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CIPD supports the findings of the Bath research. Organisations and HR managers must to be aware that front line managers need:

  • time to carry out their management roles
  • to be carefully selected with more attention paid to behaviour competences
  • to be supported by strong organisational values which show clearly the behaviours expected and those not permitted
  • good working relationships with their own managers
  • sufficient skills training to enable them to fulfill the people management requirements of the job
  • a sense of career opportunity linked to training and development
  • a sense of involvement in decision making they need a sense of job security
  • to believe they will be treated with respect by their own managers.

Organisations need to encourage line managers’ buy-in and commitment to people management activities by clarifying their responsibilities through job descriptions, performance appraisal and communicating the importance and value of development-related activities.

http://www.cipd.co.uk/subjects/maneco/general/rolefrntlinemngers.htm?IsSrchRes=1


You did not train me. I learnt what I did, from the experience, so at best you can claim to have facilitated the experience” - Chetan Dhruve - Author " Why your boss is programmed to be a dictater"

http://www.cvdhruve.com/


The keys to the successful introduction and application of performance management are:

  • being clear about what is meant by performance
  • understanding what the organisation is and needs to be in its performance culture
  • being very focused on how individual employees will benefit and play their part in the process
  • understanding that it is a tool for line managers and its success will depend on their ability to use it effectively.

 http://www.cipd.co.uk/subjects/perfmangmt/general/perfman.htm?IsSrchRes=1

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