
Business Leaders
• "The key for us, number one, has always been hiring very smart people."
Bill Gates
• "Hire people who are better than you are, then leave them to get on with it. Look for
people who will aim for the remarkable, who will not settle for the routine." "If each of us
hires people who are smaller than we are, we shall become a company of dwarfs. But if
each of us hires people who are bigger than we are, we shall become a company of
giants."
David Ogilvy
• "When I find an employee who turns out to be wrong for a job, I feel it is my fault
because I made the decision to hire him."
Akio Morita
• "Somebody once said that in looking for people to hire, you look for three qualities:
integrity, intelligence, and energy. And if you don't have the first, the other two will kill
you. You think about it; it's true. If you hire somebody without [integrity], you really want
them to be dumb and lazy."
Warren Buffet
• "The secret of my success is that we have gone to exceptional lengths to hire the best
people in the world.""You need to have a collaborative hiring process."
Steve Jobs 16

17. Recruitment
• The responsibility for getting it right in workforce planning and recruitment lies
with the Human Resources Function as the custodian and administrator of the
process.
• The Human Resources Function provides the technical support as facilitators
of the process and the priests of its scared requirements .
• The Accountability for hiring the right persons lies with the line management
who are the greatest beneficiaries of a hit or mishit in the hiring process,
• The impact of hiring a PURE (Previously Unidentified Recruitment Error) staff
is greatly felt by the line and the organization.
• A line Manager should therefore be actively involved in the recruitment of the
workforce it requires to achieve management objective for which it will be held
accountable.
• The Boston Consulting Group found that recruiting ranked No. 1 among 22
different HR functions as having the highest impact on revenue and profit
margins.
17

18. The Cost of Recruitment Errors
• The Harvard Business Review revealed that as much as 80% of employee
turnover is due to bad hiring decisions.
• the Labor Department estimates it can cost on average one-third of a new
hire’s annual salary to replace him or her and that those costs increase the
higher up in the organization the turnover occurs. In some cases, it can total in
the millions of dollars if that person is the CEO
• Statistics say that if you made a mistake in hiring and you recognize and rectify
the mistake within six months, the cost of replacing that employee is even
going to cost you two and one-half times the person’s salary
• According to a study by the Society for Human Resources Management
(SHRM), it could cost up to five times a bad hire’s annual salary. SHRM also
found that the higher the person’s position and the longer they remain in that
position, the more it will cost to replace him or her.
• No story captures the impact of hiring the wrong person than the hiring of John
Sculley from Pepsi by the late Steve Jobs as his CEO in 1983 with the famous
wooing words‖ Do you want to spend the rest of your life selling sugared water
or do you want a chance to change the world‖. Sculley infamously fired Steve
Jobs from Apple in 1985 and when he was fired in May 1993, Apple had $2
billion in cash and $200 million in debt.
18

19. Recruitment
Business Planning
• Workforce
Planning( Collating
all workforce
forecasts
• Analyzing the
impact on the org
• Developing a
workforce plan
Talent
Requisitioning
• Conduct Job
Analysis &
• Documentation of
the JD
• Job Advertisement
(Internal &
External
• Talent Sourcing
Talent Selection
• Coordinate all the
shortlisting agaisnt
profile
• Coordinate all
aptitude and
psychometric tests
• Facilitates all
competency based
interviews
Talent Hiring
• Negotiations
• Offer of
employment
• Pre-Resumption
communication
with new Hire
• Drives the,
orientation,
onboarding and
induction process
HR
Business Planning
• Workforce
Forecasting (How
many & what
people are needed
to meet goals
• When do I need
them & how much
will they cost ?
Talent
Requisitioning
• Job Profiling
• Job Performance
and Person
specification
• Formal
Recruitment
Requisitioning
Talent Selection
• Final Shortlisting
• Lead Competency
based Interviews
and assessments
• Lead role in the
selection of final
candidates to be
hired
Talent Hiring
• Pre- Resumption
communication
with New Hire to
kick start their
induction and
onboarding
process
• Active role in the
induction and
onboarding of staff
Line
19

20. Workforce Planning and Recruitment- Reality Project Exercise
• You have been given the opportunity to nominate from the following list below,
people who can kick start a project called New Nigeria with the aim of making
Nigeria a corruption free, secured, well governed, technologically advanced
and economically buoyant nation. Choose 6 people in your group (with very
strong reasons) from the list below that you will choose to be a part of this
project
1. A Soldier
2. A Policewoman
3. A Politician
4. A University Professor
5. A Public Servant
6. A HR manager
7. A Company Board Chairman/CEO
8. A Judge
9. A banker
10. A lawyer
11. A doctor
12. A journalist
13. An Economist
14. A pregnant Woman
15. A Cleric( Moslem/Christian)
16. An Engineer
20

21. COMPETENCY, PROFESSIONAL AND SUCCESSOR
DEVELOPMENT
Module 4: Employee Development
21

22. Great Punch liners from World’s greatest Leaders on Employee
Development
• ―My main job was developing talent. I was a gardener providing water and other
nourishment to our top 750 people. Of course, I had to pull out some weeds, too.”
— Jack Welch
• ―If you wish to plan for a year sow seeds. If you wish to plan for ten
years plant trees. If you wish to plan for a lifetime develop people”… Kuan Chung
Tzu
• All that is valuable in human society depends upon the opportunity for
development accorded the individual. Albert Einstein
• "Tell me and I forget; teach me and I may remember; involve me and I will learn.
“Not having heard something is not as good as having heard it; having heard it is
not as good as having seen it; having seen it is not as good as knowing it;
knowing it is not as good as putting it into practice.” Chinese Confucian
philosopher Xunzi (312-230 BC)
• ―Give me six hours to chop down a tree and I will spend the first four sharpening
the axe.” Abraham Lincoln
• ―Someone's sitting in the shade today because someone planted a tree a long
time ago.” Warren Buffett
22

23. Development
• The responsibility for each employee’s personal development is the employee’s
• The responsibility for providing the employee with opportunities for professional and
career development is that of the HR function
• The responsibility and accountability for the professional development of the
employee and job successor is the Line Manager’s
• In a study by global staffing firm Randstad, 73% of employers said fostering
employee development is important, but only 49% of employees said leadership is
adhering to this practice.
• A 2012 Deloitte survey, Talent 2020, found that when employees were asked to
indicate the top factors that would cause them to look for new employment over the
next 12 months, lack of career progress topped the list, whereas lack of challenge
in the job came in at No. 5, suggesting the need for career development plans.
23

24. Development
Competency
• The Line defines technical
specific competencies
required for effective
performance on each job
• Identifies competency gaps
and the interventions to
address them in staff
• Deploys OJT, coaching 7
other approaches to
address gaps
Professional
• Identify professional
development
opportunities for
employees
• Provides Professional
mentoring and coaching
where necessary
Successor/Leadership
• Defines key
competencies and
performance
requirements for
MISSION CRITICAL
POSITIONS (MCPs)
• Identifies successor
candidates for (MCPs)
• Grooms employees for
MCPs
Line
Competency
• Provides competency
framework and system
• Facilitates the process of
employee Competency
Assessment
• Conducts with the support
of the line Learning
development needs
analysis
• Creates a development
plan
Professional
• Provide a professional
development process &
platform for employees
• Provides advisory
services to the Line on
development
opportunities
• Facilitates the execution
of professional
development
interventions
Successor/Leadership
• Provides process, and
tools for successor
development
• Provides specialist
advisory services
• Coordinates and
facilitates all successor
and leadership
development
interventions
HR
24

25. Development Syndicate Exercise
Stone Fisher is a hardworking and high flying staff in the organization. He has been in the
supervisory role for the past 5 years and he is due to be made manager having met the
performance requirements for promotion to the position of a manager. But the following gaps were
identified in his last performance appraisal.
25
1. Inability to finish tasks within
deadline
2. Struggle with managing multiple
schedules and deliverables
3. He is always breaking down due to
severe work load and pressure despite
having a full compliment of team
members
Kindly advise the management if Stone Fisher should be promoted to a Manager. If
development programs will be recommended for him, review the list below and
identify the most appropriate programs that addresses his gaps and kindly
recommend the 2 most cost effective ones with reasons:
Time Management and Personal Effectiveness, Project Management, Interpersonal skills,
Relationship Management, Finance for Non Finance, Project Management, Delegation
Skills, Habits of Highly effective People, Senior Management Programme or MBA,
Business Report writing
4. The quality of information and reports he
sends to his manager is sub-optimal
5. You have received complaints from customers
who may not be too comfortable with him as
their account manager
6. His projects are always running over costs
and he typically has problems funding his
projects having not done a proper financial
forecast

26. CAREER PROGRESSION, PERFORMANCE AND
REWARD, ADMINISTRATION AND EXIT
Module 5: Employee Management
26

27. • "If you pick the right people and give them the opportunity to spread their wings and put
compensation as a carrier behind it, you almost don't have to manage them." Jack
Welch
• "If you pay peanuts, you get monkeys. "Chinese Proverb
• “Big jobs usually go to the men who prove their ability to outgrow small ones.” — Ralph Waldo
Emerson
• ―Don't mistake activity with achievement.‖― John Wooden
• "Performance, and performance alone, dictates the predator in any food chain."SEAL
Team saying
• A man going nowhere normally gets there –Unknown
• ―Appreciate everything your associates do for the business. Nothing else can quite
substitute for a few well-chosen, well-timed, sincere words of praise. They’re absolutely
free and worth a fortune.‖ – Sam Walton
• ―Always treat your employees exactly as you want them to treat your best customers.” –
Stephen R. Covey 27

28. Management
The Laws of dependent outcome
• Whatever cannot be defined cannot be measured.
– Whatever cannot be measured cannot be managed
• Whatever cannot be managed cannot be improved
– Whatever cannot be improved cannot be rewarded
» Whatever cannot be rewarded cannot be progressed
• The Line Manager has the primary responsibility for managing the
performance and career progression of their reports
• The Human Resources function will provide the system, process, platform,
guidelines and policies for the management of the career, performance,
motivation, reward, discipline and engagement of the employee
28

29. Management
Career Progression
• Define system,
process, policies,
guidelines for
managing career
• Develop and
manages clear
career path and
ladder
• Provides
professional career
counseling
Performance and
Reward
Administration
• Define , reviews &
communicates
Policies
• Administer
benefit s and
services
• Interpret and
Administer Policy
implementation
• Maintains
industrial harmony
Exit
• Define and
develop system,
process, policies,
guidelines for
managing
employee exit (pre
and post)
• Coordinates exit
interviews and
counseling
HR
Career Progression
• Provide
professional and
technical career
counseling and
mentoring to staff
• Supervises
employees career
planning and
development
Performance &
Reward
• Allocate work and
determines the
acceptable level of
performance
• Sets SMART goals
• Monitors, track,
evaluate and report
performance in ranks
and grades
• Manages line
motivation
• Define and develop
system, process,
policies, guidelines
for managing
performance and
reward
• Manages the
performance and
reward systems
Administration
• Oversees discipline
and consequence
management e.g
issuing queries
• Oversees line
policy
implementation
• Manages conflicts
in line with policy
• Administers
rewards
Exit
• Reviews
employability
• Conducts exit
interviews
Line
29

30. Dr.Olayiwola Oladapo 30
« Dr Olayiwola Oladapo is a Nigerian Organizational
Development, Human Resources, International Development
Professional and Public Policy Professional with over 18 years
of deep cross sector and industry experience spanning the
corporate and public sectors of the Nigerian Economy.
« Dr Oladapo breadth of management and consulting
experience cut across the key sectors and critical drivers of the
Nigerian traversing over 40 different market leaders in the
Nigerian business landscape and international development
agencies like DFID and the EU.
« He is a National Resource for international and Nigerian
development institutes serving as a faculty for the United State
Human Resource Certification Institute (HRCI) network in
Nigeria, Nigerian Chartered Institute of Personnel Management
(CIPM) and Administrative Staff College of Nigeria(ASCON).
He is also a West African appointed mentoring resource for the
Obama’s Administration Young African Leadership Initiative(
YALI) program graduates
« Dr Oladapo is the author of the ground breaking and
paradigm redefining book; ―Sweat Your Assets” and the
Managing Partner of Sweat Your Asset Derivative Limited.
He lives in Lagos , South West Nigeria
Contact Details
• olayi72@gmail.com
• droladapo@sweatyour
assets.com
• https://about.me/Drola
yiwolaOladapo
• Tweeter handle
@Drolayioladapo