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...

Increasingly, training professionals are being asked to justify whether training is a worthwhile investment. Discusses the need to justify training expenditures with documented benefits. Provides details, along with examples, on how to calculate the direct, indirect, and full costs of a training...

Honest criticism is hard to take, particularly from a relative, a friend, an acquaintance, or a stranger. This idea came about because of the author′s involvement in a major training programme, to develop improved communications and sales skills for new employees, in a major UK group operating...

Describes and reviews one major initiative within the context of a ten‐year organization development strategy. Outlines the key steps involved in extending a performance management and planning process to over 600 supervisory and clinical staff. Indicates that high levels of external...

Aims to answer the questions: What is the Pygmalion effect? How can it be used to advance careers? How can the negative effect be broken? Uses Rosenthal′s four‐factor theory to provide some answers to those questions.

This follow‐on article continues to explore counselling skills for managers and personnel professionals. It challenges the reader to identify the differences in approach when counselling skills are applied to performance appraisal, coaching and mentoring situations. Particular emphasis is...