The rate of change in the business environment is making managerial work more complex. Complexity not only changes the way managers think but invariably demands enhanced managerial skills in developing subordinates such that they are able to deal with the new realities. Coaching initiatives and...

This article is the second in a two‐part series. The first outlined why coaching is an imperative, the forces that create complexity, and the need to identify the behaviour that has to change as a critical first step in the coaching process. Part 2 explores the need for a coaching model;...

Describes the approach to replacement and succession planning successfully used by the human resource function of a Canadian packaging group. The approach is based on the evaluation of seven essential behavioural characteristics for managers as criteria separately for replacement (today) and...

International competition, the rapid pace of technological development, the escalating cost of research and development, truncated shelf life, the ability through information technology to evaluate the cost of poor quality, abbreviated product development cycles, all combine to create an...

Managers and executives joining an organisation represent a significant investment, yet few organisations have developed processes that help an executive move successfully into the new role. Why allocating resources to integrating a newly hired executive is imperative is explored, together with...