Developing People

Management is about getting work done through the efforts of others. This entire training programs looks at ways of monitoring the performance of your team members, identifying areas of improvement and managing people’s training and development.

The first training program looks at teams. How can you help a group of individuals to develop into an efficient and effective team? What roles will different people play in that team? What challenges are likely to occur during the various stages of the team’s development?

In the second training program, we look at delegation. This is a highly effective development approach, helping team members to learn new skills and gain new experience. If managed well, it can also give the team leader additional time to focus on more important tasks.

The third training program, Planning development, looks at the wide range of approaches to development, from formal training courses to less formal approaches such as coaching, mentoring and group discussions. The training program looks in some detail at three stages of the development process: identifying development needs, planning to satisfy those needs and applying learning in the workplace.

The fourth training program focuses on the training approaches that are available. After assessing the advantages and disadvantages of each, and considering the specific needs of each team member, you’re asked to identify the most suitable approach for individual team members. Finally, we explain how you can use a process of reviewing, recording and monitoring training to further improve the development of your team.

The fifth training program looks at assessing your team’s performance. Only through assessing past performance can you identify ways of improving in the future. We look in particular at ways of defining what you mean by competence and at how you can communicate feedback effectively. As we said earlier, this workbooks looks at ways of monitoring the performance of your team members, identifying areas of improvement, and managing people’s training and development.

OBJECTIVES

When you have completed these 5 training programs, you will be able to:

  • Develop a group of individuals to build an effective team.
  • Describe the benefits of delegation, delegate a task, monitor performance and give constructive feedbacks.
  • Help staff to meet their own development needs and apply what they have learnt.
  • Select, apply and monitor training.
  • Make valid and reliable assessments of performance and provide effective feedback to team members.

These training work books on “Developing People” contains 5 training programs entitled as follows:

  1. Building the team
    Working in teams can benefit you and your organization. To contribute to, or lead, a team effectively, however, you need to understand team dynamics. A team that achieves its objectives will develop through various stages so that a group of people combine to make a focused team. An effective team will also be made of different types of people so that it has a blend of skills, abilities and experience.
  2. Delegation
    Management is about getting work done through the efforts of others. We often think of the work of managers and team leaders as being in some way different from the work of team members, but in some situations team leaders can delegate their own work to team members. This will often allow team leaders to spend more time on the most important aspects of their work. There may also be benefits for the team members. They may gain useful experience and may become more motivated
  3. Planning Development
    Development is a term used to describe a wide range of approaches designed to improve the performance and motivation of individuals and teams. It typically involves processes such as training, coaching and mentoring.
  4. Training
    As a team leader, you’ll often identify gaps in people’s skills and knowledge. This session starts by looking at ways of selecting suitable training and development to fill those gaps. Which types of training might be suitable? How can you select an approach that will suit each of your team members?
  5. Assessing performance
    As a manager, one of your responsibilities will be to carry out balanced assessments of your team members’ performance at work and ensure that they benefit from your evaluation.