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Advisory

Human Resource Management

Most HR problems present as people problems and turn out to be structural ones - an unwritten policy, an appraisal nobody was trained to run, a role filled from an unstructured interview. We work on the framework and on the managers who have to operate it, because neither holds on its own.

Discuss an engagementRelated training
Small training group working on laptops around a shared table

Our method

Engagement Method

  1. 01

    Training Needs Analysis

    We establish which capability gaps actually exist before proposing a programme, and which additional courses the organisation needs beyond the scheduled set.

  2. 02

    Programme Selection

    Programmes are matched to level and sequenced against their prerequisites - Planning for Managers follows Introduction to Management, Team Motivation follows Interpersonal Skills.

  3. 03

    In-House Delivery

    Two- and three-day workshops run on site for a cohort, so the discussion is about the organisation in the room rather than a generic case.

  4. 04

    Practice & Feedback

    Every programme puts the skill into practice under observation - interviewing role-play, coaching practice with feedback, team exercises - because these are behaviours, not topics.

What is handed over

  • 01An HR policy set and staff handbook, written to be applied
  • 02Job descriptions and person specifications for the roles in scope
  • 03A performance appraisal framework with SMART objective templates
  • 04A training needs analysis identifying the gaps to be closed
  • 05A sequenced programme plan respecting each course’s prerequisites
  • 06Delivered workshops with practice sessions and observed feedback
  • 07Completion records for each cohort

Programmes

Scheduled Programmes

Delivered in-house for a cohort. Sequence and content are set against a training needs analysis, and additional programmes can be scoped from it.

012 days

Introduction to Management

Introduces basic management principles and techniques, for people new to supervisory and management levels.

Audience
Employees recently promoted to supervisory or management positions, and as a refresher for mature managers who have not had development courses in their career.

Covers

  • Your role as a manager - a flexible approach
  • Setting objectives
  • Work planning techniques
  • Personal time management
  • Delegation - how to delegate
  • Assertiveness - how to become more assertive
  • Conflict management
  • Coping with stress
  • Sending and receiving messages
  • Non-verbal communication
  • Communication and your team
  • Feedback
  • Tackling poor performance
  • Dealing with aggression
  • Dealing with performance issues
  • Motivation
  • Group discussions on approaching difficult situations at work
022 days

Planning for Managers

Highlights the importance of well thought out, defined organisational plans that lead a company to its goals and earn competitive advantage.

Audience
Middle and senior level management, or employees nominated by the company as part of the management development programme.
Prerequisite
Introduction to Management

Covers

  • Planning
  • Strategic and tactical plans
  • Directional and specific plans
  • Management by objectives
  • The strategic management process
  • Grand strategies
  • SWOT analysis
032 days

Managing Change

Reviews the pressures affecting businesses and how the company and its employees respond, in order to maintain competitive advantage and survive a changing environment.

Audience
All employees in the organization.

Covers

  • Defining change and identifying its causes
  • The change process
  • Resistance to organisational change
  • Managing change and innovation
  • Internal forces that create a need for change
  • How a manager serves as a change agent
  • Two views on the change process
  • The “white water rapids” metaphor
  • Who Moved My Cheese
  • Management classic: resistance to change
  • Exercise: bringing out the best in your people
  • Techniques for reducing resistance to organisational change
  • The symptoms of stress
042 days

Coaching

Builds an appreciation of the value of coaching and an understanding of the skills a successful coach needs, including practice with feedback.

Audience
Managers and supervisors who wish to improve their team’s performance through coaching.

Covers

  • Defining coaching, and the context of coaching
  • Increasing self-awareness
  • Key coaching skills - listening, questioning, goal setting, action planning
  • The coaching process - the GROW model
  • Practice coaching in practical sessions
  • Feedback on practice and learning points
  • Review and action planning
052 days

Team Motivation

Establishes the value of open communication in building trust and team relationships, and builds comfort with disclosure and feedback.

Audience
All employees - a single team or department, or a mix from across departments where key departments are not fully interacting.
Prerequisite
Interpersonal Skills

Covers

  • Relationships in the workplace
  • Teamwork questionnaire
  • Team formation
  • The “KnowMe” exercise
  • The Johari Window
  • Managing pre-conceptions and reviewing behaviours
  • Disclosure and feedback
  • Motivational questionnaire
  • Adams’ equity theory of job motivation
062 days

Performance Management

Establishes the value and purpose of performance management, and how it supports individual, team and organisational goals.

Audience
All staff members involved in the appraisal of others.

Covers

  • The purpose of performance management
  • The learning cycle and learning styles
  • Setting SMART objectives
  • Monitoring, feedback, and the rules of giving feedback
  • Communication skills - effective listening, questioning, barriers
  • The appraisal meeting and the seven steps
  • Coaching
  • Dealing with appraisee reactions
  • Motivation
072 days

Recruitment & Selection

Equips the interviewer to conduct a well-planned and structured interview.

Audience
Supervisory and management staff involved in the recruitment process.

Covers

  • Identifying the right people
  • Employee assessment
  • Drawing up a job description and job specification
  • Interviewing, and types of question
  • Interviewing role-play exercise
  • Active listening
  • Shortlisting
  • Evidence versus assertion
083 days

Team Leading

Develops leadership skill through self and group exercises, so managers are effective in their leadership roles.

Audience
All middle and senior managers.
Prerequisite
Online Self-Perception Inventory, completed before the course

Covers

  • Scene setting - what is a team?
  • Team roles
  • Self-Perception Inventory (SPI)
  • Making it work with ground rules
  • Making it work without discounting
  • Making it work with feedback and active listening
  • Facilitation skills
  • Visioning and action planning
  • Belbin team building exercises

What we cover

  • HR policy development, review and documentation
  • Organisation structure, role design and job descriptions
  • Recruitment and selection frameworks, and structured interviewing
  • Performance management systems and appraisal design
  • Employee relations, grievance handling and workplace mediation
  • Training needs analysis and management development pathways
  • HR compliance review against employment obligations
  • Introduction to Management - for newly promoted supervisors
  • Planning for Managers - strategic and tactical planning, MBO, SWOT
  • Managing Change - resistance, change agents, organisational change
  • Coaching - the GROW model and non-directive coaching
  • Team Motivation - disclosure, feedback and the Johari Window
  • Performance Management - appraisal, SMART objectives, poor performance
  • Recruitment & Selection - structured interviewing and shortlisting
  • Team Leading - team roles, facilitation and constructive conflict

What you get

  • 01

    Policies that answer the question before it becomes a dispute

  • 02

    Hiring decisions made on evidence rather than impression

  • 03

    Managers who can plan, delegate and appraise rather than only do

  • 04

    Appraisals that change behaviour instead of recording it

  • 05

    Conflict and poor performance handled early, by the line manager

Typical engagements

  • HR policy and handbook development
  • Recruitment and selection framework build
  • Performance management system design
  • Single in-house programme for one cohort
  • Sequenced management development pathway
  • Training needs analysis and programme design
  • Additional programmes scoped to the analysis
Scope an engagement

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