How I made a difference at work

February 2009
People Management;2/26/2009, Vol. 15 Issue 5, p38
The article discusses a management strategy adopted at the Royal National Institute for Deaf People (RNID) in Great Britain. Planning spurred discussions about the need to support the senior management team but it was deemed too large to lead the change program. Members of the management team were appraised individually and 23 key roles were eventually identified. The organization's recruitment and appraisal process were redesigned based on several values, including trust-building, teamwork promotion and results delivery.


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