Responsive people and organisations

Building employer responsiveness challenges you and your organisation to develop your leadership and management at both strategic and operational levels.

• At a strategic level, your development needs to focus on issues such as strategic leadership, clarity of vision and goals, long term and sustainable growth, market awareness, selecting appropriate ‘business models’ and how to become a customer-facing organisation.
• At operational level, your development will focus on issues such as good operational leadership, managing performance, systems and roles, good communication and negotiation skills and translating market opportunities.

In practice responsiveness covers the wider spectrum of activities such as your current product and service range having been designed from talking with your employers, analysis of all available LMI, employer participation rates are increasing and there is clear evidence that you are working with a greater number of employers than before.

Materials

Assessment Tools (1) | Checklist (1) | Guide (1) |

Assessment Tools (Showing 1 of 1 available)

•   Criteria for success in peer review  (96 KB)Downloadable file
  Criteria for success in peer review including confidence, trust, reciprocity, parity of status, active learning, leadership and management, organisational development and assessing impact
  

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Checklist (Showing 1 of 1 available)

•   Using information from tracking the customer journey  (107 KB)Downloadable file
  Checklist to identify shortfall in customer experience and how to improve this
  

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Guide (Showing 1 of 1 available)

•   Employer Responsiveness resource pack: Module 3: Developing responsive people and organisations  (17 KB)Downloadable file
  The module considers aspects of developing people and organisations to become more employer-responsive. It contains checklists, models, analysis tools, case studies and scenarios
  

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