Digital Supply Chain Leadership Reshaping Talent And Organizations Routledge Studies In Leadership Research 1st Edition Murugan Anandarajan, David Kurz - Solutions

How often do you meet to review the effectiveness of what they are providing?
It is only after answering these questions that you should begin to look for a suitable provider.
How will we measure their success and effectiveness?
Who will manage the project and liaise with the external providers?
How much time/resource do we think this piece of work will take?
What references do we want to see/to whom can we talk to about their previous work?
What do we not want from an external provider?
What attributes and approach do they need to have to gain engagement from the internal decision-makers and users of the intervention?
What skills and expertise do we want them to bring into the organization?
What sector and functional experience are we looking for?
What benefits are we looking to gain by using external providers?
What is our budget?
What skills do we have internally to deliver this work or part of this work?
What skills and knowledge are required to carry out this piece of work?
What are the objectives and outcomes for this piece of work?
What is the specific piece of work?
How efficient is your learning and development department?
How much resource in HR is dedicated to development activities versus transactional process improvement?
How well does your leadership development activity link to the business strategy?
How clear are you about the overall business plan and how HR needs to help deliver this plan?
What role(s) do you need to be developing for the future?
What role(s) does your HR department take on?
What is the climate within the group now and what does it need to be in order to be fully effective?
Who is the client?
Have the group had any input to their goal?
What is the group trying to achieve?
What is the current situation and how does that fit in with the wider picture?
Have they worked with a facilitator before, with what result?
What is the history of the group with whom you are working?
(4) An example of praise that you received well.
(3) An example of negative feedback that you received well.
(2) An example of praise that you received badly or indifferently.
(1) An example of negative feedback that you received badly.
How well do you gain participation and involvement from the group?
How well do you manage the difficult members of a group?
What do you find difficult in running a training session?
What are your key strengths as a trainer?
What three improvements could you make in your internal consulting skills?
What would your clients like you to do more of/less of?
What feedback have your internal clients given you in the last three months?
How frequently do you review the effectiveness of your client relationships?
What types of intervention do your different clients need from you?
How well have you identified and managed the different stakeholder requirements?
Which styles could you use more and why?
How often do you use each of the six categories of intervention style?
Agreement of the following course of action and desired involvement in the ongoing development
Identification of key stakeholders and decision makers
Preferred approach and time commitment to the activity
Budget and timescales
Understanding of the different individuals and their background
Current skills levels and starting point of the targeted group
An overview of the extent and nature of development that has already taken place
Desired benefits for the individuals, the team and the organization
Desired outcomes of the development activity
What does need to change?
When did you last review the pre- and post-briefing of your training and development activities?
How well do you measure their performance?
How well briefed are the consultants that deliver the development activities?
What process do you have in place for development planning?
How do you measure this?
How much responsibility do individuals take for their own development?
What guidance are you giving managers on pre- and post- briefing?
How well are senior managers briefing and debriefing the individuals that attend development events
Finally, the individual is the only person who can make it happen!
Discuss the learning with the individual after their attendance at any workshop and provide ongoing coaching and challenge.
Brief individuals on what you want them to gain from attending any development activity.
Be creative in how to develop these skills in the team. Attendance at a workshop is not the only solution.
Identify clear development plans for team members that support them to achieve their objectives.
What materials do you have in place to clarify the purpose and objectives of your different development programmes?
What skills training are you providing for your leaders to ensure they support the development activities that their team attend?
How do you assess the benefit of development events after the event?
What pre- and post-briefing guidance do you provide for your leaders and course participants?
How well are you communicating the availability of these development activities to your people?
How well are you integrating these different development activities into your existing training and development programmes?
What are you providing for your graduates in the way of personal development activity?
Which individuals would benefit from a self-directed action learning set?
How well is your mentor scheme working – how do you measure its effectiveness?
What improvements do you need to make to the coaching that is provided within the business?
When did you last evaluate the effectiveness of your external/internal coaches?
What current business projects could be given to particular groups?171 LEADERSHIP DEVELOPMENT
What benefits is the business gaining from these activities?
Which of these activities are working well/not so well?
Which of these activities do you support in the business?
How are we going to work together?
What do you see as your responsibilities?
What do you see as my responsibilities?
What support are you looking to gain from me?
5. Roles and responsibilities
4. Focus What are the three most important issues that you want to focus on in this mentor partnership:1.2.3.
3. Future Where would you like to be in 1–2 years time? Why? For example:New responsibilities Better working relationships New role Greater skills/experience
What challenges do you face in your current role?
What skills do you feel you need to develop?
What do you see as your strengths/skills?
What do you enjoy/not enjoy?
What training do they require?
Who will provide the internal administration of the system?
What security is needed for individuals and for corporate compliance?
How well is the company IT system able to support this initiative?
What mix of narrative and numerical data is required in the profiles?
What organizational data will be required from the exercise?

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Digital Supply Chain Leadership Reshaping Talent And Organizations Routledge Studies In Leadership Research 1st Edition Murugan Anandarajan, David Kurz - Solutions

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