Fear atmosphere bad for business - 08/2001

Aggressive management techniques that are based on setting employees tough challenges and intimidation fail to get the best out of the workforce, according to a new book Developing your People, 20 pain free solutions for busy managers, published recently by the Chartered Institute of Personnel and Development.

Author, Suzy Siddons, who runs her own training company in Oxfordshire, says reassurance and building confidence are the bedrocks of training people to do their jobs better and to master new skills in a rapidly-changing world.

Developing Your People tells managers that if they accept they are only as good as their teams, they need to make sure their team has the right skills. But patience and an emphasis on expanding existing skills are the starting points, not setting challenges which instil panic and trepidation. Such forms of training have gained popularity in recent years, but the book argues that they are not effective.

Siddons also says managers should use every ëalternativeí training opportunity including the traditional ësitting by Nellieí and less obvious scenarios such as work experience at suppliersí offices. Managers can then ensure their teams acquire skills effectively in a ëpain freeí way. These unexplored training avenues also leave managers more time to do their own jobs.

ìNo matter what type of business you work in, there are options lying on your doorstep,î Siddons says. ìThe secret is to utilise them. You donít have to rely on training courses - in fact, doing so in isolation can be a sign of lazy management.î

Developing Your People lists - then explores - 30 methods of training, most of them neither time-consuming nor costly. It looks at the pros and cons of techniques as diverse as competitions, coaching and the Internet in a lively, practical way. It also emphasises that there are both right and wrong atmospheres when it comes to equipping people with new skills.

The book suggests simple ways of capitalising on the skills already existing within a team, company, business environment and the outside world. It also gives hints and tips on how to make these recipes and methodologies really work, from defining the skills a teamís members need, to judging the best methods of training individuals.

ìOne of the nicer realities of working with people is their readiness to develop and be developed,î Siddons adds. ìEveryone likes to be adept at what they are doing and looks forward to gaining new skills and capabilities, and most people are genuinely interested in learning more about their jobî.

www.cipd.co.uk