Seven Steps To Building Peer Group Pressure

Peer Group Pressure is the glue that binds high performing team together, creating a self sustaining level achievement within a supportive framework.

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The Benefits

  • Management can spend less time checking and policing, more time developing building and coaching people
  • A greater sense of belonging is achieved, the inclusiveness informing coherent and aligned behaviours
  • The team supports people when needed
  • New recruits are more effectively and quickly  inducted and their morals stays higher for longer

What Is Required To Engender Peer Group Pressure?

  • Common purpose, including Vision, Values & Goals
  • Interdependency, people need to need each other
  • Mutual respect
  • Clear performance metrics linked to success failure criteria
  • An effective consequences framework for dealing with over and under performance (see previous point)
  • As much focus on behaviours as results. How people behave must be as important as what they achieve.
  • A vigorous  feedback model, with open communication

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We still find it surprising how often organisations hope that peer group pressure or esprit de corps is assumed to occur, with little active input into making it happen. We have yet to find any manager who has it is as one of their objectives – a glaring indictment of the organisation’s misunderstanding  of what value adding activities their managers should be engaged in.

Tips For Managing Discipline, Grievance And Dismissal

professionally and confidently and is one part of the manager’s role which can cause the most concern. If the issues are handled effectively they can aid employee motivation but handled incorrectly can create an unhelpful atmosphere and company culture. This management training course will provide managers with practical ways of dealing effectively with these difficult issues. [Geoads2]

Who Should Attend

Managers, executives and supervisors who need to deal with disciplinary, grievance and dismissal issues are part of their job roles.

Course Objectives

After attending this course, participants will be able to:
  • Understand discipline, grievance and dismissal issues
  • Understand their role and responsibilities in handling them effectively
  • Identify and handle typical problems
  • Identify when to coach, when to counsel and when to discipline
  • Understand the core legal issues.
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Course Programme

The Discipline Landscape What constitutes a disciplinary issue? Where does capability fit? When is a gripe a grievance? Is dismissal necessary? The Legal Beagle What is your company’s responsibility? What’s my legal position? What rights does the employee have? What are the employee’s responsibilities? Fair reasonable and consistent – concepts to live by The Trigger Points Identifying common problems Minor slip ups to gross misconduct Stopping trouble before it starts Letting it slip or starting a landslide Approaches To Discipline When a quiet word will do Where informal counselling fits in Coaching inappropriate behaviour out The formal route Understanding Procedure Putting a formal process in place The documents you’ll need The importance of the right records Warnings: verbal, written and final How to implement a grievance procedure that works The Human Touch The counselling interview Planning for formal hearings When to get help, for you or the employee Taking external factors into account [Geoads2] Personal Development Plan Developing an individual action plan for implementation back in the workplace.]]>

Using Past Behaviour As An Indicator Of Future Performance

The best way to measure whether a candidate measures up to job requirements is through a planned interview that will reveal as much as possible of the job applicant’s past behaviour.

In revealing the applicant’s past behaviour you can assess on the basis of how various situations were dealt with historically – and thereby predict future performance.

You can appraise a person on this basis because future behaviour tends to mirror past behaviour.  For example, if you want a leader, look for a person who has demonstrated leadership ability in the past.  Because it is very difficult to change behaviour habits, hire a person who doesn’t need changing.

This doesn’t mean that people do not change in some ways as they go through life.  We all change with new experiences and new knowledge and through exposure to different people.  Although our skills, knowledge and experience are constantly changing, our basic personality, temperament and character remain fairly stable.

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The truth of this can be determined by examining the lives of your family and life long friends.  Those who were stubborn and determined in their early days are stubborn and determined today and will continue to be so in the future.  Similarly, those who were more flexible and easy going in their early days have carried traits into their later life.  The same applies to the aggressive, the sociable, the restless.

People who always seek out competitive activities tend to show competitive traits through life, those who choose co-operative hobbies are most likely to want to co-operate at work.  People who always want to be the leader of their group and captain of their team may struggle with being just one amongst equals, or in a team with an already strong and established leader.

There are extreme cases, of course, in which people have undergone drastic personality changes, but these are unusual.  Most people go through life with the temperament, personality and character they inherited and developed in their early years.  The key to assessing a candidate then, lies in being able to analyse past performance.  Your job, as an interviewer, is to ask questions that will elicit responses that describe past behaviour.