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Capability at Work by Paul Matthews

Learning Focus

  • Action Planning
  • Feedback
  • Goal-setting & Monitoring
  • Group Management
  • Improving Performance
  • Teambuilding

Group Size

1
1

Duration

Up To a Full Day
More information
£11.00
Next day delivery available

This book is like a 'field guide' that shows you how to operate as a performance consultant, how to identify the root causes of poor performance, and how to collaborate with the operations managers to improve performance management.

Many organisations struggle with poor performance.  Despite investing in various learning and development initiatives they seem unable to solve the performance puzzle.  They cannot get to the real underlying cause of the lack of performance, and so it continues. Think about it this way - wherever there is poor performance, it is because someone is not capable of doing what needs to be done.  Something is stopping them doing the job in front of them. This book is a must for anyone starting out in the world of HR and L&D.

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It is not sufficient to be competent, an L&D department must be capable and must be able to also build the capability of its clients.  This book explains why this is so and lays out the practical steps to get you there.

This book helps to discover and review the existing issues and improve the performance management.

 

Many organisations struggle with poor performance.  Despite investing in various learning and development initiatives they seem unable to solve the performance puzzle.  They cannot get to the real underlying cause of the lack of performance, and so it continues. Think about it this way - wherever there is poor performance, it is because someone is not capable of doing what needs to be done.  Something is stopping them doing the job in front of them. This book is a must for anyone starting out in the world of HR and L&D.

Click here to read a sample chapter from this book.

Chapter 1: Survive and thrive with capability

Chapter 2: Changing your perspective

Chapter 3: The new role of L&D

Chapter 4: The components of capability

Chapter 5: the performance Consultancy process

Chapter 6 - Stage 1: Getting the Meeting

Chapter 7 - Stage 2: What to do in the meeting

Chapter 8: Stage 3 - After the meeting

Chapter 9: The role of the manager

Conclusion: Towards a performance Culture

About the author

Informal learning at work

References

Index

 

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