Slow Management, and what HR can learn from it

By utilising Slow Management, HR can “communicate a different vision about [their] personnel.”

Slow Management is defined by the Financial Times as having three key notions. The first is that employees require meaning and recognition, second is that ‘Slow’ should not be taken literally: “It is about understanding that taking the time to meet your team is about contributing to their well-being and thus, contributing to the performance of the business as a whole.”

Third is that this endeavour requires management to leave their offices and: “Meet their collaborators to become … a Manager Professor.”

Speaking to HR Grapevine, Claudio Vitari, Associate Professor of Management at the Grenoble Ecole de Management, defines slow management as: “A way to coordinate human actions in a cooperative environment, and to build stable and long-term relationships with clients, suppliers, having the human blossoming as final aim.”