ronpass
Ron Passfield, PhD, is Co-owner, Director Marketing and
Principal Consultant for Merit Solutions Brisbane, a human
resource consulting organization. Ron has been a Director
of his own small business since he commenced working from
home in 1999.
Ron's management experience includes 15 years as a
manager in large organizations, five of which were at the
Executive Director level. He has managed employee
numbers ranging from 10 to 3,000 employees.
He has worked for more than 25 years developing managers
in the public sector, not-for-profit sector and private sector.
Ron has conducted manager development workshops throughout
Australia and in Auckland (NZ), Bath (UK), Port Moresby (New
Guinea), Singapore and Cartagena (Colombia).
Over the past 15 years Ron has worked with hundreds of managers
to help them improve some aspect of their organization
through action learning.
Ron taught people management to MBA students at Griffith
University for more than 10 years. His PhD involved working
with a SMB organization over 6 years to develop managers
and successfully create a culture of innovation.
Ron is internationally recognized for his expertise in applying
action learning to manager and organization development.
For example, he was given a "Master Teacher" award by the
International Management Centres Association in the UK,
who have provided action learning-based manager development
to tens of thousands of managers in 45 countries.
Ron is a dedicated educator, accomplished tennis player,
proud father of five and a passionate Internet marketer. He
lives in Brisbane, Queensland, Australia.
By ronpass on March 11, 2010
Employee coaching before, during and after a training course can pay huge dividends. You can increase your return on investment in training with such coaching.
Posted in Employee Coaching | Tagged Employee Coaching, learning effectiveness, learning goals, Learning Organization, learning outcomes, managerial interest, managerial support, readiness to learn, return on investment (ROI), training, transfer of learning
By ronpass on March 8, 2010
Manager development programs are increasingly focused on helping managers to achieve employee engagement. Good managers facilitate the engagement of employees while bad managers frustrate this engagement.
Posted in Employee Engagement | Tagged active listening, bad managers. ugly managers, best practice, Conflict Management, Employee Engagement, Employee Motivation, engagement of employees, good managers, Manager Development, manager development programs, managerial best practice, role clarity
By ronpass on March 7, 2010
Corrective feedback is required when an employee is behaving inappropriately. Failure to act on poor performance can generate a toxic work environment. Corrective feedback for poor performance given in a professional way wins the respect of all employees.
Posted in Corrective feedback | Tagged coaching, corrective feedback, diminished performance, Employee Motivation, employee needs, feedback for poor performance, giving feedback, improve employee motivation. employee feedback, managing poor performance, negative feedback, performance coaching, Performance Management, poor performance
By ronpass on February 28, 2010
Many managers believe that once they have attained a managerial position, they have “arrived”. They see the appointment to the managerial role as an acknowledgment that they “know it all”. However, the failure of managers to learn is the greatest impediment to organizational learning.
Posted in Learning Organization | Tagged action learning, Learning Organization, learning organization exemplar, manager's learning, managerial culture, managerial learning, managerial role, organizational culture, organizational development, organizational goals, organizational learning, organizational vision
By ronpass on February 28, 2010
The process of active listening may sound simple but its effects are profound and far-reaching. Active listening can address an employee’s needs, affirm their self-worth and contribute substantially to their work motivation.
Posted in Employee Motivation | Tagged active listening, communication, communication skills, Employee Motivation, employee performance, improve employee motivation. employee feedback, influence, listening, motivation, poor performance
By ronpass on February 24, 2010
Behind many job interview questions is a fear that you will not have the capability required to perform the advertised job. Here are some ideas on how you could handle those fears during your job interview.
Posted in Job Interview | Tagged evidenced based responses, Job Interview, job interview answers, job interview fears, job interview process, job interview questions, selection committee, selection panel
By ronpass on February 24, 2010
A job applicant who feels the need to bag their boss at a job interview, is typically frustrated by their boss or angry at them. They let their feelings control their behavior on interview which, in turn, demonstrates a lack of personal control. This is a fatal mistake in a job interview.
Posted in Job Interview | Tagged advertised job, advertised position, external locus of control, internal locus of control, interview committee, interview panel, job applicant, Job Interview, job interview answer, job interview answers, job interview process, job interview question, job interview questions, job interviews, locus of control, managerial problems
By ronpass on February 24, 2010
Providing positive feedback to employees is one of the simplest and most powerful things you can do to motivate your staff. Positive feedback reinforces desired behavior, builds self-belief and confidence, and encourages continuous improvement.
Posted in Positive Feedback | Tagged communication, employee development, improve employee motivation. employee feedback, motivation, Positive Feedback, productive culture, recognition, reward behavior, self-efficacy, work culture
By ronpass on February 21, 2010
Managers typically focus on change management – getting to the end physical state as quickly as possible. In the process, they leave their employees behind. What managers fail to understand, and act on, is the nature of the personal transitions that individual employees experience during the change process. Understanding these personal transitions can contribute substantially to a successful change.
Posted in Personal Transitions | Tagged beginnings phase, Change Management, change management strategies, cultural change, endings phase, neutral zone, personal change, Personal Transitions, Stress Management
By ronpass on February 19, 2010
Too many job applicants turn up ill-prepared for their selection interview. They arrive at the job interview knowing very little about the organization, the section or unit involved or the nature of the advertised position. It is very difficult to convince a selection panel that you are really interested in an advertised job if you demonstrably know nothing about it! Here are some suggestions on preparation for a job interview.
Posted in Job Interview | Tagged applying for a manager's job, how to apply for a job, Job Application, job interview questions, job satisfaction, manager job application, Manager Jobs, selection committee, selection panel
