Learn practical strategies to effectively handle difficult managers and build better relationships.
Many HR professionals face challenges when dealing with managers who resist HR policies, create a hostile environment, or complicate the HR process by failing to cooperate in areas such as hiring, performance reviews, or employee relations. These managers may see HR as an obstacle rather than a partner, leading to a breakdown in communication and a negative impact on overall organizational effectiveness. Left unchecked, this resistance can result in lower employee engagement, compliance issues, and increased turnover, putting additional strain on HR departments.
This topic provides HR professionals with practical strategies to effectively handle difficult managers. It will cover key techniques for building better relationships between HR and management, fostering a collaborative culture, and addressing common manager behaviors that hinder HR processes. Participants will learn how to manage conflict, communicate the value of HR initiatives, and use influence to gain buy-in from resistant managers. This session is essential for HR professionals who want to improve their working relationships with management and ensure smoother implementation of HR policies throughout their organizations.
Learning Objectives
- You will be able to identify the types of difficult managers and the specific challenges they present.
- You will be able to explain the organizational impact of difficult managers on HR and overall performance.
- You will be able to discuss effective communication strategies to overcome resistance from managers.
- You will be able to recognize methods for building relationships and gaining buy-in from difficult managers.
Agenda
Introduction and Overview
- Goal: Set the Stage for Understanding the Issue and How It Impacts HR Operations and Overall Organizational Success
Identifying Difficult Manager Types
- Goal: Help HR Professionals Recognize the Different Types of Difficult Managers and How Each Type Presents Unique Challenges
The Impact of Difficult Managers on HR and the Organization
- Goal: Explain the Negative Consequences That Arise From Poor HR-Manager Relations
Communication Strategies to Overcome Resistance
- Goal: Provide Participants With Tools and Strategies for Improving Communication With Resistant Managers
Building Relationships and Gaining Buy-in
- Goal: Show HR Professionals How to Develop Stronger Relationships With Managers to Foster Cooperation
Conflict Resolution and Problem Solving
- Goal: Equip HR Professionals With Methods to Resolve Conflicts and Find Workable Solutions With Managers Who Are Making Things Difficult
Closing Remarks and Next Steps
- Goal: Summarize the Webinar and Provide Actionable Steps for Participants to Take Back to Their Organizations
Speakers
William J. Rothwell, Ph.D., SPHR, SHRM-SCP, RODC, CPTD Fellow,
Rothwell & Associates, Inc.- President of Rothwell & Associates, Inc. (www.rothwellandassociates.com) and professor, Penn State University, University Park
- Practice emphasizes all aspects of talent management and succession planning
- Conducts regular seminars on talent management, succession planning, and organization development
- Wrote 127 books; Organization Development Interventions: Executing Effective Organizational Change (Routledge, 2021), Virtual Coaching to Improve Group Relationships (Routledge, 2021); Increasing Learning and Development’s Impact Through Accreditation (Palgrave, 2020); Adult Learning Basics, 2nd ed. (ATD Press, 2020); The Essential HR Guide for Small Businesses and StartUps (Society for Human Resource Management, 2020); Workforce Development: Guidelines for Community College Professionals (Rowman-Littlefield, 2020); Innovation Leadership (Routledge, 2018); Human Performance Improvement: Building Practitioner Competence, 3rd ed. (Routledge, 2018); Evaluating Organization Development: How to Ensure and Sustain the Successful Transformation (CRC Press, 2017); Marketing Organization Development Consulting: A How-To Guide for OD Consultants (CRC Press, 2017); Assessment and Diagnosis for Organization Development: Powerful Tools and Perspectives for the OD practitioner (CRC Press, 2017); Community College Leaders on Workforce Development (Rowman & Littlefield, 2017); Organization Development in Practice (ODNetwork, 2016); Mastering the Instructional Design Process (Wiley, 2016); Practicing Organization Development, 4th ed. (Wiley, 2015); Effective Succession Planning, 5th ed. (AMACOM, 2015); The Competency Toolkit, 2 vols., 2nd ed. (HRD Press, 2015); Beyond Training and Development, 3rd ed. (HRD Press, 2015); The Leader’s Daily Role in Talent Management (McGraw-Hill, 2015); Organization Development Fundamentals (ATD, 2015); Creating Engaged Employees (ATD, 2014); Becoming An Effective Mentoring Leader: Proven Strategies for Building Excellence in Your Organization (McGraw-Hill, 2013); Talent Management: A Step-by-Step Action-Oriented Approach Based on Best Practice (HRD Press, 2012); the edited three-volume Encyclopedia of Human Resource Management (Wiley/Pfeiffer, 2012); Lean But Agile: Rethink Workforce Planning and Gain a True Competitive Advantage (AMACOM, 2012); Invaluable Knowledge: Securing Your Company’s Technical Expertise-Recruiting and Retaining Top Talent, Transferring Technical Knowledge, Engaging High Performers (AMACOM, 2011); Competency-Based Training Basics (ASTD Press, 2010); Effective Succession Planning: Ensuring Leadership Continuity and Building Talent from Within, 4th ed. (AMACOM, 2010); Practicing Organization Development, 3rd ed. (Pfeiffer, 2009); The Manager’s Guide to Maximizing Employee Potential: Quick and Easy Ways to Build Talent Every Day (AMACOM, 2009); Basics of Adult Learning (ASTD, 2009); HR Transformation (Davies-Black, 2008) and Working Longer (AMACOM, 2008)
- Member of Association for Talent Development and the Society for Human Resource Management
- Can be contacted at 814-234-6888 or wjr9@psu.edu
Who Should Attend
This live webinar is designed for human resource managers, benefits professionals, presidents, vice presidents, business owners and managers, controllers, and CFOs.
