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...

Details the successful performance appraisal system implemented at Nuffield Hospitals for non‐management staff. Discusses the way that the three main barriers to successful appraisal have been overcome. The six basic principles of the Nuffield approach are described. The importance of the...

Proposes that the emphasis for personal development is with the new and existing managers through the use of management development. Notes, however, that there is also a need to identify those who have management potential who are at a lower level. States that companies which ignore this fact...

A wide, organisational perspective on the area of developing people′s contributions is presented. The need to relate all people development activities to the company′s longer‐term corporate and human resource planning activities is stressed. The need to develop people as members of teams,...

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...