Introduction

Most successful businesses incorporate a board of directors driven by the zeal to achieve business goals while improving revenues and productivity. Regardless of its size, the business structures are organized in a core objective perspective by incorporating all the essential components in operation. The human resources department plays a significant role in ensuring the business succeeds. The task associated with this department includes maximizing employees’ productivity. The department is also tasked with ensuring the company is protected from any challenges that may arise in the future.  Through performance management in the organization, there is a mutual responsibility to achieve the business’s strategic goals by ensuring a continuous process of communication between employees and their directors. The feedback and leadership style helps inspire the employees, strengthening their confidence, illustrating the required skills in the development of the business while facilitating support from their supervisors.

The success of an organization’s intended future direction can be linked to the increasing understanding of the HR practitioners in managing human resources (Suwarsi, Sule, Sule, & Helmi, 2014). This aspect has motivated business partnerships to acquire the required strategies and information regarding human resource management. The social resource director and the manager are but a few individuals in the organization’s hierarchy of the human resource management department’s structure and roles. All the other branches and departments of an organization must undertake their job responsibilities according to their competencies, educational qualifications, and abilities.

In establishing the company’s Human Resource goals, the board of directors hires the Human Resource director and the manager. The HR directors have the overall responsibility of ensuring the operations are profitable, and the organizational tasks are undertaken smoothly. They supervise and provide consultation to the management on strategic goals while ensuring its culture is maintained. While the human resource directors are hired as a creative force that establishes the company’s human resource goals, the manager concentrates on a specific branch of human resources such as recruiting new staff and ensuring they have the creativity and talents that are demanded by the market (Suwarsi, Sule, Sule, . & Helmi, 2014). The two offices opt to work united to ensure that all the organizational goals are successfully achieved. 

 Feedback and coaching are significant considerations in determining an organization‘s success (Kochanowski, Seifert & Yukl, 2009). I am currently employed at the Speaker Bureau Limited, which is a government ministry. As the Director of Human Resources, my core competencies are staffing, compensating, training, effective communication, and choosing a suitable organizational design. Another significant obligation is in selecting new talents who will improve operational efficiency and revenue growth, thus sustaining the market base.

Due to the excessive workloads in the HR department, the board of directors of the government ministry suggested hiring a Human resource manager. This individual would have the expertise of an HR generalist and also possess general management and business skills. As the head of the Human resource during that time, it was my responsibility to organize an efficient hiring candidate. During the hiring process, my target was to employ an enthusiastic individual. My suggestion to the company leadership was to limit the ages of an application to acquire a recent graduate. I focused on this perspective because of the rapid changes in technology, which has resulted in new advanced ways of approaching Human Resource management.

The new manager concentrates on specific initiatives that we have agreed she would be leading, and they are crucial in the organization’s operations. as the human resource director, I expect the new manager to report directly to my office. Like our objectives had targeted during the recruitment process, the chosen individual has good knowledge, skills, and updated techniques. To my surprise, the new employee blended very well with our systems, and other employees are fond of her. At the beginning of the initiative, she was very excited and interested in all the organization’s ambitions. Lately, I noticed that she lost her focus unless I regularly prompt her; she is no longer engaged and productive with work as she had been before.

When analyzing the performance problem, I figured several significant questions in defining the critical issue at hand: what are the consequences to the manager if the poor performance prolongs? How does her performance affect the other employees? Does she understand what is required of her? What is she doing wrong? Is the challenge worth being addressed? What specific behaviour do I need from the manager?   

According to my perspective, I perceived that the manager’s performance issues could occur due to underutilization of the skills, boredom as a result of wrong roles, ineffective supervision, and low motivation and engagement. To come up with a practical solution, I have to listen and consider valid excuses. In solving the performance issue, I conveyed the matter to the manager by telling her my observation and expectations. After analyzing the issue, I had the following remarks for her:

“I’ve noticed that the time-management and your performance at the start of the employment were interesting and pretty. I appreciate the fact that you accepted to sacrifice most of your energy and dedicated extra hours to help the organization. Such contributions were beneficial in boosting the profitability of the company. Recently I have noticed that you have lost your focus on the organizational functions towards the achievement of our goals. How are you managing the company’s initiatives? Is there any assistance I can offer to help?”  

In the 21st-century business environment being a director has proved to be hectic. Several organizations require the manager to organize the employees by adopting several roles of becoming a leader, motivator and mentor at the same time. All these perspectives have been articulated by the ability to coach and provide constructive feedback to the whole workforce. Sometimes it becomes a challenge to provide constructive feedback because some employees find it difficult to differentiate the differences between criticism and healthy feedback. In instances when the managers deliver their criticism negatively, the existence of an effective professional might be affected. 

Conclusion

For the feedback to be beneficial, the director should state the observations professionally, complement the issues of betterment, understand individual concerns, and convey constructive feedback in a respectful tone. When managers do not provide feedback, they usually miss crucial aspects to engage most of their employees. In other instances, some employees who fail to receive coaching and feedback become actively disengaged from the company’s goals. For the feedback and coaching to be effective, the employee should ensure a notable change in her performance. 

References

Kochanowski, S., Seifert, C., & Yukl, G. (2009). Using Coaching to Enhance the Effects of Behavioral Feedback to Managers. Journal Of Leadership & Organizational Studies, 17(4), 363-369. DOI: 10.1177/1548051809352663 

Suwarsi, S., Sule, E., Sule, E., ., H., & Helmi, A. (2014). Implementation of Competency-Based Human Resource and Knowledge Management to Organizational Culture and Organizational Performance Implication. International Journal Of Human Resource Studies, 4(3), 255. DOI: 10.5296/hrs.v4i3.5987