人力资源岗位职责分析

ManagingUpward JacinthaPeeris Author Contributor DiannaMagnani 2 ManagingUpward Agenda UnderstandingtheCTL sRoleKeySuccessFactorsTakingaProactiveApproachKeyTakeaways 3 ManagingUpward CTLvs VPRole TheCTL sjobistorunthecaseonaday to daybasis TheVP sjobistoguidetheoverallrelationshipwiththeclientandtostepinatcriticaltimestoensuretheclient ssuccess TopofanalyticpyramidOverallanswer implications assigningworkDay to dayclientissuesDay to dayPD TopofclientpyramidOverallanswer implicationsOverallcauseatclientExceptional upordown performanceissues CTLRole VPRole 4 ManagingUpward MutualDependence TherelationshipbetweenaVPandaCTLisoneofmutualdependence InformationAnalysis outputInsightsProactiveapproachtoworkCommitmentDependabilityTrust honesty andopencommunication FeedbackandcoachingInformationontheclientandtheindustryPrioritiesResourcesInfluencewithclientandwithinBainIncreasingresponsibilities challengingworkTrust honesty andopencommunication WhatYourSupervisorNeedsfromYou WhatYouNeedfromYourSupervisor 5 ManagingUpward MutualSuccess TheCTL ssuccesswilldependinpartonhis herVP ssuccess YourVPmustsucceedifyouaretosucceedYourVPwillwantyoutosucceed aslongasyouwanthim hertosucceed YourcurrentVPhasmoreinputintoyourcareerthananyoneelse morethanyoulastVP theseniormanagementofthefirm theclient andformerorcurrentteammembers 6 ManagingUpward CTLObjectives HelpYourVPWin MakeYourVPRedundant and AsaCTL yourobjectivesaretwofold 7 ManagingUpward Agenda UnderstandingtheCTL sRoleKeySuccessFactorsTakingaProactiveApproachKeyTakeaways 8 ManagingUpward KeySuccessFactors VPscitefourkeysuccessfactorsformanagingupward AssumefullresponsibilityfordrivingthevalueadditionprocessFindtherightrolefortheVPCollaboratewiththeVPtoimprovetheoutputCommunicateprogressandissuesinaclearandstructuredway 9 ManagingUpward DrivetheValueAddition 1of2 Thebestwayforacaseteamleadertocontrolacaseistodrivethevalueadditionprocess Idon texpectmyteamleaderstobeoutaheadofmeintermsofintellectualleadership yetIdowantthemtocontinuouslyidentifythebroadsetofissuestobeaddressedandexplicitlytesttheirimportance Thinkaboutthebigpicture IfIwritetheworkplan it sboundtobemorerobustandcovernon criticalpathissues becauseIwon tputthethoughtintofocusingit Developahypothesisandaworkplantotestit Don texpect orlet theVPdoit CaseteamleadersseemtothinkthatIhavealltheanswers I dlikethemtocometomeandtellmewhatshouldbedone Searchoutfeedbackfromthemanager VP butdrivetheprocessyourself CommentsfromVPs Strategies 10 ManagingUpward DrivetheValueAddition 2of2 Whengivenanassignment CTLsmistakenlytakeitasacommandment insteadofasking Howdoesitaddvalue or Whyarewedoingthis Filteroutbadideasandprioritizegoodones Caseteamleaderssay yes toeverything evenstupid creative ideas TheCTLneedstokeepinmindwhat spossible IfIaskfortoomuch he sheshouldbecreativeinprioritizingandredefiningworktogettotheanswerefficiently Don tknowinglyovercommit youareinabetterpositiontoassesswhatisdoable CommentsfromVPs Strategies 11 ManagingUpward FindtheRightRolefortheVP 1of2 Caseteamleadersontheedgeofpromotiontrytoohardtodemonstratetheydon tneedhelp Don ttrytodoalltheworkyourself CTLs drivenbypromotionangst over assumewhattheirjobis Theytrytomakeeveryoneredundant You llgetnocreditfortryingtobeaheroanddoingitallyourself findtherightwaystofullyinvolveyourbossonthemostimportantissues collaborationwilloptimizetheendproductforeveryone CommentsfromVPs Strategies Asthedriverofthevalueadditionprocess thecaseteamleaderisinagoodpositiontosuggestanappropriaterolefortheVP 12 ManagingUpward FindtheRightRolefortheVP 2of2 Definemyrole Youcan tdoeverythingyourself PartoftheCTLsjobistofigureouthowtogetmaximumeffectivenessoutoftheresourcestocrackthecase LeveragetheVP sexpertise CTLsconsistentlydon tconsiderhowtouseandleverageme particularlyinhandlingclientsandreviewingmaterial Imightnothelpwithdetailedanalysis butIknowtheoverallclientsituation CTLsdoworkplanswell butIcanaddvaluewiththeultimateoutputs whatwewanttheclienttodo CommentsfromVPs Strategies 13 ManagingUpward Collaborate Offerapointofviewbutbea sponge forcoaching Putforthyourperspective it simportantsinceyou vehadmoretimewiththedataandarepresumablyclosertotheissues butthenacceptinput Donotunfailinglydefendyourpointofview putitourthereandthencollaboratewithyourbosstooptimize Assumethatyourworkwillbeimproved ifitisn tyou renotcollaborating Beopentoideas Mychallengetoteamleadersandmanagersis putyourselfinyourVP sshoes thinkabouthowtohelpsolvetheirissues asyouwouldaclient s ToomanypeopleIingtomehavingthoughtaboutalternativeapproachestosupportingmyobjectivesortheclient sobjectives CommentsfromVPs Strategies PutyourselfinyourVP sshoes CaseteamleadersshouldworkwithVPstoimprovetheirteams output 14 ManagingUpward CommunicateProgressandIssues Ilikepeopletocomebackthedayafterameetingandplayback ThisiswhatIthinkyouwanted UpdateyourVPfrequently Managemyexpectationsthroughcommunications Ihatesurprises IfIgetnothingbutreassuringphonemails Iknowthingsaren tgoingwell CommentsfromVPs Strategies Behonestaboutdifficulties BykeepingtheVPinformed thecaseteamleadercanminimizethechancethattheVPwillstepinunexpectedly Iwanttoknowwhat sgoingonregularly particularlyonclientissues CTLsalwayssayeverythingisgoinggreat Iknownothingiseverperfect soIhavetorootaroundandfindproblems Please nosurprises 15 ManagingUpward Agenda UnderstandingtheCTL sRoleManagingUpwardKeySuccessFactorsTakingaProactiveApproachKeyTakeaways 16 ManagingUpward TakeResponsibility ParaphrasedfromTheServantasLeaderbyRobertGreenleaf ItislessdemandingtoactbasedonasetofrulesregardingwhatisexpectedthantoconsideryourresponseindividuallyItiseasiertocriticizeasystemthantoworktoimproveit Toomanypeopleareobsessedwithdissectingwhatiswrongratherthanwithseekingopportunitiestoimprovetheenvironmentaroundthemthroughtheirownthoughtsandactions TakeresponsibilityformanagingyourrelationshipwithyourVP 17 ManagingUpward AgreeUponHowtheVPShouldManageYou ReviewassignmentsanddeliverablesandVP sperformanceexpectationsForeachassignment assessyourDevelopmentLevelappraiseyourperformancetrajectoryagreeuponthemosteffectiveSituationLeadershipstyleformanagingyouestablishcheckpoints AgreewithyourVPabouthowhe sheshouldmanageyou WithyourVP 18 ManagingUpward AdjustBasedontheCircumstances YourVP sstyleThelengthandstrengthofyourrelationshipwithyourVPThenatureofthecaseTheurgencyofthesituation Adjustyourdegreeandstyleofupwardmanagementbasedonthefollowingfactors Whenindoubt proceedwithcautionandfocusonactingproductively 19 ManagingUpward Agenda UnderstandingtheCTL sRoleManagingUpwardKeySuccessFactorsTakingaProactiveApproachKeyTakeaways 20 ManagingUpward KeyTakeaways 1of2 TheCTL sjobistorunthecaseonaday to daybasis TheVP sjobistoguidetheoverallrelationshipwiththeclientandtostepinatcriticaltimestoensuretheclient ssuccess TherelationshipbetweenaCTLandaVPisoneofmutualdependence aCTL ssuccessdependsinpartontheVP ssuccess TheCTL sobjectivesaretohelptheVPwinandtomaketheVPredundant VPscite