October/November 1999

Taking action October/November 1999, page 46
Action learning is a process underpinned by a belief in individual potential, a way of learning from our actions, and from what happens to us, by taking the time to question, understand and reflect and consider how to act in future. It has many advantages over more traditional methods of training. There are six main elements in an action learning programme according to subject specialist Krystyna Weinstein. This article is taken from her chapter in the new Gower Handbook of Training and Development.

Designed to fail October/November 1999, page 50
For the foreseeable future, many of our managers will feel ill-equipped to deal with the difficult people issues that arise at work. However, we can raise awareness among our managers of this cultural pre-disposition. And where the development of a performance culture precedes the introduction of the system, organisational performance can really improve. Robert Terry considers what can go wrong with performance management as well as what needs to be put right.

To have and to hold from this day forward October/November 1999, page 80
That traditional recruitment tool - the CV - is a waste of time, according to Mike Beesley, chairman of Sanderson Recruitment Plc, an IT recruitment agency. He believes that just as people choose their marriage partners on the basis of shared interests, commonly-held beliefs and values, and compatible personalities, employers need to play the "dating game".

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