People Advisory Manager, People for People - job 3 of 11

The People Advisory Manager at People for People is accountable for various essential functions, such as coaching and guiding people leaders on talent development, performance management, and conflict resolution. This role also involves analyzing data for informed decision-making and designing best-in-class people initiatives in collaboration with Centers of Excellence, ensuring operational excellence in reporting.

Candidates for the People Advisory Manager role at People for People should possess a strong background in human resources or organizational development, including experience in coaching and leadership development. A solid understanding of performance management systems and conflict resolution strategies is also crucial. Excellent analytical and interpersonal skills, along with a client-centric mindset, are essential for success in this role.

In the People Advisory Manager role at People for People, you will closely interact with People Leaders by providing consultative, advisory services. This includes coaching them on talent management processes, helping navigate workplace issues, and offering insights based on data analytics to drive informed decisions that affect their teams and overall employee engagement.

As a People Advisory Manager at People for People, you will be expected to provide detailed analytics and interpretation of data that support business decisions in areas including talent development and performance reviews. You will ensure operational excellence by effectively managing and reporting relevant data, ultimately enhancing the strategic impact of the People Team.

The working environment for a People Advisory Manager at People for People is hybrid, allowing for flexible work from either Austin or Atlanta. You'll be part of a dynamic team that values collaboration, empathy, and strategic growth, with a strong focus on improving the employee experience and driving consistency across the organization.

In addressing this situation, I would first establish an open line of communication to understand the specific challenges the People Leader is facing. I would then share best practices and tools that can enhance their approach to performance management while providing constructive feedback on their current methods. Encouraging them to adopt a continuous feedback cycle rather than waiting for annual reviews can also be beneficial.

I believe that utilizing data analytics is vital for making informed recommendations. I would start by gathering relevant performance metrics and employee feedback. From there, I would analyze trends and highlight areas of concern. By connecting these data points to the business goals, I can provide actionable recommendations that align strategy with people development.

To boost employee engagement, I would first conduct an employee engagement survey to understand the current sentiment. Based on the results, I would implement targeted initiatives such as recognition programs, mentorship opportunities, and regular team-building activities. Additionally, fostering a culture of open communication ensures employees feel valued and heard, which is critical for maintaining engagement.

In a previous role, I facilitated a conflict resolution meeting between two team members. I first ensured a safe environment where they could express their concerns. By actively listening and encouraging empathy, I guided them to understand each other's viewpoints. Together, we generated solutions that addressed their issues and helped restore a collaborative working relationship.

I regularly follow HR publications, attend conferences, and participate in webinars related to human resources and people management. Networking with other professionals in the field also helps me stay informed about the latest trends and compliance requirements, ensuring I am prepared to adapt to any changes that may arise.

In my last role, I launched a mentorship program that paired experienced leaders with emerging talent. This initiative not only improved employee satisfaction but also fostered a culture of learning and development. By tracking the program’s progress through surveys and feedback sessions, we saw a notable increase in retention rates among participants.

If a People Leader resists my advice, I would aim to understand their perspective by asking questions to uncover their concerns. I would present data and case studies that support my recommendations while being open to their insights. Ultimately, my goal would be to find common ground and collaborate on a solution that benefits their team and aligns with the overall business objectives.

Empathy is crucial in the People Advisory Manager position because it helps build trust and rapport with People Leaders and team members. By showing understanding and compassion in discussions about sensitive subjects, I can create a supportive environment where individuals feel safe to express their concerns and motivations, leading to more effective problem-solving and stronger relationships.

My approach to a talent review process starts with thorough preparation, including gathering performance data and feedback from various sources. I would engage key stakeholders in discussions, emphasizing transparency and open dialogue. During the review, I would ensure that all voices are heard and assess not only performance but also potential for future roles, leading to concrete development plans for talent.

To measure the success of my people initiatives, I rely on key performance indicators (KPIs) such as employee engagement scores, turnover rates, and program participation levels. I also seek qualitative feedback through surveys and focus groups. By analyzing these data points post-implementation, I can assess the impact and ROI of the initiatives and adjust strategies as needed.