- Getting involved in hands on training
- Inducting new staff
- Develop and implement HR strategies and initiatives aligned with the overall business strategy
- Bridge management and employee relations by addressing demands, grievances or other issues
- Manage the recruitment, onboarding and selection process
- Support current and future business needs through the development, engagement, motivation and preservation of human capital
- Nurture a positive working environment
- Oversee and manage a performance appraisal system that drives high performance
- Assess training needs to apply and monitor training programs
Learning & Development
- From initial inductions to leadership programmes for senior executives.
- training programmes that are aligned with the organisation’s objectives
- Working closely with various leaders across the organisation
- Embracing different styles of training techniques, including e-learning
- improving work and behavioural skills
- motivating employees
Innovation & Creativity
- Innovation goes beyond technology and requires collaboration from many areas to come together to achieve success.
- Innovation is a collaborative process; where people in many fields contribute to the implementation of new ideas.
- Dave Ulrich, professor of business at the University of Michigan, has long argued that HR leaders should assume a more vital, strategic role inside their companies, rather than merely keeping busy with everyday stuff like policies, payroll, and picnics. Ulrich says that HR leaders should strive to build and strengthen the unique set of organisational capabilities that give an organisation its competitive advantage. In essence, this means developing a particular mix of resources, processes and values that makes it hard for rivals to match what your organisation does.
Sales individuals or teams are very important in the organisation.
They are carrying the responsibilities of representing the company and talk about its solutions and products; They build personal and business relationship with all clients to help the clients cover their needs and requirements.
Salespeople need to be great managers to be able to manage the relationship with clients, before, during and after they trust the company and products.
We work closely with sales “soldiers” to make sure they plan, execute and win their “battle”.
Management: One-To-One Relationship
How can a Manager bring out the best in each employee?
Managers are the life of an organization. They are to ensure that the organization performs to the expectation and achieves its purpose and goals. For doing this, managers are to perform certain roles and duties, which include organizing, controlling, directing, coordinating, and leading. Managers may be the entrepreneurs, sometimes they may not be, but however, at all the times they are to balance the available resources of the organization for the achievement of the organizational goals and objectives. For the managers to carry out these duties, they have to possess certain skills which include inter-personal skills, people skills, conceptual skills, and technical skills ..etc.
Leadership: One-To-Many Relationship
Vision :: Alignment :: Execution
leaders need to understand their own leadership styles and how they impact their effectiveness. The work of leaders includes crafting a vision of new possibilities for the future through explorations, and they build alignment by communicating with clarity, engaging in dialogue, and providing inspiration to make sure everyone is moving in the same direction.
Finally, they need to champion execution through momentum, structure, and feedback, to enable the group to capitalise on its talents while making the vision a reality (Everything DiSC®)
Teamwork is the collaborative effort of a group to achieve a common goal or to complete a task in the most effective and efficient way.
“Teamwork is the greatest competitive advantage that any group of people can have, it is not complicated, but it requires a lot of work over time and a lot of courage, ..it is an intentional strategic decision we have to make” (Patrick Lencioni)
Team members can guarantee success by working on the five main behaviours:
Trust One Another
When team members are genuinely transparent and honest with one another, it forms a safe environment that creates and builds vulnerability-based trust.
Engage in Conflict Around Ideas
With trust, team members are able to engage in unfiltered, constructive debate of ideas.
Commit to Decisions
When team members are able to offer opinions and debate ideas, they feel heard and respected, and will be more likely to commit to decisions.
Hold One Another Accountable
Once everyone is committed to a clear plan of action, they will be more willing to hold one another accountable.
Focus on Achieving Collective Results
The ultimate goal is the achievement of results, unlocked through implementing the model’s principles of Trust, Conflict, Commitment, and Accountability.