Current Projects: Velux

• Leadership Development and Team Working for Performance,
• Dealing with Difficult Behaviours,
• Neuro-Linguistic programming techniques
• The Communication Process and Influencing Skills

WBS designed the programme specifically for each employee group and so was able to emphasise and highlight specific areas of need for delegates. During the final quarter of 2009 WBS also delivered Coaching sessions to Team Leaders, using the process to give them coaching support and to allow them to learn the techniques and use within their own team members.

Velux Development Programme

The WBS Approach

Our approach is always to focus on the benefit of people ‘developing at work’, WBS facilitates partnership working with our clients, tailoring our services to support their business and harnessing effective performance in the process.
Employers within today’s workplace recognise and acknowledge the level of interpersonal skill required to ensure the information and consultation processes flow well. It is these type of transferable skills that give people the flexibility and confidence to respond to the changing demands of a workplace. These skills are also acknowledged as a core team skill and the key to gaining higher participation within a business.

The WBS approach is based on the belief that the natural point of entry for any development of employees must be a contextual one; that is we work with ‘what is’. In designing our development interventions we assess the employee’s individual environment (attitudes, values, norms) and their current collective working environment.

Information & Consultation Development Programme

The Solution: An Information and Consultation Development Programme

Aim: the overall aim of this facilitated programme is to develop and reenergise the current Managers/Stewards meeting/forum process. As a result the business will gain a new and consistent approach from a broader group of people and a higher level of engagement, participation and partnership working.

Measurable Outcomes:
• A jointly agreed Information and Consultation process, designed with a schedule and operational scope
• The draft of a document which plots role and responsibility with the I & C Group
• A workable process for joint problem solving and conflict resolution for members
• A process for joint action planning and implementation – piloted through ‘live’ activity

The added value arising from the development of a sharper Information and Consultation process will include:
• Engaging a cross-section of employees from various levels and parts of the business including stewards, in the broader business
• Helping to shift the company culture to a more inclusive and action-orientated model
• Helping to close the gap between different department cultures and operational issues
• A way to shake down the notion of wider responsibility for an employee
• Resolving operational problems in a swift and practical way
• Utilising the broader and more creative skills and attributes of employees
• Augmenting personal development
• A place to hot-house ideas and projects
• A place where fast-track problem-solving should take place
• A mechanism to secure consultation and alignment
• Devolving and delegating projects to short-life teams

The WBS process will include:
• Scoping
• Preparation
• Development
• Evaluation