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The HR director’s guide to team building

The HR director’s guide to team building

In today’s globalised economy, the scale of operations in a majority of businesses often makes it necessary for people across different geographies to work together in teams. So much so that one is likely to find it almost impossible to get work done without working with their colleagues.
In order for companies to boost productivity, profitability and retain valuable talent, it is necessary that close bonds are fostered among employees. However, implementing a team building programme where employees may have to leave their work for a day or two can be a challenge, especially when some employees are reluctant to leave their desks even to go for lunch. Hence, in this team building feature, we have put together a guide for HR leaders to implement their very own team building programmes using real-life success stories from various organisations as well as tips on how to choose a provider to help you in your team building process.

For organisations that are just looking for a half day or day of bonding fun, here are three things to look out for when sourcing a provider: 

The resources of the team building company.

Where does the team builder operate? What activities do they suggest? Who will deliver the programme? Can they accommodate your numbers and needs? How efficiently is your initial enquiry responded to? Are they efficient? Are they personable? Do they respond to your needs in the way that you would like your team to respond to the needs of your clients? Do you feel a good chemistry? Can they adjust their programme to accommodate your specific needs? The proof is in the experience. Before reaching a decision, check out the experience of other organisations who have used the services of that provider.

Any team builder worth their salt will have a long list of happy customers who have enjoyed working with them, and they should be keen to share those contact details with you. In addition, ask your friends and contacts in other companies who they used and what they thought of them. Should the organisation have more complex needs, which focus on specific team needs, such as communication, risk assessment, decision-making and crisis management, the abilities of providers can be quickly assessed by asking them more penetrating questions. “Your investment in such a programme is likely to be substantial, so ask the provider to visit you. Give them a detailed brief on the issues that your team encounter and need to solve, and ask them how they would approach the problem,” Blyth says. “Beyond an understanding of your team needs, they will need to know how much time and money you are prepared to invest in the project and most importantly (if they are good provider), what the most accurate and meaningful measure of a successful outcome is for you. You can then map out the project journey and final objectives, with both parties clear on mutual expectations.”
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