The (In)experience of Youth

I met with my friend Andy last week for a few drinks.  (If you’ve forgotten who Andy is, he’s the competent  HRM who’s very enthusiastic and ambitious).

During our conversation Andy expressed his frustration with the capability of managers he’s working with.   He boldly made the statement:

“I’ve decided that I’m just going to manage all the formal meetings myself.  It’s just going to be easier that way.  And then I can guarantee that there won’t be any mistakes, no breach of process”.

As he made this bold declaration, I smiled to myself.  It wasn’t the first time, nor will it be the last time, that I’ll hear such ideas from a youthful HRM.  I remember thinking something similar myself, many  years ago.

But although we (the HR professional) might “do it better” than a manager, is this the approach we should take?

Aside from the usual arguments (eg “it’s the manager’s role”), my view is that it’s our role to support, advise and coach managers so that they are able to competently hold formal meetings.   There’s more than one way to do this, and often it’s influenced by the depth of “planned” training & development in an organisation for managers.

In the NHS we often have to rely on informal forms of development to upskill managers in holding formal meetings.  Whilst it may take time and energy upfront, the benefit comes downstream.

So whilst Andy is right in one sense, it’s not an approach  I’d encourage a determined and enthusiastic HRM to take.

For me, there’s a sense of achievement when a manager who lacks confidence has been nurtured by an HRM  into one that’s happy to lead the conversation in a formal meeting.   But it’s more than that, we should see it as part of our moral duty and our legacy.

Advertisement