Grow Management Consultants

• "Learning strategies report"

• "Models and approaches"
A company's ability to train new and existing employees can be put to the test in a quickly
changing business climate.
1. Benchmark against the competitors
Entrepreneurs within a company must stay informed about the activities and success of
their competitors before deciding to support another initiative. This requires ongoing
efforts to build and maintain networks with capable colleagues and organizations like the
Society for Human Resource Management to learn from what others are doing. The first
step is to monitor what customers are saying online about both your business and your
competitors. This feedback can provide valuable insights into customer loyalty and
preferences, which can help justify the need for further preparation and development.
2.Align Training According to the Board Objectives
For instance, objectives such as improved performance, efficiency, quality, or customer
loyalty are common goals for a board. Once you understand what these goals aim to
achieve, you can develop specific programs to support them. Identify individuals within
your organization who could benefit from these initiatives by planning accordingly.
Typically, the legal department supports training that ensures compliance, while
marketing and sales often focus on training that enhances quality and consistency. Most
departments also support training that improves administrative skills and boosts
employee satisfaction. Plan strategies for onboarding new team members and ensuring
that employees are thoroughly trained, with an emphasis on company policies and
customer loyalty.
Company growth

Organizational learning refers to an organization's capacity to develop, improve, and manage

knowledge both within the organization and within its external environment, while enhancing its
performance by leveraging the diverse skills of its employees. This capability is crucial for
modern businesses. In today's dynamic global business landscape, companies are constantly
striving to gain a competitive edge. One key area many focus on is organizational learning,
which experts recognize as vital for gaining and maintaining that competitive advantage.

In the face of a turbulent business environment and the complexities of globalization,

organizations are required to be both flexible and proactive. The ability to learn is closely tied to
these traits of adaptability and foresight. Through organizational learning, an organization
enhances its ability to respond to various business challenges, thereby improving its competitive
performance by generating new knowledge. Additionally, organizations must effectively manage
their learning capabilities to achieve superior performance.

Learning policies
A new Strategic Plan has recently been developed to guide the organization over the next three
years. One of the key objectives of this plan is for Grow Management Consultants to establish
itself as a learning organization. To support and encourage staff participation in the planning and
development processes, the company can implement three communication and consultancy
strategies: fostering two-way communication, gathering feedback, and providing necessary
training to employees so they feel confident and actively contribute to the consulting and
communication processes. These strategies are essential for the organization's growth in the
market and will enable it to expand over time.

Best practice

Revisiting the familiar adage "all business issues are really personal issues," our findings
revealed that the primary challenges faced by CEOs often revolve around their employees. From
finding the right talent to aligning people with business strategies, CEOs are focused on
enhancing their ability to drive business outcomes.

Many CEOs report needing more support with talent strategy than with business strategy. While
one might assume talent strategy falls solely under HR’s responsibility, it is actually a significant
concern for CEOs themselves.

Over 69% of the business leaders we surveyed indicated they required some or substantial help
with talent strategy, compared to 64% who needed assistance with business strategy.

This creates a significant opportunity for management professionals who can address a range of
talent development issues. If you aim to grow your management consulting business, this insight
is one to pay close attention to. An impressive 92% of our survey respondents stated they could
benefit from help with talent strategy and execution—not just in one specific area, but across
various aspects. CEOs are seeking support in areas such as leadership development, employee
performance, pre-hire selection, employee engagement, and more.

Strategy suggestions

There are several strategies that should be included in the company’s to-do list:

 Governance Model: What approach will be used to set priorities? A governance team
representing key stakeholders will help shape the overall plan, define evaluation methods,
and meet regularly to determine next steps.
 Learning System: An effective learning system is essential for the company’s growth.
What features of the learning program are necessary to support the learning strategy?
Employees should have various ways to access learning, register for events, and track
their progress, using customized reports to enhance their learning experience.
 Clear Targets: What areas of the company will the learning strategy address? How will
requests outside the project’s scope be managed?
 The Role of L&D: One of the key responsibilities of Learning and Development (L&D)
is to monitor employee progress. L&D’s strategic role can be broken down into five key
 areas: developing individual skills, motivating employees, building the company brand,
fostering a culture based on values, and attracting top talent.

Technological and systems requirements

This study clearly demonstrates that information technology (IT) has a significant impact on
organizational learning. IT enables learning at both the individual and organizational levels by
facilitating the generation of knowledge, allowing organizations to enhance their capabilities and
performance in response to change. Companies use IT tools and resources such as knowledge
repository databases and online training to advance themselves. As a result, the company’s
strategic goals align with its knowledge management approach. To achieve these strategic
objectives, companies combine tacit and explicit knowledge in various ways. While both forms
of knowledge are used in every organization, their combination produces different outcomes. IT
can help manage tacit and explicit knowledge, but human involvement remains crucial in the
knowledge generation process, as it is people with critical thinking skills who drive learning. It is
important to understand that an organization cannot grow unless its employees are learning.

Communication and Consultation Process

 Survey Feedback: Surveys are a common and widely accepted method for collecting
information. Managers rely on survey results to inform their decisions. These surveys
gather a wide range of data on topics such as working conditions, job quality, hours
worked, compensation, and employee attitudes.
 Team Building: Team building is another method for organizational development. This
approach aims to enhance employees’ skills while fostering collaboration. It focuses on
improving organizational effectiveness by creating new work teams or strengthening
existing ones. Through team-building exercises, employees are encouraged to
communicate and work together. Sensitivity training, for example, helps individuals
better understand and accept one another, reducing fear and fostering more open
interactions. As Abraham Korman notes, sensitivity training aims to help individuals
become less defensive, more responsive to others’ needs, and less likely to misinterpret
behavior negatively.
 Managerial Grid: Developed by industrial psychologists Robert Blake and Jane
Mouton, the managerial grid is a concept that outlines two key aspects of management
behavior: people-oriented and production-oriented behaviors. The goal is to balance both
aspects of management. When there is insufficient attention to both, poor management
results. This category includes many managers who avoid challenges and risks, failing to
address important issues effectively.

Grow Management Consultants

Recruitment, Selection and Induction Policy and Procedures

Policy Statement
Grow Management Consultants is committed to recruiting and selecting quality staff. It is also committed
to inducting staff to ensure that they understand their job role and can follow all required procedures.

Principles
Selection decisions will always be made on merit, to avoid discrimination and unfairness.

Scope
This policy and procedures applies to all staff who undertake recruitment, selection, induction and
termination. This policy and procedure is supported by, and linked to the company’s Strategic Plan, and
Staff Code of Conduct.

Procedures

1. Recruitment, Selection, and Appointment Process

The following steps will be followed for recruitment:

 Position Description: Before initiating the recruitment process, HR will either create a
new position description or review the existing one. The position description must
accurately outline the key responsibilities, selection criteria, and desirable skills and
attributes for the role.
 Job Advertisement: HR will advertise the vacancy using the organization’s preferred
platforms and templates. The advertisement will clearly state the role's purpose, key
selection criteria, required qualifications, and provide a contact person with a phone
number.
 Shortlisting Candidates: Once applications are received, HR and the relevant manager
will assess the applications and create a shortlist based on the candidates' qualifications
and suitability for the role. All shortlisted applicants must meet the mandatory
qualifications or have the ability to obtain them.
 Testing: HR will determine if any testing is required as part of the recruitment process.
 Interviews: Shortlisted candidates will be interviewed by HR and the responsible
manager. Standardized interview questions will be used, and accurate notes will be taken.
 Selection and Reference Checks: After the interviews, HR and the manager will decide
on the selected candidate. Reference checks will then be conducted using the Reference
Check form.
 Offer Letter: A standard offer letter will be generated and sent to the successful
candidate(s).
 Rejection Letters: A standard rejection letter will be sent to the unsuccessful candidates.

2. Induction Process
  Creating a Staff File: HR will create a staff file for the new employee and store all
recruitment-related documents.
 Completion of Employment Forms: The new employee will complete all required
documentation, including the contract, staff details form, and TFN form.
 Contract Filing: Ensure the signed employment contract is properly filed.
 Induction Plan: An induction plan will be prepared, and the initial induction will be
conducted.
 Ongoing Inductions: Additional induction sessions, as specified in the plan, will be
carried out during the first three months, which also serves as the probationary period.
 Probationary Review: At least two days before the end of the probationary period, HR
will conduct a review and support session with the employee. This will provide an
opportunity for both parties to give feedback and assess the employee’s performance
during the probationary period.
 Termination Procedure: If the employee’s performance is found to be unsatisfactory,
the termination procedure will be followed.

Grow Management Consultants

Performance Appraisal Policy and Procedures

Policy Statement
Grow Management Consultants is dedicated to recruiting and supporting high-quality staff. The
company is also committed to ensuring that employees clearly understand their job roles and
performance objectives.

Principles

 Performance appraisals will always be based on merit to avoid any discrimination or

unfair treatment.
 All employees will be provided with information to ensure they understand the
performance appraisal process and can follow it to ensure fairness.
 Employees have the right to understand their performance expectations and the
responsibilities assigned to them.
 Every employee has the right to request feedback on their performance at any time.

Scope
This policy and its procedures ensure a structured process for discussing, planning, and
reviewing the performance of staff at Grow Management Consultants. The performance
appraisal process applies to all employees, giving them the right to an objective evaluation.
The performance management policy applies to all permanent employees within the company.

Responsibilities
Individual Employees:
  Complete and submit a self-evaluation comparing their achievements and progress
against key performance indicators (KPIs).
 Attend appraisal meetings as required.
 Complete any learning or development agreed upon at the previous annual appraisal.
 Document any learning opportunities completed throughout the year.

Line Managers:

 Hold regular meetings with team members to discuss their performance and
development.
 Provide ongoing feedback on performance, achievements, and progress throughout the
year.
 Promote the importance of personal health and well-being for team members.
 Ensure fair performance appraisal processes and offer constructive feedback.
 Maintain records of yearly performance appraisal data.

Procedures
Performance appraisals are centered around the employee’s specific job skills. Key points
considered for performance appraisal include:

 Job skills
 Teamwork
 Contribution to the organization
 Results of assigned tasks
 Specific achievements
 Social skills

Schedule of Performance Appraisal

The company conducts performance appraisals annually, with December being the designated
appraisal month. Line managers will communicate the specific deadline for submitting the self-
evaluation and team evaluation forms.

Performance Grading
The performance grading system provides an overall performance score, calculated based on the
specific goals set for the employee in their last appraisal.
The overall performance assessment score is a combination of the employee’s performance
score, behavioral score, and essential skills compliance. Decisions regarding pay increases,
promotions, incentives, and bonuses will be based on this overall performance assessment.