Professional practices depend on the talents of doctors, lawyers and management consultants, architects, accountants and advertising executives. Almost all of them could be far more successful with better people management. In this book, Anne Radford draws on years of consultancy experience to provide case studies and practical help. It is essential, she argues, to incorporate personnel issues into strategic planning and to harmonize the interests of professionals, managers and support staff so as to forge effective teams. Where human resource (HR) expertise is home-grown or bought-in, performance appraisal, innovative reward schemes and training focused on customer service or business development are all vital tools. In many professional practices, unfortunately, fee-earning partners with limited interpersonal skills are given responsibility for managing people, while personnel specialists are sidelined through lack of legal, medical or financial knowledge. Senior managers may have difficulty delegating, give insufficient attention to employee development or rely on clone recuitment and corridor communication.
Readers should gain from this useful guide which, by setting out the options, enables them to choose policies precisely suited to their needs.