上海后花园IBR

Rising to business challenges

first_imgWilliam Templeton, 44, HR development manager of British Bakeries, explainswhy he believes managing performance should be a shared responsibilityHow long have you been in this job and how long with your organisation? 15 months in both cases. What does your role involve? Defining the HR development strategy for British Bakeries in line withcorporate business objectives, and ensuring its cost-effective implementation. What is your current major training project/strategic push? To get everyone in the organisation to accept their responsibility formanaging performance in pursuit of business goals. How and why did you become a trainer? I had spent several years as an operational manager in the retail sector,and had a track-record of developing junior staff to take on greaterresponsibility. When the opportunity arose to move into training anddevelopment with another retailer, I had no hesitation in making that move. Which of your qualifications do you most value and why? I completed an MSc in Strategic Training and Development last year. It hasgiven me a real sense of professional worth. Studying while working full-timemade me realise just what is possible if you set your mind to it. Do you think that evaluation is a ‘Holy Grail’ or an impossible dream? Neither. It is perfectly possible to evaluate the impact of mostdevelopment events, provided you have a clear set of learning objectives tostart with, and an agreed set of measurement crtiteria which are applied bothbefore and after the event. How do you think your job will change in five years’ time? I would be surprised if my job still existed in its current form.Organisations must continuously restructure to meet changing demands, andindividuals need to be equally prepared to upskill and reskill. However, theneed for learning and development expertise will remain a key businesspriority.  ‘Recognise that what you dois critical to the business’s success – even if sometimes no-one else appearsto’ What will be the core skills for your job in the future? I think most training and development roles will move from a focus on thedesign and delivery of events, to grow individual competence to a focus onorganisational development issues. This will require internal consultancyskills such as influencing, facilitation, teamworking and project management.It will force trainers to develop a greater commercial under-standing and acuteawareness of organisational priorities. What is your preferred terminology for what you do? I use the word ‘learning’ whenever possible, as it emphasises the need forindividuals, teams and organisations to take responsibility for themselves. Are you good at self-development? I’m not as diligent as I should be. However, I am more aware than ever nowof the need to constantly review and update my own skills. What self-development have you undertaken in the past 12 months? I completed my MSc final research paper last year. I have also achieved accreditationas an MBTI practitioner, and I have attended several seminars on issues ofprofessional interest. How do you network? British Bakeries is a member of the Best Practice Club, a consortium with afocus on networking and benchmarking. I find this a very useful way of keepingup-to-date with the latest thinking, and ensuring new initiatives are foundedon ‘best practice’. If you could have any job in the world, what would it be? Wine buyer. Do you take work home? I try to avoid it. Unfortunately, having a perfectionist streak means it issometimes hard to resist the temptation to do that little bit extra. Describe your management style in three words or less? Focused, tenacious, quality-driven. What is your motto? I have a strong orientation towards the future, so probably ‘Tomorrow isanother day’. What advice would you give to someone starting out in training anddevelopment? Recognise that what you do is critical to the business’s success – even ifsometimes no-one else appears to. Up close and personalWhich courses and learning experiences have been most useful for you?Probably an internal consultancy skills course at Sundridge Park ManagementCentre in 1997. My most useful ‘live’ learning experience was when Iproject-managed training for a brand new 200-seater call centre in Gibraltar.How would you like to beremembered by colleagues?I would be happy to think that colleagues remember me as the person whohelped them to realise some latent potential.Which is the best management bookyou have ever read?The Seven Habits of Highly Effective People by Stephen R Covey, (publishedby Simon & Schuster) – it contains so many practical techniques for livinglife well, both in and outside work.Which training gurus, management experts or business peopledo you most admire?  Apart from Stephen Covey, I admire Peter Honey for the way he haspopularised the concept of learning styles; Gary Hamel and C K Prahalad fortheir work on core competencies; and the work of the Center for CreativeLeadership in the US for research into links between leadership andexperiential learning. As a business leader, I admire Ricardo Semler, for hiswillingness to question some of the most deeply-held beliefs about management. Comments are closed. Related posts:No related photos. Previous Article Next Article Rising to business challengesOn 1 May 2003 in Personnel Todaylast_img read more

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