What are the Programme human resource processes?

The following are the various HR processes: Human resource planning (Recruitment, Selecting, Hiring,
Training, Induction, Orientation, Evaluation, Promotion and Layoff). Employee remuneration and Benefits
Administration. Performance Management.

What is human resource program?

A human resource program is a valuable way to gain the necessary skills and knowledge for managing
“human capital” – without doubt the key competitive advantage for organizations and companies. Such a
program is usually essential for anyone wishing to enter the human resource function.

Human resource management (HRM or HR) is the strategic and coherent approach
to the effective and efficient management of people in a company or organization such that they help
their business gain a competitive advantage. It is designed to maximize employee performance in service
of an employer's strategic objectives.[1][need quotation to verify] Human resource management is
primarily concerned with the management of people within organizations, focusing on policies and
systems.[2] HR departments are responsible for overseeing employee-benefits design, employee
recruitment, training and development, performance appraisal, and reward management, such as
managing pay and employee-benefits systems.[3] HR also concerns itself with organizational change and
industrial relations, or the balancing of organizational practices with requirements arising from collective
bargaining and governmental laws.[4][need quotation to verify]

The overall purpose of human resources (HR) is to ensure that the organization is able to achieve success
through people.[5] HR professionals manage the human capital of an organization and focus on
implementing policies and processes. They can specialize in finding, recruiting, selecting, training, and
developing employees, as well as maintaining employee relations or benefits. Training and development
professionals ensure that employees are trained and have continuous development. This is done through
training programs, performance evaluations, and reward programs. Employee relations deals with the
concerns of employees when policies are broken, such as cases involving harassment or discrimination.
Managing employee benefits includes developing compensation structures, parental leave programs,
discounts, and other benefits for employees. On the other side of the field are HR generalists or business
partners. These HR professionals could work in all areas or be labour relations representatives working
with unionized employees.
HR is a product of the human relations movement of the early 20th century, when researchers began
documenting ways of creating business value through the strategic management of the workforce.[6] It
was initially dominated by transactional work, such as payroll and benefits administration, but due to
globalization, company consolidation, technological advances, and further research, HR as of 2015
focuses on strategic initiatives like mergers and acquisitions, talent management, succession planning,
industrial and labor relations, and diversity and inclusion. In the current global work environment, most
companies focus on lowering employee turnover and on retaining the talent and knowledge held by
their workforce.[citation needed] New hiring not only entails a high cost but also increases the risk of a
new employee not being able to adequately replace the position of the previous employee. HR
departments strive to offer benefits that will appeal to workers, thus reducing the risk of losing
employee commitment and psychol

What is the importance of human resource program?

Image result for what is human resources program

A human resource department is also in charge of keeping employees safe, healthy, and satisfied. With
proper HR management, workplace policies keep up with necessary protective measures and
implementation and provide solutions to issues between team members, avoiding risk for the company
and its employees.04 Jun 2021

What is human resources and examples?

Image result for what is human resources program

Human resources (HR) is the division of a business responsible for finding, screening, recruiting, and
training job applicants. HR also administers employee-benefit programs. A human resources department
also handles compensation and benefits, and employee terminations.

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strategic human resource planning process

4 steps to strategic human resource planning
Reading time: about 7 min

4 steps to strategic human resources planning

Assess current HR capacity

Forecast HR requirements

Develop talent strategies

Review and evaluate

It’s easy to understand the importance of the human resource management planning process—the
process by which organizations determine how to properly staff to meet business needs and customer
demands. But despite its obvious importance, many organizations do not have a strategic human
resource planning process in place, with many HR professionals reporting their departments need to
improve strategic alignment.

If you’ve considered developing an HR planning process, you’re in the right place. This article will explain
what human resource planning entails and how to document your strategic plan. With this knowledge
under your belt, you’ll be filling positions and growing as a company in no time.

steps to strategic human resources planning

4 Steps to Strategic Human Resource Planning (Click on image to view in Lucidchart)

Introduction to strategic human resource planning

In order to improve the strategic alignment of staff and other resources, it’s essential to understand how
to create a strategic HR planning process. At its most basic level, strategic human resource planning
ensures adequate staffing to meet your organization’s operational goals, matching the right people with
the right skills at the right time.

It’s important to ask where your organization stands currently and where it is going for your plan to
remain flexible. Each company’s plan will look slightly different depending on its current and future
needs, but there is a basic structure that you can follow to ensure you’re on the right track.
The strategic human resource planning process begins with an assessment of your current staff,
evaluating whether it fits the organization’s needs. After that, you can move on to forecasting future
staffing needs based on business goals. From there, you’ll need to align your organization’s strategy with
employment planning and implement a plan to not only to hire new employees but also to retain and
properly train the new hires—and your current employees—based on business changes.

Read on to understand human resource planning in more detail.

1. Assess current HR capacity

The first step in the human resource planning process is to assess your current staff. Before making any
moves to hire new employees for your organization, it’s important to understand the talent you already
have at your disposal. Develop a skills inventory for each of your current employees.

You can do this in a number of ways, such as asking employees to self-evaluate with a questionnaire,
looking over past performance reviews, or using an approach that combines the two. Use the template
below to visualize that data.

skills inventory by department

Skills Inventory by Department (Click on image to modify online)

2. Forecast HR requirements

Once you have a full inventory of the resources you already have at your disposal, it’s time to begin
forecasting future needs. Will your company need to grow its human resources in number? Will you
need to stick to your current staff but improve their productivity through efficiency or new skills training?
Are there potential employees available in the marketplace?

It is important to assess both your company’s demand for qualified employees and the supply of those
employees either within the organization or outside of it. You’ll need to carefully manage that supply
and demand.
Demand forecasting

Demand forecasting is the detailed process of determining future human resources needs in terms of
quantity—the number of employees needed—and quality—the caliber of talent required to meet the
company's current and future needs.

Supply forecasting

Supply forecasting determines the current resources available to meet the demands. With your previous
skills inventory, you’ll know which employees in your organization are available to meet your current
demand. You’ll also want to look outside of the organization for potential hires that can meet the needs
not fulfilled by employees already present in the organization.

Need advice on calculating your staffing needs and developing a staffing plan?

We have you covered

Matching demand and supply

Matching the demand and supply is where the hiring process gets tricky—and where the rest of the
human resources management planning process comes into place. You’ll develop a plan to link your
organization’s demand for quality staff with the supply available in the market. You can achieve this by
training current employees, hiring new employees, or combining the two approaches.

skills supply and demand chart (marketing department)

Skills Supply and Demand Chart (Click on image to modify online)

3. Develop talent strategies

After determining your company’s staffing needs by assessing your current HR capacity and forecasting
supply and demand, it’s time to begin the process of developing and adding talent. Talent development
is a crucial part of the strategic human resources management process.

overview of the talent development process

Overview of the Talent Development Process (Click on image to view in Lucidchart)

Recruitment

In the recruitment phase of the talent development process, you begin the search for applicants that
match the skills your company needs. This phase can involve posting on job websites, searching social
networks like LinkedIn for qualified potential employees, and encouraging current employees to
recommend people they know who might be a good fit.

Selection

Once you have connected with a pool of qualified applicants, conduct interviews and skills evaluations to
determine the best fit for your organization. If you have properly forecasted supply and demand, you
should have no trouble finding the right people for the right roles.

Hiring

Decide the final candidates for the open positions and extend offers.

to find the best candidates for your company.

Learn the stages

Training and development

After hiring your new employees, it's time to bring them on board. Organize training to get them up to
speed on your company’s procedures. Encourage them to continue to develop their skills to fit your
company’s needs as they change. Find more ideas on how to develop your own employee onboarding
process, and then get started with this onboarding timeline template.

timeline for onboarding

Timeline for Onboarding (Click on image to modify online)

Employee remuneration and benefits administration

Keep your current employees and new hires happy by offering competitive salary and benefit packages
and by properly rewarding employees who go above and beyond. Retaining good employees will save
your company a lot of time and money in the long run.
Performance management

Institute regular performance reviews for all employees. Identify successes and areas of improvement.
Keep employees performing well with incentives for good performance.

Employee relations

A strong company culture is integral in attracting top talent. Beyond that, make sure your company is
maintaining a safe work environment for all, focusing on employee health, safety, and quality of work
life.

4. Review and evaluate

Once your human resource process plan has been in place for a set amount of time, you can evaluate
whether the plan has helped the company to achieve its goals in factors like production, profit, employee
retention, and employee satisfaction. If everything is running smoothly, continue with the plan, but if
there are roadblocks along the way, you can always change up different aspects to better suit your
company’s needs.

Why document your strategic HR plan

Now that you know the steps to strategic human resource planning, it's time to adapt those steps to
your own organization and determine how to execute.

There are a number of reasons to document your strategic human resources plan, particularly in a visual
format like a flowchart. Through documentation, you standardize the process, enabling repeated
success. Documentation also allows for better evaluation, so you know what parts of your plan need
work. In addition, a properly documented plan allows you to better communicate the plan throughout
the organization, including how everyone, from the top down, can contribute to make sure the plan
works.

Document every step of the process, from beginning to end, and find room for improvement in your
human resources process along the way.
strategic human resource plan

Start creating your own strategic human resource plan with this template.

See it now

Start creating your own strategic human resource plan with this template.

See it now

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staff acquition

9.1 Organizational Planning 9.2 Staff Acquisition

9.3 Team Development
Integration Scope Time Cost Quality Resource
Communications Risk Procurement

return to model

9.2 Staff Acquisition

Staff acquisition involves getting the needed human resources

(individuals or groups) assigned to and working on the project.
In most environments, the “best” resources may not be
available, and the project management team must take care to
ensure that the resources that are available will meet project
requirements.
Inputs
.1 Staffing management plan
.2 Staffing pool description
.3 Recruitment practices
oooooooooooooooooooooooooo

Tools & Techniques

.1 Negotiations
.2 Preassignment
.3 Procurement
oooooooooooooooooooooooooo

About 190 000 000 results (0,51 seconds)

Staff acquisition involves getting the needed human resources
(individuals or groups) assigned to and working on the project.
In most environments, the “best” resources may not be
available, and the project management team must take care to
ensure that the resources that are available will meet project
requirements.

9.2 Staff Acquisition - CIn UFPE

Outputs
.1 Project staff assignment
.2 Project team directory
oooooooooooooooooooooooooo
oooooooooooooooooooooooooo

9.2.1 Inputs to Staff Acquisition

.1 Staffing management plan. The staffing management plan is

described in Section 9.1.3.2. It includes the project’s staffing
requirements as described in Section 9.1.1.2.

.2 Staffing pool description. When the project management

team is able to influence or direct staff assignments, it must
consider the characteristics of the potentially available staff.
Considerations include, but are not limited to:

Previous experience—have the individuals or groups done

similar or related work before? Have they done it well?

Personal interests—are the individuals or groups interested in

working on this project?

Personal characteristics—are the individuals or groups likely

to work well together as a team?

Availability—will the most desirable individuals or groups be

available in the necessary time frames?

Competencies and proficiency—what competencies are

reqired and at what level?

.3 Recruitment practices. One or more of the organizations

involved in the project may have policies, guidelines, or
procedures governing staff assignments. When they exist, such
practices act as a constraint on the staff acquisition process.
9.2.2 Tools and Techniques for Staff Acquisition

.1 Negotiations. Staff assignments must be negotiated on most

projects. For example, the project management team may need
to negotiate with:

Responsible functional managers to ensure that the project

receives appropriately competent staff in the necessary time
frame.

Other project management teams within the performing

organization to assign scarce or specialized resources
appropriately.

The team’s influencing competencies (see Section 2.4.5,

Influencing the Organization) play an important role in
negotiating staff assignments as do the politics of the
organizations involved. For example, a functional manager may
be rewarded based on staff utilization. This creates an incentive
for the manager to assign available staff who may not meet all
of the project’s requirements.
.2 Preassignment. In some cases, staff may be preassigned to
the project. This is often the case when (a) the project is the
result of a competitive proposal, and specific staff were
promised as part of the proposal, or (b) the project is an
internal service project, and staff assignments were defined
within the project charter.

.3 Procurement. Project procurement management (described

in Chapter 12) can be used to obtain the services of specific
individuals or groups of individuals to perform project activities.
Procurement is required when the performing organization
lacks the in-house staff needed to complete the project (e.g., as
a result of a conscious decision not to hire such individuals as
full-time employees, as a result of having all appropriately
competent staff previously committed to other projects, or as a
result of other circumstances).

9.2.3 Outputs from Staff Acquisition

.1 Project staff assigned. The project is staffed when

appropriate people have been reliably assigned to work on it.
Staff may be assigned fulltime, parttime, or variably, based on
the needs of the project.

.2 Project team directory. A project team directory lists all the

project team members and other stakeholders. The directory
may be formal or informal, highly detailed or broadly framed,
based on the needs of the project.

return to model

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Organizational Planning Guide: Types of Plans, Steps, and
Examples
4 minutes • Apr 27, 2020General
Organizational Planning Guide: Types of Plans, Steps, and
Examples
Organizational planning is like charting your company’s
path on a map. You need to know what direction you’re
headed to stay competitive.

But what exactly is organizational planning and how do

you do it effectively? This guide will cover:

The Different Components or Types of Organizational

Plans?
The 5 Process Steps of Organizational Planning
Organizational Planning Examples
Organizational Planning Tools
What is Organizational Planning?
Organizational planning is the process of defining a
company’s reason for existing, setting goals aimed at
realizing full potential, and creating increasingly discrete
tasks to meet those goals.

Each phase of planning is a subset of the prior, with

strategic planning being the foremost

There are four phases of a proper organizational plan:

strategic, tactical, operational, and contingency. Each
phase of planning is a subset of the prior, with strategic
planning being the foremost.

Types of Organizational Planning

Forms of Planning
Strategic
A strategic plan is the company’s big picture. It defines
the company’s goals for a set period of time, whether
that’s one year or ten, and ensures that those goals align
with the company’s mission, vision, and values. Strategic
planning usually involves top managers, although some
smaller companies choose to bring all of their employees
along when defining their mission, vision, and values.

Tactical
The tactical strategy describes how a company will
implement its strategic plan. A tactical plan is composed
of several short-term goals, typically carried out within
one year, that support the strategic plan. Generally, it’s
the responsibility of middle managers to set and oversee
tactical strategies, like planning and executing a
marketing campaign.
Keep your company ready for the present and the future,
get started for free
Operational
Operational plans encompass what needs to happen
continually, on a day-to-day basis, in order to execute
tactical plans. Operational plans could include work
schedules, policies, rules, or regulations that set
standards for employees, as well as specific task
assignments that relate to goals within the tactical
strategy, such as a protocol for documenting and
addressing work absences.

Contingency
Contingency plans wait in the wings in case of a crisis or
unforeseen event. Contingency plans cover a range of
possible scenarios and appropriate responses for issues
varying from personnel planning to advanced preparation
for outside occurrences that could negatively impact the
business. Companies may have contingency plans for
things like how to respond to a natural disaster,
malfunctioning software, or the sudden departure of a C-
level executive.

Organizational Planning Templates

The 5 Process Steps of Organizational Planning
The organizational planning process includes five phases
that, ideally, form a cycle.

Operational Process
Strategic, tactical, operational, and contingency planning
fall within these five stages.

1. Develop the strategic plan

Steps in this initial stage include:

Review your mission, vision, and values

Gather data about your company, like performance-
indicating metrics from your sales department
Perform a SWOT analysis; take stock of your company’s
strengths, weaknesses, opportunities, and threats
Set big picture goals that take your mission, vision,
values, data, and SWOT analysis into account
2. Translate the strategic plan into tactical steps
At this point, it’s time to create tactical plans. Bring in
middle managers to help do the following:

Define short-term goals—quarterly goals are common—

that support the strategic plan for each department, such
as setting a quota for the sales team so the company can
meet its strategic revenue goal
Develop processes for reviewing goal achievement to
make sure strategic and tactical goals are being met, like
running a CRM report every quarter and submitting it to
the Chief Revenue Officer to check that the sales
department is hitting its quota
Develop contingency plans, like what to do in case the
sales team’s CRM malfunctions or there’s a data breach
3. Plan daily operations
Operational plans, or the processes that determine how
individual employees spend their day, are largely the
responsibility of middle managers and the employees
that report to them. For example, the process that a sales
rep follows to find, nurture, and convert a lead into a
customer is an operational plan. Work schedules,
customer service workflows, or GDPR policies that
protect prospective customers’ information all aid a sales
department in reaching its tactical goal—in this case, a
sales quota—so they fall under the umbrella of
operational plans.

This stage should include setting goals and targets that

individual employees should hit during a set period.

Managers may choose to set some plans, such as work

schedules, themselves. On the other hand, individual
tasks that make up a sales plan may require the input of
the entire team. This stage should also include setting
goals and targets that individual employees should hit
during a set period.

4. Execute the plans

It’s time to put plans into action. Theoretically, activities
carried out on a day-to-day basis (defined by the
operational plan) should help reach tactical goals, which
in turn supports the overall strategic plan.

5. Monitor progress and adjust plans

No plan is complete without periods of reflection and
adjustment. At the end of each quarter or the short-term
goal period, middle managers should review whether or
not they hit the benchmarks established in step two,
then submit data-backed reports to C-level executives.
For example, this is when the manager of the sales
department would run a report analyzing whether or not
a new process for managing the sales pipeline helped the
team reach its quota. A marketing team, on the other
hand, might analyze whether or not their efforts to
optimize advertising and landing pages succeeded in
generating a certain number of leads for the sales
department.

Depending on the outcome of those reviews, your org

may wish to adjust parts of its strategic, tactical, or
operational plans. For example, if the sales team didn’t
meet their quota their manager may decide to make
changes to their sales pipeline operational plan.

Organizational Planning Examples

These templates and examples can help you start
thinking about how to format your organizational plan.

Strategic

Strategic Organizational Plans

This is a single page two-year strategic plan for a fictional
corporation. Notice that the goals listed in the “Strategic
Objectives and Organization Goals” section follow the
SMART goals model: They’re specific, measurable,
actionable, relevant, and time-based.

Workforce Planning
Companies need to use workforce planning to analyze,
forecast, and plan for the future of their personnel.
Workforce planning helps identify skill gaps,
inefficiencies, opportunities for employee growth, and to
prepare for future staffing needs.

Use Pingboard as a tool to plan and unite your workforce.

Start today for free!

Org Chart Free Trial

Tactical

Tactical Operational Plan for Administration

This is a two-year action plan for an administration,
which could also be described as a tactical plan.
Organization-wide goals—aka strategic goals—that are
relevant to this department are listed in the top section,
while the more tactical goals for the manager of this
department are listed below.

Organizational Planning Templates

Operational

Operational Organizational Planning

Check out this strategic plan template. You’ll notice that
tasks for an individual employee fall under operational
planning. Note the space within each item for the
manager to leave feedback for the employee.

Contingency
Business Contingency Plan Template
Organizational Planning is Vital for a Successful Business
While organizational planning is a long and complex
process, it’s integral to the success of your company.
Luckily, the process becomes more automatic and
intuitive with regular planning and review meetings.

Use Pingboard’s org chart software to help you plan and

communicate your strategy. With Pingboard users can
build and share multiple versions of their org chart to
help with succession plans, organization redesigns,
merger and acquisitions plans. Pingboard also helps with
hiring plans by allowing you to communicate open roles
in your live org chart so employees understand where
their company is growing and what roles they can apply
for. Pingboard’s employee directory helps find successors
for specific roles by allowing managers to search through
their workforce for the skills and experience needed to
fill a position.

Start planning today – risk free!

Org Chart Free Trial
Connect your people now with Pingboard

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By Cameron Nouri

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Organizational Planning Guide: Types of Plans, Steps, and
Examples

Project team development

To ensure the team runs as smoothly as possible,
and goals are hit, it's in everyone's best interest to
implement the five stages of team development:
forming, storming, norming, performing, and
adjourning. If you're new to this concept, you're
not alone.21 Apr 2021

Fellow
Log in
Try for free
Fellow Blog Management The 5 Stages of Team D...
The 5 Stages of Team Development DEFINED [+ Expert
Advice]
Mara Calvello
04/21/2021
7 minute read
Team development will have your team be as successful
and as high performing as possible. Learn how these 5
stages will create a high-functioning unit.

We’ve all heard the phrase “teamwork makes the dream

work.”

And although it may be slightly cliche, there’s a lot of

truth to it. When you’re on a team full of high performers
and go-getters, even the most daunting of goals or end-
result becomes a lot easier to face head-on and
accomplish.

Of course, working on a cohesive team can sometimes be

a struggle. There are a lot of different personalities, work
preferences, senses of humor, and work preferences to
consider. To ensure the team runs as smoothly as
possible, and goals are hit, it’s in everyone’s best interest
to implement the five stages of team development:
forming, storming, norming, performing, and adjourning.

If you’re new to this concept, you’re not alone. Let’s

break it down!

Where do “Forming, Storming, …” come from?

5 stages of team development
Why group development is important
How to help your team advance
There’s no i in team
Where do “Forming, Storming, Norming, Performing, and
Adjourning” come from?
The terms we use for the stages of team development
were developed by Bruce Tuckman, an educational
psychologist, who published his findings in a paper titled
Developmental Sequence in Small Groups in 1965. His
theory, which is referred to as Tuckman’s Stages, is
centered around his research on the dynamics of teams
and team building. His common belief of team
development that the stages are all necessary for a group
to work together as effectively together as possible in
order to see success.

While his work started with only the first four stages, in
1977 Tuckman and his doctoral student Mary Ann Jensen
added the fifth stage, adjourning, to indicate when a
team has completed a project.

Each of these five stages clearly represents a step that

teams go through, from start to finish, to work on a
project as they complete all of the necessary steps and
tasks for it to be a success.
Navigate the stages of team development
Increase meeting engagement and productivity with a
collaborative agenda that the whole team can contribute
to. Try using a tool like Fellow!

Try Fellow for free

5 stages of team development
Now that we know where the stages come from, let’s
break down the ins and outs of each stage and what you
can expect from your team in each.

stages of team development

1 Forming
The first stage is forming, which is when the members
within the team first come together to meet. It can be
considered the period of orientation when everyone is
getting to know one another and becoming acquainted.

Think of the forming stage like the first day of school or

the first day at a new job. There’s excitement in the air
and everyone is ready to roll up their sleeves, and get
started on the project. Usually, group dynamics and roles
have yet to be established, a team leader will typically
emerge and take charge and direct the individual
members.

The forming stage is also where team members discuss

things like:

Team goals
Individual roles
Strategy
Ground rules
2 Storming
Next up is storming. Stage two of five is considered the
most critical but also the most difficult to go through. It
can be riddled with conflict as the individual personalities
and work styles clash within the team. It’s also common
for team performance to dip a bit in the storming stage
as members can sometimes disagree on goals, strategy,
responsibilities, and roles. Also, keep an eye out for
subgroups or cliques that can begin to form during this
stage.

In order to not get bottlenecked in the storming stage,

members have to work together and play to each other’s
strengths to overcome obstacles and stay on pace. Also,
take the time to address and overcome conflicts early on
so they don’t stay an issue throughout the other phases.

Think of this phase like when you move in with a friend

you’ve never lived with before, and you slowly start to
notice the little things about them that get on your
nerves. The same is likely to happen with members of
your team. While some teams think they can skip this
stage, it’s important to dive into it with the expectation
that there may be some conflict.

3 Norming
Once you’ve weathered the storm, pun intended, your
team can move into norming. Here, team members have
figured out how to work together and there’s no more
conflict or internal competitions lingering.

Unity is upon everyone and a consensus develops around

who the leaders are, what everyone’s role is, and what
comes next. There’s also a sense of bonding between the
team and is more familiar with each other’s personalities
and sense of humor. There should also be a sense of
comfort in the norming stage when giving constructive
feedback through online forms, or asking for help as you
work through various tasks.

4 Performing
Next up is the performing stage, which tends to be where
there is the most cohesive work environment, people are
happy and excited and team performance is at an all-time
high. There’s a clear and stable structure in place
throughout the group and everyone is fully committed to
achieving the goals put in place. In the performing stage,
there’s a sense of focus, purpose, and alignment from
everyone on the team, no matter their role.

Remember that no matter what, problems and conflict

can still emerge, but they’re handled and dealt with in a
constructive and honest manner. And, because there’s a
bond and a relationship already built amongst the team
members, it’s easier and faster to get to a resolution if a
conflict were to occur.

5 Adjourning
Last but not least is the adjourning stage. Sometimes also
called the termination, mourning, or ending stage, most,
if not all, of the goals of the team have been
accomplished. The project as a whole is being wrapped
up and final tasks and documentation are completed. As
the workload becomes smaller, it’s common for team
members to be taken off the assignment and delegated
to a new project. The team members also usually debrief
and discuss what went well and what could be improved
on for projects in the future.

Depending on how long the project lasted and the bond

that was formed, there is sometimes a ceremonial
celebration of the work that was completed and the
overall success of the project.

Why are the 5 stages of group development important?

For your team to be as successful and as high-performing
as possible, it’s important that all five stages are utilized
to their fullest potential. You may feel like you can skip
the first or the last, but each stage has a purpose.

When each of the five stages is carried through, your

group will feel more in sync and be a high-functioning
unit. No one is afraid to ask a question, bring up a
concern, or pose a new way of going about certain tasks.
Everyone can bring their whole self to the team, play to
their strengths, and will step up and help one another
when it’s needed.

Being able to do this will also increase productivity.

Bottlenecks are solved fast and with purpose. And, if any
other roadblocks are met, the team is able to work
together to come up with the necessary solutions to get
back on track.

And, when all is said and done, going through all five
stages of team development sets the team up for
success. There’s an increased chance of reaching the
product goal within the timeline originally set during the
forming stage.

“So you’ve got structure that’s coming in, whether you

officially have it or not. I definitely think that somewhere
above 10 [employees], and certainly, well, below 50
[employees], you want to have some structure, and you
can decide how much you want to put in, in the early
days, it’s always easier, I think, to add a little bit more
structure than it is to take it away.”

– Camille Fournier, Managing Director, Platform

Engineering at Two Sigma
How to help your team advance in their development
As mentioned, some of the stages of team development
may have some conflict, disagreements, or general
butting of heads. However, there are some strategies you
can do to help your team advance through the five stages
with minimal conflict.

For instance, you can set a clear purpose and mission

early on during the forming stage, and consistently revisit
during the other stages, so no one ever loses sight of the
goal you’re all working towards. Similarly, establish
ground rules and make sure they’re followed.
One of those rules can be to remember to always listen
to one another. No question is stupid, no idea is too silly
to bring up, and no one is too “senior” to ask for help. At
the end of the day, you’re all working towards a common
goal, to get there, you need a foundation built on
listening to what the others on the team have to say.

You can also choose to end each meeting with insightful

and constructive feedback that improves the group
process. Having this pre-written notion that feedback will
be given at the end of each meeting not only promotes
and encourages feedback, it also makes it easier for the
team to collaborate on strategies moving forward. To
take it one step further, leave specific time for this
feedback when you outline the meeting agenda. That
way, it’s built-in to the time and it’ll never go forgotten.

Team Meeting Agenda Items

There’s no i in team
At the end of the day, when your team implements the
five stages of team development, it sets up everyone in
all roles for success. Knowing what to expect in each
stage gives you the opportunity to predict what could be
around the corner, better support your fellow
teammates, and have crystal clear alignment on all
moving parts.

Tips for high-performing leaders

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ABOUT THE AUTHOR

Mara Calvello
Mara Calvello is a freelance writer for Fellow, in addition
to being a Content Marketing Manager at G2. In her
spare time, she’s either at the gym, reading a book from
her overcrowded bookshelf, enjoying the great outdoors
with her rescue dog Zeke, or right in the middle of a
Netflix binge. Obsessions include the Chicago Cubs, Harry
Potter, and all of the Italian food imaginable.

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What is project team development?
The process of developing project team is an activity that
allows improving internal and external interactions of
team members, developing their competencies and skills,
and optimizing the overall team environment for the
purpose of enhancing project performance.