Across many industries, frequently organisational performance improvement does not extend beyond enhancements to equipment and production processes. There has been a renaissance in respect to the realisation of the importance of our people resource, and the way in which our management and development of our teams links to staff retention and increased performance. This has been particularly prevalent within the automotive as well as other, diverse industries. Our work with the automotive industry, and companies from sectors such as telecommunications, construction, transport, nuclear and financial services, has given us the opportunity to identify 'best-practice' in this area. This paper explores the relevance of cross-industry findings, and relates this to the challenges faced within the offshore arena. Our experience in this people development area, and the source data on which our paper is based, comes from our work in relation to: Cultural integration across multi-national organisations Management of team performance Alignment of staff objectives with company strategic directionStaff retention through management styles & motivational techniques Selection and assessment activities for effective staff recruitment. This paper brings to the table a perspective from outside of the offshore industry, and provides an insight into the challenges being faced in other industries, relevant to those within the offshore industry. It provides a confirmation that this industry is not alone in the challenges it faces.
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