Good Business Managers Are Also Good HR Managers
November 17, 2015 Leave a comment
In todays fast paced life it’s easy to dismiss anything that is older that a few months or years… especially from 1988. But, I’ve enjoyed reading and thinking about a summary of a 4-year long study that was published in 1988 called “A Descriptive Model of Managerial Effectiveness” by Fred Luthans, Dianne H. B. Welsh, and Lewis A. Taylor III.
I’m not surprised that in 1988, studies showed that HR activities and soft-skills were given low importance. However, I’m happy to say that Luthans, Welsh, and Taylor III decided to measure how much ‘time’ the managers spent on these low-priority human resource activities. By doing this Luthans, Welsh, and Taylor III identify soft-skill tasks such as socializing/politicking, training and development, staffing (hiring), managing conflict, and motivating/reinforcing employees surprisingly represented over 30% of a managers’ efforts back in the 80’s.
Stepping forward to present time, we now know that soft-skills are critical to performance and employee engagement. Current, unrelated studies identify the top 5 leadership qualities can easily be considered soft-skills (assuming technical skill pre-exists). In fact, this slide from one of my leadership training programs demonstrates that of the top 10 qualities, almost all of the most important qualities of great leaders are soft-skills.
I bet that back in the late 80’s the finding of 30% of a managers’ efforts were HR related surprised many people. Unfortunately, I bet that is still a surprised to many leaders / managers… even though I believe that today this number is actually higher than 30%.
My theory is supported by the many leadership scholars including the late Peter Drucker (who continues to be one of the most influential leaders in management philosophy and effectiveness), who clearly identified soft-skills as critical characteristics of top leaders. Also, I think it’s higher because today all of the 4 generations in our workforce expect a more from our professional and personal lives.
Back in the mid-80’s the study authors Luthans, Welsh, and Taylor III were pioneers. As with all great ideas the challenge lies in the adoption… or lack of. In the case of embracing soft-skills, adoption has been slow.
Back in the 80’s and 90’s while the Baby Boomers were the largest population in the workforce, soft-skills were not seen to be important – largely because it was easy to anticipate how each other would react and/or wanted. Why? Because in part, even though consumerism was growing rapidly, options were limited. Today that has changed. Organizations have to consider a global economy and a global workforce who are both highly educated and have skills are easily transferable by industry AND geography.
So, great leaders of today use their learned technical skill as well as their learned soft-skills to engage, motivate and retain talent from all four generations in the workspace. Not only do they need to be good technical experts, they also need to be good HR managers.
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