Motivate employees rather than manage

Manage. This is a catch-all. In everyday language, we manage stress, managing a store and, in extreme cases, we manage a crisis. But what about a company’s staff? Can we manage employees? Not at all, if you believe the experts who were asked the question. However, it is possible to see the well-being of its employees … in managing programs.

“Managing an employee is utopian! We can frame it, help develop, reward, etc. Ultimately, one can manage talent, which is an extension of the work of human resources people. But we do not manage employee; it motivates. And that is the role of the manager, “says Genevieve Cloutier, associated with the Montreal firm of consulting actuaries Normandin Beaudry.

According to her, human resources team will manage absences, vacations, contracts in hiring, wages and other group insurance. But everything else, anything that makes an employee knows where he is going, why he was asked to do this rather than that, is rather the case managers.

Of course, they work closely with some members of the HR team who know talent management, leadership, or even recovery. The manager’s role is therefore essential, says Jacques Forest, Psychologist, CHRP and professor at UQAM.

“Often, people leave a job because of an immediate manager and not because of the organization,” says researcher at the Department of Organization and Human Resources ESG UQAM and specialist in organizational psychology.


But how managers, who obviously have broad back, do they do that? By following the basic rules are autonomy, competence and social affiliation, believes Jacques Forest.

“No matter the size of the company, decrease frustration and increase the satisfaction of these basic needs, he said. We need to provide the right tools. Not just for managers, but also to employees. It’s part of the theory of self-determination that existed for 40 years and is used around the world. »

Alain Gosselin, Professor in the management of the teaching of Human Resources Department at HEC Montreal, likes to draw a parallel between the manager and the “coach” of a sports team. “The coach has to learn to optimize the work of the people he supervises, he says. It must create a local leader link. It must be close to his world, but not too much, not to be considered a friend. The supervision must be sound. Over its expectations will be clearer, more results will be good.

That said, in order to move from theory to practice, Alain Gosselin argues for making sense of what employees are doing. “You have to share his project and not just ask someone to do a task. You have to be mobilized. If you want people to embark they are your partners, you must present your project them in concrete terms.

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