Peak Practice was borne out of recognition that within many businesses the method for selecting operational line managers frequently fails to recognise the people management skills required to perform the role successfully.

As a consequence, operational managers find themselves occupying their first supervisory role with little or no, prior experience of managing people and yet they are expected to be credible and respected by their subordinates.

In our experience, a 'rookie' manager quickly learns just how complex managing a team of people can be. Those who don't experience this realisation are either very gifted or, more likely, haven't understood the needs and expectations of the modern day employee.

Today’s employees are demanding, they expect their managers to be competent in most areas that concern them, ranging from being a counsellor, to being the tool for maintaining workplace discipline. A failure by a manager to demonstrate reasonable competence to manage will quickly lead to a loss of credibility and, invariably, respect from the team s/he manages.

We do not purport that by conducting a few programmes and workshops, as innovative and memorable as they are, will cure World hunger. Rather we recognise that a more holistic approach is necessary where we work with the client to ensure that any L&D provides a tangible RoI that is sustainable and leads to raising performance and achieving long term success for the client company.

The above model reflects how many organisations commission highly relevant L&D interventions, arrange for appropriate delegates to attend, but still fail to acquire the value for money that they deserve. The most common cause for this is a failure to ensure that the workplace environment is conducive for a transfer of the learning.

In planning any L&D with a client, Peak Practice give practical advice and support to ensure that there is a tangible return on their investment.