What to consider in 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 throughout an entire career. There isn’t one solution or method for developing effective managers, but some tools we might use when delivering management training include:

  • Talent Q Dimensions Assessment

Dimensions’ is a personality assessment questionnaire from Talent Q .  The assessment provides an independent measure of an individual’s competencies, abilities, personality and motivation – which will translate into key behaviours at work.  There are no ‘right’ or ‘wrong’ answers to the questions, only an accurate representation of person’s profile.  The assessments are useful for a whole range of activities, including identifying what talent gaps might exist in a management team; who is likely to be best suited to perform new or changing job roles; where a newly appointed manager might need support or, potentially fail under their new responsibilities. 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 behavioural questionnaire which investigates an individual’s tendency towards certain kinds of behaviour and styles of interaction with others; it was devised by  Meredith Belbin (something of a Human Resources celebrity). It sorts clusters of behaviours and allocates them into nine different ‘team roles’ each with their own strengths and ‘allowable weaknesses’. Some of the names of these team roles might be recognisable to you (Plant, Evaluator or Completer Finisher for example) as they are widely used in business. By focusing on behavioural styles, and allowing others to feedback on how they interpret our behaviour at work, there are real opportunities to ensure that people work to their strengths, whilst acknowledging any weaknesses which may stand in the way of success.

  • Myers Briggs Type Indicator (MBTI)

The MBTI instrument sorts for preferences (not aptitude) into one of 16 personality types; it does not measure trait, ability, or character.  The goal of knowing about personality type is to understand and appreciate differences between people. As all MBTI types are equal, there is no best type.

  • Thomas Kilmann Conflict Mode Instrument (TKI)

TKI measures an individual’s preferred response to conflict situations giving them their ‘conflict profile’ – a placement in one of 5 different styles, based on assertiveness and co-operativeness.  This instrument helps people understand how using different styles when dealing with conflict affects interpersonal and group dynamics; this allows them to choose what might be the best approach for any situation.

 

Management training and workshops

Whilst being technically competent will get your CV noticed, or shortlisted for an interview, consistently demonstrating appropriate ‘soft skills‘ will make you effective and successful.  These soft skills make up who we are, generally encompassing our attitudes, habits and how we interact with other people. They are much less tangible than ‘hard‘ or technical skills (such as the ability to construct a spreadsheet or drive a fork lift truck).  Our workshops focus managers on what’s important in their role and for their business, and this might cover subjects such as time management, influencing or delegation.  The workshops might be just quick refreshers lasting 2 or 3 hours, or may go into more depth, cover more topics and last 2 or 3 days, such as a leadership development course.

 

Executive and management coaching

Our executive and management coaching is designed to be a confidential and objective process for (senior) managers to enable them to discover, explore and implement more effective ways of working.  A coaching need might arise as a result of a new appointment; feedback following a development centre or 360 degree feedback process; sometimes it might be the result of a grievance or disciplinary hearing.   Coaching can be a ‘one off’ discussion or sustained over an extended period of time – it provides a sounding board for the recipient and enables them to be challenged and supported, helping them to make changes and enhance their self-awareness.

 

Human Resources training 

Our HR training includes tuition for both managers and staff responsible for HR matters, regardless of whether the business has a dedicated HR function. For managers, training will typically cover best practice and the legalities of topics such as recruitment and selection; performance management, disciplinary and grievance handling; absence management; and introducing policies and procedures.  For HR staff we often concentrate on the necessary practical skills of handling difficult people; having ‘uncomfortable’ conversations; restructuring and redundancy management; assessment techniques; the provision of learning and development in their organisation.

 

How does this affect my company?

Team development differs considerably from 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 teams’ 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 providing HR services in that we’re technically management consultants who practise HR, as opposed to the other way round. This means that not only can we approach Human Resources from an holistic business and commercial standpoint, but also that we are well-placed to offer team development expertise as an integral part of our services. 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 748 048 or email us at team@organichr.co.uk.

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2 Responses to What to consider in team development

  1. 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.

  2. 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!

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