D2 Increasing the Impact of Internal Management Development Programmes Andy Lancaster, Hanover Housing Association

Research and references available at @AndyLancasterUK

Setting the scene: Effective middle managers are crucial …

… but they are often neglected and under pressure

What is our motivation for middle manager development?

3 components of effective management development

Practice

Qualification

Knowledge

Going on a seminar

On the job training or shadowing

Secondments, coaching and

mentoring

NVQ DiplomaGoing to college

or university

Merits of different approaches - but is in-house’s time back?

5 key themes and 10 questions to reflect on

Evolving our provision

Aligning to business Realising value for money

10 reflective questions

Achieving reinvestment

Improving networking

Aligning to the business1. What is driving the programme; top down and bottom up?

Reward and employer of choiceCoherent not fragmented approachImprove management practice

Staff survey requested trainingImprovement needs from appraisals Progression and talent development

Aligning to the business2. How can we involve managers in the programme design?

Manager’s scoping workshopsDiscuss top down needsBig picture down to the detailThink of and choose the nameOwnership not imposition

Aligning to the businessChoose live theme content not just the generic norms!

Managing the Programme

Managing Personal Development

Managing a Project

Managing Priorities

Managing Finance and Resources

Managing a Team

ManagingPerformance

Managing Change

Managing and Leadership

Managing through Values

ManagingCustomer Service

Managing Communication

Aligning to the business… and offer personal choice in the on-going programme

Managing and Leadership

Aligning to the business3. What unique content links to business improvement?

Performance managementFinancial managementValued-based managementImproved project managementCustomer service management

Aligning to the business4. How can we ensure transparency in allocating opportunity?

Who is eligible for investment?Consider the future aspirational mapPlanned recruitment campaignState the personal and business caseRepresentative shortlisting teamFeedback from early adopters

Realising value for money5. Why not consider pioneering an in-house qualification?

Added kudos to in-house provisionAdded value of a strategic partnerDemonstrating employer of choiceEmbedding qualifications in workShared graduations and celebrationsFull circle with Board presentationsSignificant cost-benefit analysis

But how …

Realising value for money6. How can we map internal content to units and assessments?

Boldly choose the …

Qualification Level: Award, Certificate or DiplomaUnits: Tailored to business contextUnits: Mandatory and optionalDiverse assessment methodsComplement not compete with work

Realising value for money6. How can we map internal content to units and assessments?

Level 5 Diploma in Management and Leadership

5001 - Personal development as a manager and leader 5002 - Information based decision making 5003 - Performance management5004 - Resource management 5005 - Meeting stakeholder and quality needs 5006 - Conducting a management project5007 - Financial control 5009 - Project development / control 5013 - Leadership practice

Level 5 Diploma in Management and Leadership

Assess what the managers are doing already and organisational processes that exist

Assignments x 3Case Studies x 2Individual Project x1 Presentation x1 Professional Discussions x4Reflective Statements x 9Work Activities x7

… and consider being holistic

Realising value for money6. How can we map internal content to units and assessments?

Achieving inward investment 7. How can we harness the value of organisational projects?

Something that needs to be done!Clear business benefitsIdeally in current work planSponsored by line managerResults reported by end of course

Maps to assessment criteria in 6 of our 9 units

Achieving inward investment 8. Which key partnerships will add organisational value?

Knowledge deliverersAssessment teamAwarding bodyTechnology providers

… and don’t forget social media

External perspective ... from a key partner

Improving networking 9. What barriers could the programme help to break down?

Improving networking Thinking about action learning and virtual groups

Evolving our provision 10. How do we define future factors that shape learning?

What impact has the ASPIRE programme had?

Reflection on impact Increased cost effective development opportunities for staff

Level 5 in Management & Leadership42 compete, 20 on course

Level 3 in First Line Management33 complete, 24 on course

Level 3 in Housing Practice128 complete, 84 on course

Value for money saving over 3 years compared to outsourcing = £252,000

Reflection on impact Desired business improvement: enhanced development

I believe I have the opportunity for personal development and growth in Hanover

The training I receive is useful and relevant to my job

2011 2009 2011 2009

86% Strongly agree/agree

+18% increase in 2 years

66% Strongly agree/agree

+17% increase in 2 years

Reflection on impact Desired business improvement: reward and recognition

Sample 4 groups and 53 learners

Reflection on impact Desired business improvement: management competence

Reflection on impact Desired business improvement: management competence

Sample 4 groups and 53 learners

Reflection on impact Desired business improvement: performance increased

My performance has improved as a result of skills I have developed over the last year

2011 2009

71% Strongly agree/agree

+15% increase

Reflection on impact Desired business improvement: progression and new talent

Reflection on impact Desired business improvement: retention and recruitment

“One reason I applied to Hanover was because I saw the accredited programme on the website and it was funded!”

Thinking about the 10 key questions …

D2 Increasing the Impact of Internal Management Development Programmes Andy Lancaster, Hanover Housing Association

Research and references available at @AndyLancasterUK