ABCD Trust Model

A leadership behaviour model which aims to establish and maintain relationships which endure. This will be within, as well as outside, of an organisation, resulting in outcomes of effective leadership and a successful organisation. Being seen to be a trustworthy leader, by demonstrating appropriate actions rather than just words, will typically result in improved employee engagement and motivation, as well as providing and enriched and more valued working relationships. External customers and colleagues will also be more receptive to engaging with a leader who is trustworthy. This mo

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  Absence Management

The activities involved in reducing worker absenteeism, providing return to work support and providing a clear policy and procedures regards absences. Someone who is absent (called authorised absence) may be because of an illness, whether physical, stress related or mental health issue, which results in long or short periods off work. There may be other authorised absences due to family emergencies or issues, as well as planned annual leave, or an absence may be due to someone who may have just not turned up for work without giving any or an adequate reason for doing so, with this being termed unauthorised absence.

  Accountability

The requirement to provide a reason for actions, with an individual being liable for ensuring that the action is carried out to a satisfactory standard. Individuals have a responsibility for their own actions, but it is often their line manager who is accountable for the outcome. This term is often used as the same as responsibility, so clarification may be needed where being specific in context.

  ACHIEVE [2]

This 7-stage coaching model: Assess, Creative brainstorming, Hone goals, Initiate options, Evaluate options, Valid action plan, Encourage momentum, is useful for employees who value a structured environment but may be in need of being given a new purpose for their role. 1. Assess the current situation and explore why the coachee is where they are. 2. Explore many possible options to potentially change the status quo to achieve their outcome. A brainstorming session can help throw up many things to consider for what is actually wanted as an outcome. 3. The coachee will now have a better

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  Action-Centred Leadership

An approach to leadership in which three interconnected actions, for which a leader is responsible for, must be applied and met for success to be achieved. John Adair developed this model (called the three-circle model) which consists of three partially overlapping circles (Task, Team, Individual) in which each of the requirements must be balanced for a successful or optimum outcome. • To Achieve the task this needs to be well defined, planned and executed. • The Team needs to be built and maintained, ...

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  Aims, Reality, Reflections, Options, Way forward

A useful coaching model for the busy grounds manager to help develop and motivate employees, being abbreviated to ARROW. It is an adaptation of the 4-stage GROW model, with the inclusion of the ‘Reflections’ stage. 1. Define a suitable aim for the coaching session. 2. Be realistic about expectations for the current situation and challenges encountered by the employee. 3. Spend time to reflect on the aim and the explored realities. Don’t rush this stage of the coaching session. Has something been missed, misunderstood, or misrepresented? Now is the time to reflect on these and make change

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  Appraisal Preparation Form

When someone prepares for an annual performance appraisal, they will usually be given a form to complete by their line manager, or whoever is to carry out the appraisal. The preparation form is to help both the employee (appraisee) and the line manager (appraiser) in getting most of the appraisal process. The appraisee would typically complete a preparation form and exchange it with a similar one completed by their appraiser about a week before the agreed date of the appraisal. This then give stime for each party to reflect on the opinions and comments of the other to help provide the foundati

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  Appraisal Summary Form

After an appraisal has taken place then the findings and outcomes of the appraisal needs to be documented: This is usually on an appraisal summary form. Each organisation will have their own form, however, there will typically be a range of headings on them, including: • Name and job title of the employee. • Date the appraisal took place. • Name of the personal carrying out the appraisal, along with their job title. • Achievements in meeting expectations (performance objectives / targets) since last appraisal. These might be documented and there might also be an overall

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  Auditee

An organisation that is receiving an audit.

  Auditor

An individual who undertakes an audit, having been trained in the requirements of an audit.