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L a u r e l l A H e c t o r
Building a successful line manager development programme from scratch
CIPD Line Managers Conference
London 2 0 1 9
To discuss and explore how we can proactively design
and deliver successful
development programmes for line
managers from scratch.
OUR AIM
OBJECTIVES
By the end of this session you will be able to:
• Identify your organisation’s objectives, KPIs and competencies framework linked to management development
• Equip your line managers with skills, knowledge and attitudes to manage difficult conversations in an effective manner
• Produce an outline that would incorporate the skills needed to manage the team and difficult conversations
Barbados
Ghana
Dubai Geneva
Switzerland
Hong Kong
Japan
Gibraltar
London
Netherland Germany
YEAR
Industry YEAR
Business
Industry/sectors Finance Insurance Education Pharmaceutical Healthcare
Retail Publishers Legal Services Gas & Oil Management Companies Governments Bodies
INTRODUCTIONS
Your name 01
Organisation 03
Role 02
On your tables share briefly :
STARTING POINT
27/10/2014 Copyright note text (8pt)
Development Opportunity
Review and bring the following:
! your organisational goals, KPIs and objectives
! an outline for any line management development
programmes that are currently running
! Your competency framework in place
What does the strategy say?
Consider
What are your people saying / requesting?
When, where, how and who will deliver?
Use of formative and summative assessment
ROI, ROE, Kirkpatrick, CIRO
Ongoing support, PDP, coaching / mentoring
TYPES OF MEASURES
• % complete
• Frequency / rate
• Amount / number of
• Time
• Score / level – customer/applicant satisfaction levels / staff Q12 engagement scores
• KPI
• Lag measures versus lead measures
: ACTIVITY: KPI, GOALS ETC.. Working in pairs,
• Assess to what degree are they SMART goals? Do they give a clear and shared picture of desired results? How do they link to Management Development?
• (Score this aspect out of 10 and identify ideas for improvement)
• (15 min per person)
• Be ready to share your reflections with the wider group
In groups come up with four competencies and/or skills you think a manager must have
• Why should they have these?
• What’s the impact to the business?
• How will these be delivered?
Be ready to share with the wider group
ACTIVITY: LINE MANAGERS’ CORE COMPETENCIES
13
COVER THESE THREE
What and How = Overall Programme!
Business!
Team!Self!
CORE COMPETENCIES / SKILLS
" Emotional Intelligence
" Leadership / Management
" Communication
" Educator / Coaching
" Team Working
" Change, creativity and Innovation
" Commercial Awareness
" HR Skills
" Planning and organising
" Financial
" Advocacy
" Influencing
Content : What & How?
Groupings and Metrics
01
02
04
Vision, values &
culture
03 Self development, PDPs & EI
On boarding . competencies 05
06
07
08 Ability to have a conversation / feedback
Frequency of intervention and timings
Blended, flexible learning
Use of technology and communication
Incorporate Self Learning, Team Understanding and Organisational Awareness.
MODELS
BOOST! SAID! GROW!
• Balanced! • Situation! • Goal!
• Objective! • Action! • Reality!
• Observed! • Impact! • Option!
• Specific! • Desired Outcome! • Will / Way Forward!
• Timely!
Self Aware
18
7 ELEMENTS OF EMOTIONAL INTELLIGENCE
1. Self-Awareness
2. Emotional Resilience
3. Interpersonal Sensitivity
4. Motivation
5. Influencing
6. Intuitiveness
7. Conscientiousness By Daniel Goleman
19
The Genos Emotional Intelligence Assessment..
…measures how often individuals display emotionally intelligent
workplace behavior that underlines success.
www.genosinternational.com
PRODUCE AN ONLINE THAT WOULD INCORPORATE THE SKILLS NEEDED TO MANAGE THE TEAM AND DIFFICULT CONVERSATIONS
What does the strategy say?
Consider
What are your people saying / requesting?
When, where, how and who will deliver?
Use of formative and summative assessment
ROI, ROE, Kirkpatrick, CIRO
Ongoing support, PDP, coaching / mentoring
Flexible
23
The Soap Line
£ = Documents The Standard of Acceptable Performance “SOAP Line”
JD, Objectives
KPIs
SOP
Local P & Ps
Strategy
Codes of conduct
(Hector 2014 ®)
24
Linked to your organisational goals:
• What essentials need to be included in your development programme?
• Why and how?
Be ready to share with the wider group
ACTIVITY:
25
THE 7 FORCES OF BUSINESS MASTERY
1. Know where you really are & create an effective business map
2. Constant strategic innovation
3. World-class marketing & product promises
4. Sales mastery systems
5. Constant anticipation: The power of financial and legal analysis
6. Constant optimisation & maximisation
7. Constantly create raving fans & culture By Tony Robbins BMLV 2017
SUMMARY
• Link everything back to the strategy / organisational goal
• All programmes cover self, team and business development
• Success leaves clues
• Be clear about your evaluation outcome at the start
ACTION PLANNING
# Identify 1/2 key objectives you can put into practice to further your development
# Think about when you can put these into practice
28
QUESTIONS & ANSWERS
Thanks for your time Laurell A Hector
l a u r e l l @ m c m a n u s h r d . c o m w w w . m c m a n u s h r d . c o m
L i n k e d I n : L a u r e l l A n n e H e c t o r
30
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