Developing your staff : The Sunday Times / Patrick Forsyth

Part 1 Attitudes to development: Staff attitudes; Motivation; Management implications; A development culture; The range of development methods. Part 2 Assessing competencies: Job objectives; Creating a development plan; Job appraisal; A cycle of improvement. Part 3 The development task: The development gap; Evaluating throughout the year; The effect on the individual; Creating the right habit. Part 4 Delegation as an aid to development: The benefits of delegation; The reasons why delegation may be avoided; Minimizing the risk; Monitoring progress; Evaluating the process. Part 5 On-the-job training; The target of on-the-job training; Defining the development task; A systematic approach; Utilizing appropriate methods; Learning on the job; An economy of scale; Mentoring. Part 6 Horses for courses: Courses, and more courses; Role-play methods; Activity courses; Simulations; Management games; Packaged training; Brainstorming; Development circles; Open learning; Resource; centres Job rotation and swapping; Using training films. Part 7 Long-term training: Long courses; Well qualified; Policy on qualifications; A development continuum; Secondment; Sabbaticals; Individual motivation. Part 8 Monitoring progress; Informal monitoring; Testing training effectiveness; Seeing for yourself; Course assessment; Annual job appraisal; The ultimate alternative; Onwards and upwards. Part 9 Career implications: The need to plan careers; Setting a course; Perception is reality; Active career management; The way ahead; The management response; Afterword; Postscript - warning.