Assessment
Centres ...
- What do you know about the strengths
and skills of your management population?
- What development needs should be given
the greatest priority?
- How well do your managers manage and/or
your leaders lead?
- Who have the potential to further advancement,
and in which business areas?
The use of assessment
centres has grown rapidly in the UK in the last 10 years. Organisations striving
for a more objective and comprehensive approach to recruitment, selection
and identifying potential.
GNA provide organisations
with an objective and robust method of improving both the individual's, and
the organisation's, awareness of skills, strengths and gaps. Our practical-styled
events provide a unique opportunity to objectively observe and measure how
people actually perform tasks, make decisions, relate to each other, and demonstrate
self awareness.
Contact
us to discuss your organisation's requirements further.
Managing &
the Law...
A two-day programme for managers at all
levels aimed at increasing awareness of the legal responsibilities when managing
others. A highly interactive, and often humurous, workshop which helps managers
gain confidence and competence in operating in a legal, responsible and ethical
manner. Subjects areas include...
- Recruitment and selection
guidelines.
- Current employment legislation and
"hot topics".
- Managing diversity positively.
- Handling discrimination claims fairly
and objetcively
- Health & safety
- Preparing for industrial tribunials.
Assessment
v. Development Centres...
Assessment Centres are
a means of helping an organisation to identify the suitability, strengths
and potential development areas of people - either internal or external -
in relation to a particular job or role. Our contracted relationship lies
with the recruiting organisation.
With development centres,
we strive to establish a slightly different relationship. Our main relationship
lies with the participant first and the client second. This means that feedback
obtained from the centre is drawn together in a formal Personal Development
Report which is shared with the participant in a 1-2-1 coaching session.
The onus is placed with
the participant to share the report with their line manager. Our experience
has shown that we see more accurate behaviour demonstrated by delegates rather
than "adapted" behaviour, as they relax more under the knowledge
that confidentiality is established.
