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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
£11.00
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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Returns
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