Team building – Why Bother?

Team building is a concept we cannot ignore. It seems that every really successful company believes strongly in team building training so there must be something about it of value.

Let’s look at 3 reasons why it is deemed so necessary.

The greatest resource a company has is its employees. It is therefore worth investing in the people you work with because any profit is often directly dependent upon their productivity.

Training ensures they are competent to perform optimally yet although many companies focus on professional training many do not include the training of aspects related to the personal relationships within the organisation. These can seriously impact the success of a company output and are as such critical to the overall well being of a working environment. From maintenance staff through to top management – everybody can benefit.

Fortunately a little can go a long way and the team building training you select for your group of employees can vary considerably:

  • Short term and long term programmes
  • Quick fix or ongoing commitment
  • One hour up to one week options available
  • Large and small groups can be accommodated
  • On site or alternate venues can be arranged

A lot of insight can be gained from observing the interaction between staff in an informal environment. This provides the opportunity to identify strengths and weaknesses one might not ordinarily be aware of. This knowledge can then be constructively applied in the workplace. For example identifying leadership helps with selecting supervisory roles, or recognising someone has excellent communication skills might lead them developing new customer service skills, etc.

It may be worth considering the above points if you take management training courses and customer service courses seriously. Investing in your people is guaranteed to have significant pay offs – and not only financially.

About The Author

Sarah writes for KL Consulting. KL Consulting offers Management Development and Management Training.