The majority of businesses do not fully realise the potential of their workforce and need to benchmark skills and behaviours organisationally. Codes of conduct are the guiding principles and ethical standards set by the employer. Both the employees and the employer are required to comply with it in all of their actions. Managers can do much to create a productive atmosphere through constructive engagement. People management is a learned skill and managers need to have a framework within they relate to their teams objectively and foster a postive culture organisationally.

Performance typology

Defining the key competencies and behaviours of an effective manager includes the ability to inspire high levels of teamwork, and the qualities that are exemplifed in values, ethics, character, knowledge and demonstrated in superior people skills. Often managers are promoted without sufficient grooming or training to take on the roles that allow them to navigate the complexities of individual, team and hierarchical interactions Competencies are the outcome of being appropriately qualified to perform a task and are observable or measurable skills, knowledge, and abilities.Knowles (1975) uses the following typology for competencies:

• Knowledge
• Understanding
• Skill
• Attitude
• Value

These benchmark the distinguishing standards between superior and other performers and are requisite in managers who are frequently the role models to employees and therefore inform the culture enfranchised organisationally. Time invested in training in soft skills competencies provide tangible bottom line results.

In the new knowledge economy, encouraging initiative is needed throughout the ranks. Involvement in an organization is no longer optional. A manager can work towards engaging personnel to achieve its objectives and increase the triple bottom line. The new ‘knowledge-centric’ enterprises are characterized by flattened hierarchies and multi-tasked workforce. Managers are assuming more leadership and coaching tasks and must work harder to provide employees with resources and working conditions they need to accomplish the goals they are hired to fulfill. Mining the talent by empowering human capital is now the prime focus of organizational success. A critical feature of knowledge-based enterprises is that they are invested with a significant culture of empowerment, or decision-making authority. Communication is vital to stimulate a creative workplace in a mature, seasoned culture and creativity in communication is key to implementing a high performance culture. In brief, managers now work for their staff, and not the reverse. Employee empowerment shifts managers’ mind-set and affording them with more time to engage in implementing agile decisions and keeping their eye on critical issues that require immediate action.