The document outlines characteristics and tasks of great managers. Great managers take pride in developing their employees, maintain optimism even during setbacks, do not overpromise, and leave situations improved. They accept responsibility for mistakes, give praise to recognize good work, help employees envision career growth, solicit feedback from employees and customers, judge employees based on merit alone, leverage strengths rather than weaknesses, empower employees to be productive, and work to make their own roles unnecessary by developing others.
The document outlines characteristics and tasks of great managers. Great managers take pride in developing their employees, maintain optimism even during setbacks, do not overpromise, and leave situations improved. They accept responsibility for mistakes, give praise to recognize good work, help employees envision career growth, solicit feedback from employees and customers, judge employees based on merit alone, leverage strengths rather than weaknesses, empower employees to be productive, and work to make their own roles unnecessary by developing others.
Ainsi un Schéma DRH partagé avec le Top Management et décliné Top-Down permettra
d’adapter les emplois et les compétences aux enjeux de l’entreprise et facilitera la mise
en oeuvre du Portefeuille des Projets RH qui n’est qu’un ensemble de plans d’actions RH
qui visent a réaliser l’avantage concurrentiel de l’entreprise dans son environnement.
Ainsi un Schéma DRH partagé avec le Top Management et décliné Top-Down permettra
d’adapter les emplois et les compétences aux enjeux de l’entreprise et facilitera la mise
en oeuvre du Portefeuille des Projets RH qui n’est qu’un ensemble de plans d’actions RH
qui visent a réaliser l’avantage concurrentiel de l’entreprise dans son environnement.
