Increasingly, training professionals are being asked to justify whether training is a worthwhile investment. Following on from part one, describes four practical methods for determining the cost‐effectiveness of training. Presents details and examples on how to use each method. Also identifies...

Discusses the effective use of 360‐degree feedback for enhancing managers’ self‐awareness and challenging them to engage in developmental work. Such feedback is instrumental for an unfreezing process in which managers are motivated to rethink their behaviour and its impact on others. A...

Claims that, in the quest for competitive advantage, modern organizations are making increasing demands on their change managers. Questions what organizations are doing to help managers develop the skills necessary to operate in a rapidly changing work environment. Suggests that systematic...

Explains how senior management determined to achieve a more open style in the workplace based on committed teams engaged in open and honest communication to plan and achieve corporate, business and individual objectives. Using a 23‐point questionnaire returned anonymously by staff the results...

Identifies 13 uses of performance appraisal. Describes the system in use at Yorkshire Television as an open document shared between appraisee and appraiser. Discusses performance related pay and lists some of the concerns including the possible emphasis on end result rather than quality of work....

Points out that feedback is essential to improve continually the performance and development of executives. However, executives rarely receive specific, candid feedback about their work. Suggests that most of these individuals are left to manage in relative isolation, wondering if others support...

Reports on development of a training and development strategy to meet the challenges of the 1990s facing a large food retailer. Starting with discussion groups to identify how First Class service could be achieved, reports on how this resulted in training to meet the needs of people in each...

Explains how British Telecom researched and implemented competence‐based development programmes. Describes their strategy for personal development planning among 20,000 managers. Reports on trials of development centres designed around specific skills leading to identification of participants...

Discusses the development of the Team Management System. Describes the Team Management Wheel with its nine key roles from Controller Inspector to Creator Innovator. Explains the role of the linker manager and the production of a personal profile for each team member. Concludes it provides an...

Museums are not only about exhibits, but also about the people who work with them and interpret them for the public. A 360‐degree feedback system has helped London’s Victoria and Albert to develop the skills of its people and cement its reputation as one of the world’s leading museums of...