If an employee Experiences Failure, ask him/her the Following Questions in Sequencially.

1 At what point during the task did your approach cause failure, and are you personally responsible for the failure.

2 Can you pinpoint why your approach failed?

3 Would it help to follow the same approach again with improvements? If the reply is yes, then analyse what went wrong, when and how something went wrong. You together with the staff member can and should be able to devise a series of improvements to avoid failure again.

However, if the reply is NO ask yourself the following questions.

1 How did you plan the task; 2. What wrong decisions did you make; 3 What must you do differently next time; then design a new programme to correct the defects if necessary.

EVALUATING TYPES OF STAFF DEVELOPMENT PROGRAMMES

Training type or Coaching Style	Benefits and Reinforcements
Technical: In-house specific training on the job during working hours by specialist instructors or supervisors	a) Develops high quality performance of tasks b) Must be repeated at regular intervals c) Is best coupled with certificate awards.
Quality: Total Quality Principles specialist instructors with technical tools required for improvement need by particular staff.	a) Provides “quick fixes” for immediate and longer-term organisation-wide benefits b) Instills a philosophy of continuous practical improvement c) Must be company sustained indefinitely.
Skills: Financial accounting, creative thinking, IT, public speaking, writing presentations, chairing meetings, interviewing, selling etc can be trained in-house or out-resourced	a) All employees benefit from a general multi-skilled grounding. b) Nervousness about using skills is cured c) Opportunities for practice are needed to build and maintain effectiveness.
Professional: Full-time or part time education to obtain qualifications e.g. in accountancy, law, banking, engineering.	a) Provides valuable portable skills to the worker as well as to the employer b) Specialisation helps to grow in-company appointees for future to senior jobs. c) Requires effort over a considerable period.
Functional: Education/training in marketing, planning, sales-management, purchasing, human resources-management, external training but not usually full time.	a) Functional training always leads to better performance and improved career paths, b) Must be linked to appointment to functional roles in the company.
Activity: “Outward Bound” leadership and teamwork type courses engaging in physical tasks such as rock climbing	a) Provides effective means of team-bonding and re-energising the workforce. b) Must be supplemented and coordinated with more direct management training
Managerial: Providing expertise, skills and knowledge in strategy, change-management with a business-school focus done internally or externally.	a) Provides identity, works on real corporate problem solutions. b) Is invaluable grounded-learning relevant to the job. 31.

Advice to Managers

1 If mistakes are made, you should ask yourself if you played any part in the development of mistakes.

2 Use your years of work experience and knowledge to steer junior staff members along the most appropriate career paths.

3 Find a wise mentor for every junior staff who will suggest ways to avoid solve problems.

4 You should encourage employees to suggest ways of solving the problem.

Teaching by Example

As the boss of a group you should be the role model - the person who sets the standard of behaviour in your company. You should create the right atmosphere for successful teamwork and use examples to teach and encourage good practice in your organisation, because employees copy the behaviour of the manager.

It is therefore very important that you as manager you should not fall below the standards that you set yourself, nor should you behave disparagingly to members of your staff who fall short of the set standards. Behave consistently at all times because your behaviour is part of the company communication process.

Tips for the Manager

1 Give examples and show how things are done instead of giving orders and instructions.

2 Use opportunities to lead from the front and to set good examples.

3 Bring in outside expert for staff training and development as often as possible.

4 Action learning (doing the job) to learn new skills is more effective than reading books.

There are ten characteristic qualities of leaders that are admired and respected in organizations.

They are: supportiveness, competence, charisma, fairness, broad-mindedness, intelligence, courage, directness, honesty and vision.

Understanding Cultural Differences in Modern Global World 37.

The emphasis placed on teaching and learning about different cultures varies from country to country. The Japanese place great importance on action learning, Germans tend to be more formal expecting their staff to follow instructions, Americans are taught about business management and will often adopt “empowerment” methods that are later neglected, British managers are likely to regard skills as natural untaught assets.

However, because the world has become a global village and business is now a global activity, learning and knowing about customer culture is very important for business success,

Nurturing Staff Talent 38.

Identifying and nurturing individual talent is one of the most satisfying and productive aspects of a progressive manager’s work. Finding good staff is only part of a manager’s task, but talented staff can be very difficult to retain or manage in an organisation because they are marketable.

You should look out for signs of staff abilities that are not being fully used and find ways in which such talented individuals can contribute more effectively in your company, because the more talented successful individuals are under-employed, the more likely that they will leave your company for better challenges elsewhere.

You should always have an answer to question ‘What will I do when John or Sergey leaves your company”? This preparedness will create opportunities to recognise the importance of every employee so that replacements are available. You must maintain a regularly up-dated replacement staff folder to reward someone with promotion every time you lose talented staff.

To Achieve the above Always ask Yourself the Following Questions about Your Staff.

1 Could other staff develop special expertise if any of my key staff members leaves?

2 Can any of my staff develop and combine new talents such as research and management?

3 Do any if my staff show signs of organisational ability in different areas of work?

4 Are my staff successful at bringing in new business and talent to the company?

5 Has any of my staff shown abilities to lead others?

6 a) Do any of my staff have personal qualities of drive and perseverance?

b) Do any of my staff have the ability to form relationships and to communicate effectively?

c) Are there energies and strong needs and motives that you cannot meet?

d) Is there continuous willingness in my staff to learn and develop in their work?

f) Do I have the ability to identify, recognise and reward individual talent?

g) Do I set targets, coach, give feedback and praise staff for good performance?

h) Do I reward incentives publicly as well as publicly recognise achievements?

i) Do I invest in staff personal growth and development training?

j) Does development of talent depend on input from both the organisation and the individual?

k) Am I able to identify difficult, demanding, and disrespectful and deal with them effectively.

l) Do I concentrate mainly on staff’s contributions and not on their personalities?

m) Do I know that sometimes difficult staff members are the most productive staff members?

Advice for managers

1 Promote talented individuals even if they are excelling in their current job.

2 Speak out if you believe someone is being moved to the wrong job.

3 Unorthodox appearances sometimes accompany willingness to achieve and talent.

4 Your staff can have abilities that go beyond their present roles which can take them upwards in the organisation and perhaps into middle management levels.

5 If someone has mastered a particular job that is a good reasons for supporting their promotion into a senior position.

6 Always remember that staff abilities are likely to be under estimated in many organisations.

Therefore:

1 Look out for staff with enthusiasm, commitment teamwork spirit etc and promote them.

2 Encourage staff to apply for any internal senior openings in the organisation.

3 Promote within the company in the first and replace staff with outsiders as the last resort.

6 Allow aspiring staff to demonstrate ability to manage several tasks within the organisation.

7 Train staff to take over duties with higher responsibilities whenever that is necessary.

8 Make a list of good co-workers and keep it as a future reference resource.

Motivating your Staff

Giving and receiving orders is less motivating for staff than taking part in the planning and decision making. It is very important that you share company strategy with your staff telling them of their part in achieving the company strategy. Take the trouble to improve staff’s understanding of the company strategy and to win their approval because, staff approval will have high positive effect on the implementation of the strategy. Never forget that employees will invest their lives and financial security in your company. Enable your staff to achieve their ambitions and to manage themselves in order to achieve company goals.

Use Some of the Following Motivating Factors and Actions: 42

TYPE OF FACTOR TO INFLUENCE	TAKE THE FOLLOWING ACTION
To achieve Self-Fulfillment	Enable employees to accept & take challenges
To achieve Recognition	Tell employees how well they are doing.
To gain Peer Respect	Celebrate the individuals success publicly.
To widen Expertise	Encourage development of special knowledge
To increase Competence	Provide Training to develop skills.
For continuous High Achievement	Agree on targets that are achievable.
For developing Staff Autonomy	Allow employees to plan and design their own work
For developing Self-Confidence	Make sure allocated tasks can be done well
For developing Self-Interest	Increase individuals’ regard for “themselves”
To develop In-Company Companionship	Ensure there is an employees’ club.

Advice for managers

1 Use strategic thinking of all your staff by involving them where possible in the formulation of plans and implementation of your company strategy.

2 Let staff to make suggestions and take decisions that are suitable about the strategic plans.

3 Allocate tasks with “feel good” factor about the organisation and its management structure.

4 Define and discus staff individual job requirements so that employees can fulfill their tasks.

5 a) Individual employees should be able to understand and describe their own tasks.

b) Employees should be able to define behaviours that are required to perform their tasks well.

c) Managers and employees should jointly define challenging performance goals.

d) Employees should understand the importance of achieving the goals of the strategic plan.