replica watches replica breitling replica tag heuer fake rolex for sale rolex replica replica rolexI have worked with employers all over the world to develop employee performance - with the goal of improving business performance. When I receive an enquiry from an employer for management development, employee development or improving performance, I usually find that the employer has some solution in mind that they would like to discuss. However, it is often the case that this solution is not the right one. My first question for employers is always - why? Why do you want to develop managers/salespeople/administration skills and performance? My next question is always - and what knockoff patek philippe watch will this improvement look like when it is achieved? Many employers display their ��key principles' or ��strategy' which includes statements such as ��people are our most important asset'. But how and where is this strategy put into place? If people are important - does management know why? How do people know they are important? Making the best of people resource - and therefore the best business performance - involves a partnership between management and employees - it means instigating action that ensures replica watches cartier baignoire employees know
what they are expected to do
How well they are expected to do it (standards/competences)
How they will know when they have achieved and continue to achieve these expectations
��What's in it for me?' This brings us to ��what motivates people' - a question that has no single answer. Everyone is an individual with different needs - but certain generalisations can be made; everyone needs;
To feel that their job is important
To feel that they achieve something in their work
To feel recognised in their work
To feel they belong to a working community This is of course in addition to being paid a reasonable rate! - However, answering these other needs is equally as important but often does not receive equal attention. The use of qualifications has always been a means to provide support and development for employees - but is often difficult to achieve because of the need for ��downtime' - time away from work to learn, attend classes etc. In many cases a further difficulty lies with the content of learning and its relevance - or not- to the work that people do every day. NVQs are work-based qualifications, based on nationally agreed standards of competence and focus on real work activity - in the actual job context. Achieving an NVQ does not require ��downtime', nor cheap breitling watches additional time fake patek philippe chronometro gondolo out of work by the employee. It does require the employer's agreement for an assessor to visit the workplace to observe, assess and coach the employee. It does require that the employee's manager supports this process. replica watches rolex cellini prince If a group of employees undertake an NVQ at the same time, the added-value of team working and support is an ��extra' for the employer. Our assessors work collaboratively with individuals, teams, managers and employers to improve performance, to help people understand how their job fits into the bigger picture of business performance and to develop employees skills to their full potential. Individuals achieve recognition not only from their employer through support for development, but through a nationally (and internationally) recognised award and qualification. Motivation, recognition, achievement and team working - all achieved at work. fake ebel beluga Shirley Fletcher FITD ?2011 Fletcher Europe