Personal development Further down the line, a business might fi nd that they need to upskill or retrain members of their team. It’s natural to want to promote an able member of staff , to give
them more responsibilities and make the most of their talents. But you need to always bear in mind that more responsibility might require not just knowledge and technical training, but areas like line management skills can often be overlooked. If someone moves up to lead a team, are they properly prepared?
Do they have the communication skills they need to make it clear what they expect from their team? Too many managers make the assumption that their expectations are obvious – but if you haven’t communicated what your expectations are, how can you expect your team to meet them? T ings like having diffi cult conversations with team members or
carrying out yearly reviews, don’t always come naturally. Giving line manager training in the soft skills needed when dealing with people will ensure the process works better for everyone. Handled well, personal development is an excellent way to
engage staff . An individual who fi nds out they are being trained, promoted or given extra responsibility will feel they are a valued member of the workforce. And giving them the skills they need to see that through is vital.
Regular training Education and learning isn’t only an important part of career devel- opment, it is important to make sure that all staff members are fully aware of their day-to-day responsibilities. We regularly work with companies to draw up a staff handbook.
A handbook should outline all the business’s policies and guide- lines, from annual leave entitlement to data protection, working hours to maternity and paternity benefi ts. T e handbook makes it clear exactly how the company wants the
business to be run, helps to create or maintain a common company culture, somewhere employees can check or familiarise themselves with the company’s guidelines and the behavioural expectations of the organisation. Unfortunately, few companies make sure their staff read it and it
can often be seen as something to turn to if there’s an issue, which is why staff handbook training is a valuable process, and another step that encourages engagement and dialogue. In addition to that, we also help businesses identify where
training might be needed. T at might be areas such as recognising cyber threats, or how the new regulations regarding sexual harassment and bullying need to be applied, so that everyone is aware and protected.
Learning as an employer Everyone benefi ts from keeping an open mind and a keenness to learn. Staff surveys and questionnaires can provide feedback on a range of issues, from general employee satisfaction through to specifi cs like the appetite for fl exible working. When businesses regularly show that they are willing to conduct and learn from feedback from employees, it’s not just good management skills, it should benefi t the business as a whole due to increased engagement and a workforce that feel they are valued and have a voice.
For information on any aspects of HR processes, training or development, contact CE People on 01604 805634, email
enquiries@ce-people.co.uk or visit
www.ce-people.co.uk
15
EDUCATION
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