By Peter Taylor
Concentrating on the very important function of managers in a firm aiming for traders in humans (IiP) attractiveness, this useful advisor can help managers in any respect degrees to appreciate their function and duties whilst practicing IiP. there's recommendation on: the function of unit leaders achieve IiP; easy methods to conquer limitations; the function and obligations of senior managers; and structuring improvement and giving it function. There are case stories from a variety of sectors.
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Advantages of team briefings include: 44 • • • Delivering the Outcomes consistent messages being passed on to all the workforce; the formality of the system ensuring that the process works and happens on a regular basis; possibilities for integration into team meetings where they exist. Disadvantages include: • • • • as team briefings permeate an organization they might get longer and longer as the local flavour is added if managers find it difficult or are frightened to précis the brief and make it ‘bespoke’ for their people; not presenting information about the organization’s performance in simple terms; this is invariably off-putting to most of the recipients; the system does not lend itself to certain types of organizations, eg those employing large numbers of part-time workers or job-sharers, continuous process operations, shift working or geographically dispersed organizations, where the challenges of getting everyone together at the same time are almost insurmountable; excessive reliance on the quality of the presentation of the ‘briefer’.
They need to: • • • • • • develop a strategy to support the development of people linked to the needs of the organization; plan and agree policies at an organizational level that consider the broad developmental needs required to achieve the business objectives; as part of monitoring business performance, review progress of the broad impact of the planned developmental activity, including the roles and responsibilities of managers; continually reinforce the contribution development makes to business success; celebrate the success of development activity; periodically restate their commitment to continue to develop people because it pays to do so.
Research shows that, especially with new starters, the most commonly cited reason for leaving is lack of adequate training. This does not always mean they have not had any training but that the training was not felt to be good enough. Indeed, some organizations place a very high premium on training and development, especially at the initial induction stage. One example is Hewlett Packard, which has an intensive induction over several weeks and underpins its commitment to developing its people with the view that it is ‘better to have excellence for a short time than mediocrity for a lifetime’.