Tag Archives: 6. People Development
Job interviews and other business meetings taking place over Skype are becoming increasingly common. You might be able to see one another, but a virtual interview or meeting over the internet is not the same as one face to face and you need to prepare accordingly.
Here are some considerations to help you embrace technology and master a Skype interview.
Q. Should you still dress as if you are in a face-to-face interview?
A. Yes – general interview etiquette still applies. The dynamics are different, with body language being the main barrier, so it is vital to make a good impression based on your dress and surroundings.
Don’t be tempted just to dress smartly from the waist-up, assuming that’s all the interviewer will see. As you use Skype more and more you will come across plenty of interview situations where the candidate or the interviewer has had to stand up – that unexpected knock on the door – a mobile phone ringing – situations that can only be dealt with by standing up! Being in formal dress will also help you to feel like it is a formal interview and put you in the right frame of mind.
Pick Your Backdrop Wisely
Q. How much attention will be paid to where you are sitting for the interview?
Everyday we connect with and forge relationships with new people.
In those few moments of introductions, you need to be able to capture someone's interest and make them remember you.
An 'elevator' pitch or speech is so-named because it's so quick you can tell someone on an elevator ride and draw their interest before the doors open.
This resource will help you form a clear message about you, so you can easily share it with others.
Want to Know More? Visit
The Art of the Elevator Pitch: Chris Westfall - Click Here
The ability to set goals effectively is a key managerial skill. It’s also the key to being a successful individual contributor, according to leadership expert and best-selling author Ken Blanchard.
“All good performance starts with clear goals. If people don’t know what you want them to accomplish, what are the chances they will be successful? Not very good.
“It’s very important to have work goals that are observable and measurable,” explains Blanchard. “Peter Drucker used to say, ‘If you can’t measure something, you can’t manage it.’ Measurements are important to give both managers and direct reports more clarity when assessing performance.”
So often in organizations, Blanchard explains, people forget there are three parts to managing people’s performance: performance planning—where goals are set for the year; day-to-day coaching—where the manager provides direction and support as needed; and performance review—where manager and direct report get together to evaluate the individual’s job performance.
“Of these three areas to managing performance, where is most of the activity centred in most organisations? Unfortunately, it’s on performance review.”
Blanchard believes that instead of using performance review as a way to sort and grade people, organisations should use a process that helps everyone “get an A.”
The link below takes you to a TEDTALK given by Dr Laura Trice.
In this quick talk, Laura explores the importance of praise, admiration and saying thank you.
Importantly, she focuses on the importance of asking for praise if you need it.
Laura also reinforces why praise (or ‘positive feedback’) must be specific and genuine.
This is a quick and powerful reminder that performance management isn’t just up to the ‘boss’ – employees (and leaders) shouldn’t be afraid to ask for feedback.
Watch and Learn: Click Here
Learning and development are mutually dependent - as employees are trained, they and the business both develop.
As businesses expand, new skills are required for changing technology, systems, products, or customers.
Development needs can be supported through a diversity of learning from many sources.
Many businesses know that there is a gap.
They know they could do better, but most ask, "Where do we start?"
This quick guide gives you some 'hints and tips' on how you might approach the important tasks of planning and evaluating learning and development.
When a team of managers are embarking on their Performance Development Reviews with their own team members, it is important that they all have an agreed approach to managing the process and the employees they are reviewing.
This activity can be used with new line managers or with a team of line managers as a reminder of the importance of a consistent, yet employee-centred approach to Performance Management Reviews.
This Experiential Learning Styles Questionnaire will help you reflect on how you learn. We all have different ways of learning which relate to our personality, background and occupation. Each learning style is effective in some situations. Your personal learning style profile will help you understand yourself a little better.
We all have different ways of learning which relate to our personality, background and occupation. Each learning style is effective in some situations. Your personal learning style profile will help you understand yourself a little better.
Each learning style is effective in some situations. Your personal learning style profile will help you understand yourself a little better.
This questionnaire can be used as an indivdiual exercise or used as part of a wider team development activity,