A beginner’s guide to team development

So what is it?

 

Our team development services at organic hr are split into 4 key areas: management development, courses and workshops, executive and management coaching and human resources training.

Team development is all about getting the best out of your people, and here’s how the 4 different areas work:

Management development

Good managers never stop learning, and development is a process that ought to last a whole career. There isn’t one solution or method to developing managers, but a few questionnaires that we might use when delivering management training (something which will also be covered in our later ‘HR Intelligence’ article) include:

  • Talent Q Dimensions Assessment

Dimensions is a personality questionnaire from Talent Q which aims to find out what roles people are best suited at via their preferences, strengths and allowable weaknesses. There are no ‘right’ or ‘wrong’ answers to the questions, only an accurate representation of which category an individual falls into, based partly on Belbin’s team type review (below). The assessments are useful for a whole range of things including finding out what sort of talent gaps exist in a management team, and also who would be best suited to perform new or changing job roles. In the below video from Talent Q, a candidate who has been asked to complete a Dimensions assessment describes her experience.

  • Belbin team type review

The Belbin Team Inventory is a personality test devised by  Meredith Belbin (something of a Human Resources celebrity). It splits members of a team up into roughly nine different groups according to their strengths and weaknesses. Some of the names of these groups might be recognisable (plant, monitor evaluator, completer finisher) as they are widely used in business. What they can help to achieve by looking at where strengths and weaknesses in teams and team members lie is how to make the most of the strengths, whilst fixing the weaknesses.

  • Myers briggs type indicator (MBTI)

Similar to the Belbin team types in that it splits participants up into several categories, the eponymous creators of the questionnaire, Myers and Briggs, gathered the types from a book by Carl Jung. The questionnaire sorts people into around 16 types, each of which are a combination of 4 different dichotomies (that is, 4 sets of 2 possible choices).

  • Thomas Kilmann Conflict Mode Instrument (TKI)

This questionnaire differs in that it measures individuals’ responses to conflict situations. Like most ‘conflict-style inventories’ i.e. tests, the TKI is based on a grid model developed in the mid-60s, which plots management style as the balance between ‘concern for people’ and concern for task’, giving the individual their placement in one of 5 different groups.

 

Courses and workshops

Our courses and workshops cover a wide area but usually include communication, time management, recruitment and selection and people management and leadership training. Some of these activities will cover half a day, whilst others run across multiple days, depending on the content but also the needs of the business in question.

 

Executive and management coaching

Executive and management coaching has many similarities to the rest of team development including use of occupational psychometrics (tests which evaluate skills with particular regard to the workplace), profiling and discussion with our practitioners, however it concentrates more heavily on one-to-one sessions, whether that’s one off or over an extended period of time.

 

Human Resources training 

HR training includes tuition for both managers and HR staff, regardless of whether a firm has a dedicated HR function. For managers training will typically include things like recruitment and selection, interviewing, coaching, performance management, disciplinary and grievance handling, absence management and introducing policies and procedures. For HR staff we often concentrate on practical skills like handling difficult people, restructure, reorganisation and redundancy management and assessment techniques.

 

How does this affect my company?

Team development differs considerably to employee relations in that it comes from a position of prevention and improvement rather than necessity – that’s not to say that all employee relations matters are negative necessities! Much like an investment, team development offers employers an opportunity; a chance to make the most of themselves’ and their team’s skills, and ultimately see a lift in performance.

Coaching can also be useful in supporting change in a company; promotion and role changes can be consolidated with the right training, as can career management and progression, particularly in more senior roles.

 

Why organic hr?

We differ from many organisations in that we’re technically management consultants that practice HR, as opposed to the other way round. This means that not only can we approach Human Resources from a business standpoint, but also that we are well-placed to offer team development services as part of our offering. It’s also safe to say that team development is a passion of ours, and we’re proud of our track record of making the most of what essentially defines an organisation – its people.

 

We want these guides to be as helpful and informative as possible, so if you’ve got any questions about the post or employee relations, feel free to leave a comment and we’ll do our best to help!

 Alternatively, if you’d like to speak to use about our services, give us a call on 01422 399535 or email us at team@organichr.co.uk.

This entry was posted in Beginner's guides, Blog and tagged , , , , , , , , , , . Bookmark the permalink.

2 Responses to A beginner’s guide to team development

  1. Dean @ HR Consultancy says:

    Team development! its an interesting one! When your in a team you need a good manager or team leader, one that you can trust! Some managers can talented however lack responsibility with there talent! Some managers just like causing trouble! some enjoy walking over people! It is so important to be responsible with your managerial talents, if they are employees will gain trust in managers, if not its not a good start!

  2. admin says:

    Hi Dean, thanks for your comment! You’re certainly right in saying that even talented managers sometimes lack the responsibility to go with it, however that’s something that team development can hope to address. Avoiding this conflict is sometimes a case of putting a team together that includes people with complementary skills and attributes, or even making people aware of what it is they excel at and putting it to good use.

Leave a Reply

Your email address will not be published. Required fields are marked *