Hiring and forming
Recruiting, onboarding and early team development.
Three hours on hiring and forming: recruiting and onboarding, networks and reputation, what makes a real team, how teams develop and the evidence on effective teams.
- Level
- Focus
- Learning time
- 3 hours
- Where
- Leading people
- Price
- £69
When you step up to a higher level, what you paid in the last 12 months for lower-level courses inside the bigger course comes off its price, in proportion to how much of each is inside it, whichever topic it's from. Courses at the same or a lower level don't give credit against each other. A Focus course or above always costs at least £15. Read the full terms
Certificate of Completion, or Certificate of Completion and Assessment with a short assessment
Overview and Outcomes.
Who It's For
New and established managers recruiting or forming teams in housing, health, councils and the voluntary sector
Overview
Not every group called a team is one. Drawn from the Immerse Starting from scratch, this Focus opens with building your first team: defining the role before you advertise, interviewing for evidence over charm and treating onboarding as a ninety day process the line manager owns. It turns to Herminia Ibarra's outsight before insight and the authenticity paradox for reluctant networkers. Team foundations follow through Katzenbach and Smith, Hackman's four features, Michael West's three tests and Project Aristotle. The course ends with Tuckman, Gersick and Wheelan on development and the evidence on effective teams, from Steiner's process losses to the Big Five of teamwork.
Aims
Everything here is designed to help managers recruit deliberately, onboard well and tell honestly whether they are leading a real team, so that the effort they put into hiring and forming pays off in a group that genuinely works together as a team.
In summary, you will be able to:
- Plan a recruitment that defines the role first, interviews for evidence and treats onboarding as a ninety day process you own.
- Assess whether your group is a real team, using Katzenbach and Smith, Hackman's four features and West's three tests.
- Identify process losses and stages of development in your team, drawing on Tuckman, Gersick, Wheelan and the Big Five of teamwork.
What you'll develop
Through this Focus course, you will build the ability to:
- Define a role and the evidence you will look for before interviewing, and ask questions that test for potential, culture add and evidence.
- Explain Ibarra's idea of outsight before insight and why confidence tends to follow new behaviour.
- Distinguish a working group, a pseudo team and a real team using Katzenbach and Smith's team performance curve.
- Describe Tuckman's stages and Wheelan's integrated model, and identify where your team currently sits.
- Explain Hackman's three essentials and three enablers, and why design matters more than coaching.
- Explain Bauer's Four C's of onboarding and identify which elements an organisational induction usually leaves out.
- Plan practical steps for each of Ibarra's three shifts: redefining your job, diversifying your network and becoming more playful.
- Assess your own team against Hackman's four features of a real team and West's three tests.
Built from 2 parts.
3 hours of learning.
- 01Building your first teamRecruiting, onboarding and building a networkBitesize · Aspiring Managers2 modules
- 02What makes a teamTeam development: Tuckman and team effectivenessBitesize · Team Development3 modules