Back Issues - February 2005

• Opportunities: catch them if you can
  Whether you make, seize or ignore opportunities, Peter Honey studies the potential outcomes.
• Recruiting an external training consultant: choosing an approach
  What kinds of consultancies should you approach for a particular type of training? And how do you know if they are going to provide you with the best job at the right price? In what can sometimes feel like a minefield, Clare Forrest guides you safely through the choices available.
• Taking control of your personal brand: what your delegates really 'see'
  Do you come across as consistent when dealing with others in your organisation and external clients? Does this ‘consistency’ encompass ethics and values, personal appearance, how you use your voice? If so, you will already have a personal brand – but are you happy with that brand? Lesley Everett takes you through seven vital steps that will help to create something that’s right for you.
• Letter from Ireland
  Pat Costine revisits OECD data from 1991 to 2003 about the recipients of training and development, and examines why it doesn't make for comfortable reading.
• Management theorists: thinkers for the 21st century?
  In Part 2 of a three-part series, Dilys Robinson looks at ten influential theorists and assesses their influence in business today.
• Spotlight on Wyatt Woodsmall
  Mike Levy talks to Dr Wyatt Woodsmall about the differences between trainers and facilitators, who outlines his preference.
• Focus opinion
  In the second part of our Focus coverage on performance management, Pam Jones explains why times are tough for our workplace managers.
• Individual performance-related pay: does it drive better organisational performance?
  Whereas most managers believe it to be a self-evident truth that incentives drive performance, many in HR still seek evidence for themselves. Peter Reilly assesses both the theory and practice in order to answer this ‘holy grail’ question.
• Whose vision is it anyway?
  Have you noticed that there is often a missing link between the leaders who generate vision and the staff who must make it happen? In exploring how to overcome this, Marcus Hill explains how to build long-lasting motivation and enable staff to make a valuable contribution to goals.
• Stepping up to the mark: the reality of performance management
  Barry Johnson and Mandy Geal use two famous sporting achievements to highlight how we can make real measurable changes in performance, the factors we need to bring them about and the effects on other people.
• Flapped learning
  E-learning may give you wings. But do they work effectively? Gilly Salmon assesses the best way to take flight.
• Netcheck
  Clare Forrest takes a good look at www.direct.gov.uk an excellent site with a great deal of information on current workplace legislation and a lot more besides.
• Goodbye appraisals?
  Andrew Mayo revisits the performance management process and considers its importance.
• Linking Learning Needs Analysis to Business Needs
  Part 2 in the Learning Needs Analysis series by Sarah Cook.