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  • Time management tips for really busy people
    despite your best efforts Before you sink under your ever increasing workload take a couple of minutes to check that you really are using this scarce resource effectively and are not making the following common time management mistakes Busy business people have a lot of demands made on their time often dashing from one meeting to another and not giving themselves enough time to get from one place to another This is a mistake do not try and be everywhere at once You can t and it will only make you flustered and late We live in the information age and information overload is a common problem Bombarded by emails we need to become much more selective in what we read Do not try and absorb every single piece of information you are sent concentrate instead on the most important facts Problems big and small can take up much of your day You can never solve every problem immediately and all at one go so learn to take things a step at a time For complex problems giving your subconscious brain time to work it out is a great use of time and tends to produce better solutions When busy it is oh so tempting to try and do lots of things quickly and at the same time Isn t multi tasking supposed to be a good thing Well the most effective people learn that working this way only messes up their time planning Furthermore you will not be devoting the requisite attention to each individual task One thing at a time is the order of the day Whether out of guilt or just habit business people often use up their time on low priority work Avoid the temptation of wanting to do the unimportant things yourself think just how

    Original URL path: http://www.spearhead-training.co.uk/blog/time-management-tips-for-really-busy-people (2016-02-17)
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  • Improving business performance
    sales presentation they frequently interrupt you and often take the leadership of the sales discussion completely out of your hands One of our sales trainers gives the following tips for sales people on how you can stop the excessive talker and maintain control Read more in Sales Skills Articles by Spearhead Training Effective Change Management November 17 2015 November 17 2015 At work major failures and other crises situations are followed by an investigation which tries to find out what went wrong and what changes are needed to prevent whatever it was happening again The problem is that all too often the recommendations of these investigations are not implemented so the situation that caused the problem happens again Why does this happen Read more in Management Articles by Spearhead Training Do Your Sales People Recognise Buying Signals November 9 2015 November 9 2015 To be effective your sales people need to be able to recognise the point when they have convinced the customer to place an order with them Continuing to sell rather than attempting to close the sale when the customer is convinced is a common error made by the poorly trained sales person Read more in Sales Skills Articles by Spearhead Training Handling Impractical Suggestions November 2 2015 November 2 2015 In most cases managers are usually very grateful when a member of their team makes a suggestion on how things could be improved Being an effective manager of people is after all about encouraging open communication and innovation However what should you do when someone brings you an idea that is simply unrealistic Read more in Management Articles by Spearhead Training Body Language Helps You Sell October 28 2015 October 28 2015 Try though one might it is impossible to avoid communicating Although this simple statement may surprise it expresses the concept of non verbal communication Sales people need to remember that their customers will form an opinion of them not from what they say but rather from what their body language is saying Read more in Sales Skills Articles by Spearhead Training Talk Once A Day Not Once A Year October 21 2015 October 21 2015 Managers are responsible for the positive performance of the people in their team This means having regular feedback sessions But managers can be extremely reluctant to do this Read more in Management Articles by Spearhead Training Achieving Your Full Potential October 15 2015 October 15 2015 Newly promoted managers can suffer from self doubt and may worry that they are not be good enough to succeed in their new role This phenomenon sometimes called imposter syndrome can become a self fulfilling prophesy unless it is tackled head on Read more in Management Articles by Spearhead Training Updating the 70 20 10 learning mix October 13 2015 October 13 2015 There are many ways in which we can learn to be a successful and effective manager The 70 20 10 learning mix was first proposed by McCall Lombardo and Eichinger who

    Original URL path: http://www.spearhead-training.co.uk/blog/page/2 (2016-02-17)
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  • Improving business performance
    customer experience and ultimately to improved company performance Engaged team members are loyal and this loyalty if correctly channeled leads to increased productivity which in turn leads to a better customer experience and ultimately improved company performance Read more in Management Articles by Spearhead Training Let s be more disruptive September 24 2015 September 24 2015 Being disruptive is usually considered to be a bad thing in the work place But maybe disruption is not all bad Read more in Management Articles by Spearhead Training Put On Your Thinking Hat September 21 2015 September 21 2015 Unproductive meetings are the bane of project manager s lives Bad meetings waste a great deal of project management time and company money But it is not having a meeting that is the problem rather the way the meeting is co ordinated Read more in Business Skills Articles by Spearhead Training Could A Robot Replace You September 18 2015 September 18 2015 In the recent ITV television science fiction series Humans robots were depicted as being virtually indistinguishable from human beings and some even developed emotions But is science fiction becoming science fact Will robots put your job at risk Read more in Training News by Spearhead Training The Accelerated Development Equation September 14 2015 September 14 2015 With an ever aging workforce organisations need a pipe line of talented individuals who can be fast tracked into more senior management positions But unless this process is well managed there is a real danger of over promotion and the problems this causes Read more in Training News by Spearhead Training After Event Reviews September 10 2015 September 10 2015 The holy grail of any training is to ensure that the skills delegates develop are applied when they return to the workplace Change is difficult and

    Original URL path: http://www.spearhead-training.co.uk/blog/page/3 (2016-02-17)
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  • Improving business performance
    people who have to regularly work away from home Many managers travel routinely to meet up with colleagues who work out of offices in different locations attend conferences or training events Often our only time to catch up on important work projects or emails when out and about is when traveling if we are going by train or plane or in the hotel in the evening Here are some time management tips to ensure you use this otherwise non productive time effectively Read more in Business Skills Articles by Spearhead Training Empowering People Isn t Easy February 23 2015 February 23 2015 Most organisations strive to build an empowered workforce yet despite their best efforts surveys continue to show that employees do not feel empowered by their line managers Why is this the case Read more in Management Articles by Spearhead Training Research Findings Effective Manager Development Programmes February 18 2015 February 18 2015 Recent research published in November 2014 and sponsored by the CIPD IOSH and the Affinity Health at Work Research Consortium confirms that Spearheads approach to the design and delivery of in company manager development programmes is the most effective for achieving results read more in Training News by Spearhead Training Are You a Good Boss February 16 2015 February 16 2015 A recent worldwide survey by CEB a member based advisory company of about 18 000 employees revealed that one third of those surveyed would change job for a better boss The same survey also showed that UK employees were the most likely to change jobs in the near future This shocking figure suggests that UK managers are not good bosses How has this situation arisen read more in Management Articles by Spearhead Training How Effective Are Your Annual Performance Reviews February 12 2015 February 12 2015 Many companies have annual performance reviews sometimes called appraisals as part of their performance management process Many managers dread appraisal time yet the purpose of a performance review is to act as a tool for the line manager helping them help their team individually and collectively to be the best that they can possibly be read more in Management Articles by Spearhead Training Managing Stress At Work February 10 2015 February 10 2015 In a recent survey by the Chartered Institute of Personnel Development CIPD it was reported that the number of sick days taken by UK employees per year was down This statistic looks like good news for anyone in a managerial position as having a member of your team missing for even just a few days creates additional work load and stress for the other team members read more in Management Articles by Spearhead Training On the Job Training of Sales People February 2 2015 February 2 2015 One of the most effective ways for developing your sales team is to conduct a joint customer visit with your sales people Such field based coaching is particularly beneficial after the sales team have attended a formal classroom based

    Original URL path: http://www.spearhead-training.co.uk/blog/page/9 (2016-02-17)
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  • developing managers - the 70:20:10 learning mix
    10 learning mix was first proposed by McCall Lombardo and Eichinger who based their conclusions on studying high performing managers But maybe it s time to re think this model At the start of this millennium the 70 20 10 learning concept was published by Michael M Lombardo and Robert W Eichinger in The Career Architect Development Planner 3rd edition The theory behind their 70 20 10 learning mix was that the success of high performing managers was based on them learning how to be a good manager in the following ways 70 from doing challenging jobs 20 from other people mostly their own line manager 10 from attending management courses and personal study reading A more recent survey of 13 000 managers found that rather than following the 70 20 10 learning model today s successful managers actually spend 55 of their time learning on the job 25 learning from others in the work place and 20 on formal training So highlighting the increasing importance in today s fast paced business environment of regular refresher training for managers But there is a bigger problem facing those tasked with developing managerial talent than simply trying to get them to attend more training courses Whether the model is 70 20 10 or 55 25 20 many training departments are failing to develop the managers in their organisation effectively because they fail to put in the right level of support for the on the job parts of the manager s learning the 70 20 or 55 25 parts For managers to develop following formal training sessions they often need to change their old habits This can be hard because our habits drive 70 of what we do at work New ways of thinking and managing must therefore become habitual if they are

    Original URL path: http://www.spearhead-training.co.uk/blog/updating-the-702010-learning-mix (2016-02-17)
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  • Training evaluation key theories
    four Results To what degree did targeted outcomes occur as a result of the training course and the subsequent work based reinforcement of the training 2 The CIRO Model The CIRO model was developed by Warr Bird and Rackham and published in 1970 in their book Evaluation of Management Training CIRO stands for context input reaction and output The key difference in CIRO and Kirkpatrick s models is that CIRO focuses on measurements taken before and after the training has been carried out One criticism of this model is that it does not take into account behaviour Some practitioners feel that it is therefore more suited to management focused training programmes rather than those designed for people working at lower levels in the organisation Context This is about identifying and evaluating training needs based on collecting information about performance deficiencies and based on these setting training objectives which may be at three levels The ultimate objective The particular organisational deficiency that the training program will eliminate The intermediate objectives The changes to the employees work behaviours necessary if the ultimate objective is to be achieved The immediate objectives The new knowledge skills or attitudes that employees need to acquire in order to change their behaviour and so achieve the intermediate objectives Input This is about analysing the effectiveness of the training courses in terms of their design planning management and delivery It also involves analysing the organisational resources available and determining how these can be best used to achieve the desired objectives Reaction This is about analysing the reactions of the delegates to the training in order to make improvements This evaluation is obviously subjective so needs to be collected in as systematic and objective way as possible Outcome Outcomes are evaluated in terms of what actually happened as a result of training Outcomes are measured at any or all of the following four levels depending on the purpose of the evaluation and on the resources that are available The learner level The workplace level The team or department level The business level 3 Phillips Evaluation Model Based on Kirkpatrick s model Dr Jack Phillips added a fifth step which gave a practical way to forecast the return on investment ROI of a training initiative ROI can be calculated by following a seven stage process Step 1 Collect pre programme data on performance and or skill levels Step 2 Collect post programme data on performance and or skill levels Step 3 Isolate the effects of training from other positive and negative performance influencers Step 4 Convert the data into a monetary value i e how much actual value is the change worth to the organisation Step 5 Calculate the costs of delivering the training programme Step 6 Calculate ROI programme benefits in s programme costs in Step 7 Identify and list the intangible benefits This last step is important as Phillips recognised that some training outcomes cannot be easily converted into a monetary value For example trying to put a

    Original URL path: http://www.spearhead-training.co.uk/blog/evaluating-training (2016-02-17)
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  • Can A Robot Replace You - Article from Spearhead Training
    September 18 2015 September 18 2015 In the recent ITV television science fiction series Humans robots were depicted as being virtually indistinguishable from human beings and some even developed emotions But is science fiction becoming science fact Will robots put your job at risk The recent news headlines on the artificial intelligence have sparked debate over what robots can and cannot do The article that started it all off was published by Carl Benedikt Frey and Michael A Osbourne in September 2013 Called The Future of Employment How susceptible are jobs to computerisation the article attempted to categorise various occupations according to their susceptibility to computerisation and went on to estimate the probability of computerisation for 702 different occupations So what makes a job susceptible to automation It s certainly true that some aspects of a job are simpler to automate than others and this has already lead to significant use of robots and computers to replace human toil the automotive industry being an obvious example of this Whilst robots are still clumsy at certain manual tasks such as picking up a pencil advances in technology are making big strides into these areas Industrial robots are gaining the ability to make ever more coordinated finger and hand movements and so will be able to perform a wide range of increasingly complex manual tasks that may eventually threaten jobs such as gardening or housekeeping which robots are currently rubbish at doing due to the unstructured environment that these activities occur in Computers using sophisticated algorithms are also challenging a number of office and administrative support roles particularly in the legal and the financial service sectors where computers are already being used to scan the many documents used in pre trial research But computers and robots however advanced are unlikely to fully

    Original URL path: http://www.spearhead-training.co.uk/blog/could-a-robot-replace-you (2016-02-17)
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  • Developing new senior managers quickly
    and the problems this causes UK Government statistics show that over the next decade the changing age profile of the workforce will be the most significant development in the labour market One third of workers in the UK will be aged over 50 by 2020 This creates a significant problem for many organisations They will need to develop their young talent quickly so that they have people ready to take on management roles when the existing role holders retire When looking to develop talent quickly what currently tends to happen is that senior managers assume that potential development will equal accelerated development of the talented individual Therefore the business 1 Tries to identify the small number of high performing employees who are believed to have future potential and a strong ability to learn 2 Provides some extra training to these individuals which may or may not be different to that provided to other employees Whilst both of these steps are important something is missing This missing piece of the accelerated development equation is what happens to your talented individuals outside of the additional training opportunities they are given One of the most consistent findings from our training effectiveness research is that whilst the quality of the training is of course important the contextual factors i e those things that happen in the workplace outside the training room are actually just as important in ensuring that accelerated development happens If these supporting contextual factors are missing then the chances are that the additional management development training will have little impact and any new behaviours your talented individuals learn will not be sustained So the real equation for accelerating your people s development is Potential Development Context Accelerated Development Getting the Context Right The day to day working environment in which your

    Original URL path: http://www.spearhead-training.co.uk/blog/the-accelerated-development-equation (2016-02-17)
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web-archive-uk.com, 2016-10-27