Managing people / Jane and Chris Churchouse

Enhanced descriptions from Syndetics:

This workbook on people management opens with a situation that all managers face on a number of occassions - a key member of staff is leaving. The authors then provide a mixture of theory and practice, case studies and exercises that aim to help any manager identify how to learn from the loss of a staff member, recruit a replacement and ensure that, from day one, they are managed and developed to become a highly effective team member. The workbook is based around Level 4 of the MCI management standards and the advice and techniques are accompanied by developmental exercises to provide the reader with an interactive way of improving immediate and long-term performance.

Table of contents provided by Syndetics

• Preface (p. ix)
• Acknowledgements (p. xi)
• Part I 'I've just trained Sally and she's left to get a better job...!' How to manage staff recruitment and selection
• Introduction (p. 3)
• Unit 1 What to Do When Someone Leaves (p. 5)
• Step 1 Find out why they are leaving
• Step 2 Use the opportunity to review the workload
• Step 3 Make your decision
• Unit 2 Three Steps to Effective Recruitment (p. 23)
• Step 1 Analyse your requirements
• Step 2 Write a job description and person specification
• Step 3 Choose appropriate recruitment media
• Unit 3 The 'Dos and Don'ts' of Selecting Staff (p. 41)
• Step 1 Act legally when making your choice
• Step 2 Select appropriate tools and techniques
• Step 3 Decide what your candidates need to know
• Unit 4 Interviewing Skills (p. 59)
• Step 1 Plan the three stages of the interview
• Step 2 Plan your questions to achieve your objectives
• Summary of Part I (p. 75)
• Checkpoint: Exercises (p. 77)
• Part II 'Jack tries hard but he never seems to get the hang of it' How to manage staff training and development
• Introduction (p. 81)
• Unit 5 Find Out About Your People (p. 83)
• Avoid stereotyping
• Act as if you expect them to do well
• Value strengths and manage weaknesses
• Unit 6 Identifying Training and Development Needs (p. 99)
• Step 1 Consider why the training is needed
• Step 2 Identify the need
• Unit 7 Providing Informal Training Events (p. 117)
• Step 1 Consider what types of training intervention are available
• Step 2 Consider how to deliver the training
• Step 3 Develop your training and coaching skills
• Unit 8 Evaluating the Effectiveness of Training (p. 139)
• Step 1 Remind yourself what you wanted to achieve
• Step 2 Assess progress
• Step 3 Do something with the results
• Summary of Part II (p. 151)
• Checkpoint: Training Effectiveness Plan (p. 153)
• Part III 'Managing would be easy if it were not for the people' How to manage performance and discipline problems
• Introduction (p. 157)
• Unit 9 Problems and Solutions (p. 159)
• Deal with individual difficulties
• Organizational issues
• Be an effective manager
• Unit 10 The Four Steps to Effective Discipline (p. 179)
• Step 1 Always make sure that your own behaviour is above reproach
• Step 2 Give positive messages about what behaviour is acceptable and what will happen if someone breaks the rules
• Step 3 Don't ignore problems in the hope that they will disappear
• Step 4 Make sure that you follow the 'hot stove rule'
• Unit 11 How to Handle a Breach (p. 191)
• Act appropriately for the type of breach
• Get to know how the legal system acts
• Get to know your organization's procedures
• Checklist for a disciplinary procedure
• Summary of Part III (p. 203)
• Checkpoint: Maintaining Your Skills (p. 205)
• Checkpoint: Extending Your Knowledge (p. 207)