Developing Management Through Training-Coaching
24 March 2011
Read by 1928 persons
Team or individual support systems allow managers to become aware of their own resources and to have confidence in the abilities of their collaborators.
Placing human capital at the heart of a company's strategy is a turning point that our businesses are currently undertaking. Certainly, multinationals, national groups, and innovative SMEs have been operating under this logic for years, but given that the Moroccan economic fabric is mainly composed of family-run companies managed in an archaic way, a long road lies ahead.
Those who want to evolve have invested in their human resources to make them a key element for success. In addition to continuous training, which represents an important lever for better competitiveness and skills improvement, companies are also focusing on training-coaching. The latter, combining training and coaching, will also allow managers to develop their managerial potential. And for good reason, it is by becoming a good manager that one can unite teams and get them to participate in and adhere to any change management.
To do this, more and more companies are calling on coaching firms to help them meet future challenges and take advantage of opportunities. However, they must carefully choose their partners who will help them in this quest to improve managerial skills for better management of collaborators.
According to Mounia Benhida, associate director of Optimum Conseil, "to meet the demands of their role, managers expect us to become long-term partners who support them by building bespoke solutions with them..." And she adds: "Thus, to know how to give meaning, anticipate and accompany change while balancing the collective and the individual, we involve managers in new managerial dynamics based on the following strengths: results-oriented management and concern for human resource management, better consideration of the human element and its commitment dynamic, and managers demonstrating inner serenity and openness in the face of increasing complexity." This means that the human element is taking on a new dimension in the company. Currently, the Moroccan governance model is slowly but surely changing for more progress. At a time of great changes announced in our country, men and women will be increasingly called upon to choose and shape the future of the Kingdom.
Within companies themselves, a new era will soon begin for qualified and competent human resources, due to the effects of openness and competition. Ultimately, it is performance that will be rewarded. So, welcome to meritocracy and the reward of competent and involved collaborators.
For those who refuse to innovate and only seek to obtain positions for a salary at the end of the month, they should be told that they are "OUT" and will remain so. A wink to our unemployed graduates who insist on only wanting to work in the public sector when the private sector offers more career development opportunities.
Published March 20, 2011
Posted online March 24, 2011
Lematin.ma
Placing human capital at the heart of a company's strategy is a turning point that our businesses are currently undertaking. Certainly, multinationals, national groups, and innovative SMEs have been operating under this logic for years, but given that the Moroccan economic fabric is mainly composed of family-run companies managed in an archaic way, a long road lies ahead.
Those who want to evolve have invested in their human resources to make them a key element for success. In addition to continuous training, which represents an important lever for better competitiveness and skills improvement, companies are also focusing on training-coaching. The latter, combining training and coaching, will also allow managers to develop their managerial potential. And for good reason, it is by becoming a good manager that one can unite teams and get them to participate in and adhere to any change management.
To do this, more and more companies are calling on coaching firms to help them meet future challenges and take advantage of opportunities. However, they must carefully choose their partners who will help them in this quest to improve managerial skills for better management of collaborators.
According to Mounia Benhida, associate director of Optimum Conseil, "to meet the demands of their role, managers expect us to become long-term partners who support them by building bespoke solutions with them..." And she adds: "Thus, to know how to give meaning, anticipate and accompany change while balancing the collective and the individual, we involve managers in new managerial dynamics based on the following strengths: results-oriented management and concern for human resource management, better consideration of the human element and its commitment dynamic, and managers demonstrating inner serenity and openness in the face of increasing complexity." This means that the human element is taking on a new dimension in the company. Currently, the Moroccan governance model is slowly but surely changing for more progress. At a time of great changes announced in our country, men and women will be increasingly called upon to choose and shape the future of the Kingdom.
Within companies themselves, a new era will soon begin for qualified and competent human resources, due to the effects of openness and competition. Ultimately, it is performance that will be rewarded. So, welcome to meritocracy and the reward of competent and involved collaborators.
For those who refuse to innovate and only seek to obtain positions for a salary at the end of the month, they should be told that they are "OUT" and will remain so. A wink to our unemployed graduates who insist on only wanting to work in the public sector when the private sector offers more career development opportunities.
Published March 20, 2011
Posted online March 24, 2011
Lematin.ma
