Leadership training and sales training Australia.

A key strategy for the development of employee engagement is understanding your people and their motivations.  I translate this to mean, what are their passions, talents, skills and aspirations.

Get engaged!  No, not the marrying kind of engaged, unless of course it is the right time in your life for that step.  I am talking about engaging your staff so they feel valued, empowered and are clear on the expectations of them in their role.

I have been twittering away for about a month now, and have come across all manner of blogs and research.  There have been some enlightening concepts, ideas that have sparked a negative reaction, and others that remind me of why I am passionate about organisation development and authentic relationships. The final step in this blog series,

That old chestnut! “If you can’t measure it, you can’t manage it”. I have never been a huge fan of that saying as I believe that some of the most amazing successes within organizations have come from projects and initiatives that have not been planned in such detail, or measured. However, in terms of building credibility,

I am hoping that you have followed Steps 1 and 2 and are truly ready for Step 3, or at least ready for the idea.  In light of the relationships that you have built with the operational managers and your understanding of the business context within which your organisation operates, you can now rethink your strategies.

This is an obvious step but perhaps one that we don’t always have enough time for as we busily undertake the tasks associated with our role.  Many HR/OD practitioners that I have worked with spend a lot of time increasing their skills and knowledge in their area of expertise.  Undertaking diplomas at night school or attending networking meetings and seminars.  This kind of dedication is to be commended.  What would be just as good, is spending time immersing yourself in understanding the dynamics of the industry that you are in.

One of the biggest lessons I learnt as a young and idealistic HR Strategist and later as an Organisation Development consultant is that the HR and OD departments were actually out of touch with the demands of the operational areas.  I had the unique experience of moving from the HR Strategy team into an operational management role within the same organisation.  This completely changed my perspective of the organisation and the complexity involved in its service delivery and achieving business goals.  

5 Steps to Credibility It is critically important for Human Resource Management that it has the credibility to be a voice at the table of the Executive and at Board level.  The fundamental purpose of HR strategies are to provide the organisation with the resourcing strategies that it needs to meet the demands of its business.  This extends from basic human resource management (the right number of staff with the right skills for the right roles to deliver on the organizations goals) through to professional development and staff engagement practices.

Firms which continue to put money into sales training courses for their employees are the ones leading the way during the recession, new research has found.Conducted by US market analysts the Aberdeen Group, the study discovered that those performing strongly in the current climate are 2.6 times more likely to be implementing staff development initiatives.

Ever wondered what really makes a good sales person and how you can identify that in potential candidates? There really is no other position in an organisation that has the impact of a sales person. They can make or break the growth of your business. A great sales person will take your company to a new level, take market share from your competitors and build long term business. A poor sales person can miss opportunities through lack of skills, waste time with prospects that will not buy, and cost your company huge amounts of money in lost revenue. I am…