• Showing how to model a firm to capture all the necessary functions to be done;
• Showing how functions can be aggregated to form various different jobs;
• Teaching how to design jobs for maximum motivational effect;
• Identifying the purpose and primary responsibilities and accountabilities in each job; and
• Beginning to determine the characteristics of the people who will excel in those jobs as preparation for Webinar 3.
All managers will interview candidates for jobs with their firm. Each interview, as the single selection instrument, must be designed to give evidence against all decision criteria. Interview alone is unable to be that good. Indeed, no single selection instrument is that good. We recommend the use of a number of ‘tools’ to support the interview. Read about those tools here.
Staff development is the act of persuading a member of staff to change – to change their skills, knowledge or behaviours – towards that wanted. That persuasion comes by way of training, mentoring or coaching. Staff have existing competencies and behaviours. The difference between what’s needed and what’s available today is what any development must focus on.
If everyone would strive, achievements would drive outcomes. If managers could get everyone striving for growth, their organisations would grow. Achievement and growth are key to sustainable business so it’s in everyone’s interest to strive. Here's how to achieve it.
Realising strategy is not planning exactly what to do – because beyond a few short sprints, you don’t know. It’s about developing a purpose, a broad strategy, a trajectory, and from this, a plan of the capability to be realised. Then you’re ready for almost anything.
Determine a redundancy process and follow the process completely. A sensitive and fair approach will avoid the need for your employees to ask ‘why me?’ and then ‘am I being treated fairly?' followed swiftly by ‘can I take a case to Employment Tribunal?’ Here are some top tips for managers when making staff redundant.