Developing your staff

Part 1 Attitudes to development:
Staff attitudes;
Motivation;
Management implications;
A development culture;
The range of development methods.
Part 2 Assessing competencies:
Job objectives;
Creating a development plan;
Job appraisal;
A cycle of improvement.
Part 3 The development task:
The development gap;
Evaluating throughout the year;
The effect on the individual;
Creating the right habit.
Part 4 Delegation as an aid to development:
The benefits of delegation;
The reasons why delegation may be avoided;
Minimizing the risk;
Monitoring progress;
Evaluating the process.
Part 5 On-the-job training;
The target of on-the-job training;
Defining the development task;
A systematic approach;
Utilizing appropriate methods;
Learning on the job;
An economy of scale;
Mentoring.
Part 6 Horses for courses:
Courses, and more courses;
Role-play methods;
Activity courses;
Simulations;
Management games;
Packaged training;
Brainstorming;
Development circles;
Open learning;
Resource;
centres Job rotation and swapping;
Using training films.
Part 7 Long-term training:
Long courses;
Well qualified;
Policy on qualifications;
A development continuum;
Secondment;
Sabbaticals;
Individual motivation.
Part 8 Monitoring progress;
Informal monitoring;
Testing training effectiveness;
Seeing for yourself;
Course assessment;
Annual job appraisal;
The ultimate alternative;
Onwards and upwards.
Part 9 Career implications:
The need to plan careers;
Setting a course;
Perception is reality;
Active career management;
The way ahead;
The management response;
Afterword.

Show s how to construct and implement development policies and action plans. Reviews training activities of all kinds and shows how to increase their effectivesness. Provides advice on how to increase their effectivesness. provides advice on the following issues: assessing competencies, selecting the right training activity, on the job training delegation and development; monitoring progress and accommodating career implications.