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Whether you’re the platoon commander of an Army Infantry Patrol, or the Director of HumanResources, you’re still a leader. If you micromanage, you’ll have employees that wait for instructions every step of the way and will not use their own resources. This is a fine line to walk as a leader.
People analytics, also known as “talent analytics,” “human analytics,” and “humanresource analytics,” is defined as the use of individualized data about people to help organizations make well-informed decisions about talent acquisition. OSHA Risks.
Micromanagement gets most of the attention, but under-management may be just as big a problem. And I well remember one of my own company’s HumanResource VP’s exclaiming in frustration, “The trouble with our managers is that too often they just don’t manage!” Chalermphon Kumchai/EyeEm/Getty Images.
But consider the micromanager who asks you to document every step of your calculations so that he can be sure you got the right answer. Only leaders perceived as moderate in their ethical requests were effective in promoting positive employee behavior. That in turn hurt morale and left employees feeling mistrustful.
Employees who don’t trust their managers usually point to big-picture, obvious things: Their superiors skate the edges of ethical behavior, hide information, take credit for others’ hard work, or flat-out deceive people. To demonstrate positive assumptions, show that you reject micromanaging. And promote transparency.
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