|
Research
from the CIPD and others demonstrates that
|
|
|
| > |
there
is a positive correlation between people management and business performance
|
| > |
although
66% of UK organisations rely on people for competitive advantage,
only one in ten organisations prioritise people over marketing or
finance issues |
| > |
the
majority of leading managers in the UK still believe that high performance
means getting their people to work harder, not smarter. |
| Analysis |
|
|
We
will consider
|
|
+a
|
the
business environment: objectives; constraints; business norms; targets;
rewards; sanctions |
|
+a
|
the
present skills-set of managers |
|
+a
|
the
managers themselves: who they are; strengths; and development needs |
|
+a
|
the
best form of assessment for the situation. |
| Key
skills training |
|
| We
can provide training and development in the areas which are most likely
to have a direct impact on the profitability of the organisation. |
|
These include
|
|
+a
|
financial
skills: analysis, financial awareness, budgeting, decision-making |
|
+a
|
time
management |
|
+a
|
managing
performance |
|
+a
|
team-building
and motivation |
|
+a
|
coaching |
|
+a
|
communication |
|
+a
|
managing
change |
|
+a
|
customer
care. |
| Follow
up |
|
|
We
can provide
|
|
+a
|
a
range of different assessment methods to track the effectiveness of
the training |
|
+a
|
assessment
linked to national qualifications |
|
+a
|
organisational
action planning |
|
+a
|
refresher
sessions |
|
+a
|
ongoing
coaching. |
|
