Ensuring Sustainability and Growth by Placing People at the Centre of the Triangulation of Policy, Process & Practice

Overview

Too often organisations’ policies don’t genuinely relate to their day to day practice. They simply reflect what is formally required and they are only reviewed when it is formally necessary to do so. This results in there being no link between what is written in the policies and what is actually happening in the workplace on a day to day basis. Even though employees may read policies during their induction these policies are rarely seen as ‘work instructions’ or referred to again during day to day practice.

Policies need to be living, working documents. Processes are the essential vein between policies and practice, ensuring that the key components referred to in the policies are evident in practice. 

Processes need to be a clear and accessible outline of what’s meant to be done, how it’s meant to be done, when it’s meant to be done, where it’s meant to be done, who is responsible and who needs to be involved, and ultimately, why it is being done.

This programme will provide a clear understanding of the independent yet interdependent nature of Policy, Processes, and, Practice. Focusing on the importance of putting people at the centre of this triangulation.

This training course is part of our collection of Leadership & Management Training Courses which focus on leadership, innovation, strategy, communication, finance, problem solving and conflict management, to name a few key areas.

Benefits of attending

You will learn how to: 

• Identify the core working policies that are needed in your organisation.
• Ensure policies are ‘live’, current, working documents.
• Regularly review policies to guarantee they genuinely relate this to day to day practice.      
• Link what is written in the policies to what is actually happening in the workplace on a day to day basis.
• Establish the importance of processes as the essential vein between policies and practice.
• Create clear and accessible processes that provide the benchmark for best practice.
• Outline what’s meant to be done, how it’s meant to be done, when it’s meant to be done, where it’s meant to be done, who’s is responsible and who needs to be involved, and ultimately, why it is being done.
• Effectively communicate process flow charts to employees, and establish a system of regular observations to ensure that they are following the process flow chart.
• Involve employees in the review of each process flow chart.
• Encourage employees to contribute to the ongoing update and development of the process flow charts and the introduction of new flow charts.   

Who should attend?

This course is relevant for existing leaders/managers, as well as those new or aspiring to a management role, who want to achieve greater success by enhancing their leadership skills through adopting a compassionate approach. 

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