NEW APPROACHES IN HRM

83 · 74% confirmed it had raised their awareness of key issues relevant to leadership roles within City · 69% stated it had enhanced their ability to manage the performance of those around them · 74% had increased confidence in facilitating change · 74% felt better equipped to respond effectively to the new and emerging challenges in their department · 79% stated that their professional network had expanded because of attending the program · 78% confirmed they had implemented changes because of the 360-feedback session. FEEDBACK FROM PARTICIPANTS „ The Future Leaders program has been ideal for City as a development opportunity for staff who are potential successors for leadership roles in the University and who in previous years have not had anything available for them. Delegates have commented on how much they have learnt from the workshops, the opportunity to share approaches, expand their networks and support and learn from each other. This has helped them become better equipped to respond effectively to the new and emerging challenges they face as aspiring leaders of the organization. The facilitators were effective at getting people talking, making them feel comfortable in sharing their ideas and experiences and getting the most out of the program and it has consistently received positive feedback. It has helped people understand leadership as a tangible and personal concept that can be learned and developed, rather than being an idea in a book ” . Sally Sambrook, https://www.managementcentre.co.uk/case_studies/ case-study-city-university-london-future-leaders/ The provision of training and development programs for city employees enable them to provide good service, and it cannot be over emphasized that coaching learning and eLearning in management are essential to keep employees engaged, connected to the business goals and encourage team members to provide a better customer service (People Management Insight, 2016). Coaching learning and eLearning strategy will be highly influenced by key HR drivers which are confidence and trust in leadership, training and development, organizational communication and recognition and rewards and Implementing these drivers will result