Human resource management practice I also available by michael armstrong

participants to carry out physical activities  

so that they can learn about how they act 

under pressure as team leaders or team 

members;

 

●

the use of performance management 

processes to provide feedback and satisfy 

development needs; these would be 

competency-based in the sense that they 

would specify the competencies required and 

assess the degree to which individuals needed 

to develop those competencies;

 

●

training by means of internal or external 

courses;

 

●

structured self-development following a 

self-directed learning programme set out in  

a personal development plan and agreed as  

a learning contract with the manager or a 

management development adviser.

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