In today's tough business climate, you need a strategic approach to training to achieve the level of cost-effectiveness and service delivery necessary for success.
"Practical Training Strategies for the Future" offers advice, guidance and practical tips to help you accomplish this. It provides a step-by-step approach to developing a training strategy. Developed with the busy manager or training professional in mind it has an easy-to-use format featuring diagrams, summaries and checklists.
In training there is always more to learn. "101 Tips for Trainers" is a comprehensive briefing giving you expert advise and guidance on the whole training process. You get practical tips, a summary of key points and a quick reference checklist.
Designed for the busy manager or training professional 101 Tips for Trainers offers you an easy-to-use format for"dipping into".
In today's rapidly changing and constantly retraining world where "people are our most important asset", an HR department should be central to strategic decision making. Yet, HR departments rarely contribute any strategic advantage to their company and perform tasks that could be done at less cost by an external supplier.
In house HR professionals are faced with a choice - either accept the challenge and create and entirely new role or risk the demise of HR as we know it through a process of downsizing and outsourcing. Whether you are a board level manager or an in house HR specialist, this briefing shows you how to redesign your HR department to deliver measurable value to your organisation.
Through extensive case studies, tools and models Re-designing HR for Srategic Advantage details the steps you need to take to change your HR function from a process-orientated function to one involved in strategic decision making at the highest level.
Readers will learn how to identify the need for change, assess their department's current position and skill set, understand the information requirements of internal customers, identify the skills required to deliver measurable value, understand the strategic process and the implications for HR and establish credibility with key figures in the organisation.
This book provides basic answers to a wide range of questions about self-directed teams: how they work, what makes them effective, when they are and aren't worth using, how to get them going, and how to maintain their vigour and productivity over the long haul.
Drawing on a survey of 500 organisations that are using self-directed teams the authors reveal how organisations are using teams to improve quality, productivity and morale. They provide hands on guidance in designing, implementing and maintaining self-directed teams, including ways to address challenges inherent in the empowerment process, such as the need for extensive training and new leadership roles.
On Line Customer Care presents a comprehensive and forward looking view of the late 20th Century customer care practices as they pertain to the elements of process, technology and content.
Zapp is a modern day fable that explores the concept of empowerment in easily recognisable and applicable terms. It details what managers and organisations must do to create and maintain an empowered workforce dedicated to contstant improvement in terms of quality, output, sales and customer satisfaction.
The sequel to Corporate Blunders and Corporate Cons, this is John Shaw's expose of mismanagement and malpractice in the higher echelons of British industry.
Examples include, how Bob Ayling devalued the world's most powerful airline brand, British Airways, how Barclays Bank lost customers and consumer confidence but secured a potential pay packet of £30 million for its chief executive and how Marks and Spencers lost their way, their credence and their profitability.
Building and motivating a team with cohesion and purpose realising its full potential and organising and monitoring its performance while realistically taking account of the constraints upon it is no small task.
Achieving Goals Through Teamwork focuses on awareness, skills and knowledge which are the keys to effective task performance. the increasing use of teamwork in business means that all managers must understand the special skills they must develop when managing teams.
As this book shows, it is important to understand motivation at work, realise how groups behave, their dynamics and processes, be aware of different approaches to team leadership, understand ways of team building, take into account internal and external constraints, set realistic objectives and targets, sensitively monitor progress and learn to evaluate the team's input to the business.