Building a Successful Line Management Development Programme that is Strategically Aligned with Your Organisation’s Objective
CIPD Line Managers Conference London 2018
Laurell A Hector 2 OUR AIM To discuss and explore how we can proactively design and deliver successful development programmes for line managers to further enhance performance. OBJECTIVES
By the end of this session you will be able to:
• Identify line managers’ core competencies • Explain how to offer emotional support to line managers • Identify what effective management ‘looks’ like from an operational viewpoint
• Identify the essentials to be included in your management development programmes OBJECTIVES CONT….
• Explain your organisation’s objectives and design a programme linked to its strategy
• Discuss the best approaches for performance and talent management
• Use effective methods to ensure your programme is successful in it’s delivery and implementation Germany Netherland
London Japan
Barbados Gibraltar Hong Kong
Geneva Dubai
Switzerland
Ghana
YEAR YEAR Industry Business
Industry/sectors Finance Insurance Education Pharmaceutical Healthcare
Retail Publishers Legal Services Gas & Oil Management Companies Governments Bodies
INTRODUCTIONS
On your tables share briefly :
01 Your name 02 Role
03 Organisation STARTING POINT? Development Opportunity
! Review your organisational goals and objectives
! Objectives or an outline for any line management development programmes that are currently running
! L&D strategy, plan, goals
27/10/2014 Copyright note text (8pt) ACTIVITY: LINE MANAGERS’ CORE COMPETENCIES
In groups come up with three competencies / you think a manager must have
• Why should they have these?
• What’s the impact to the business?
Be ready to share with the wider group
11 CORE COMPETENCIES / SKILLS
" Emotional Intelligence " Commercial Awareness
" Leadership / Management " HR Skills
" Communication " Planning and organising
" Educator / Coaching " Financial
" Team Working " Advocacy
" Change, creativity and Innovation " Influencing HOW TO PROVIDE EMOTIONAL SUPPORT TO LINE MANAGERS ALWAYS PROVIDE AT TWO LEVELS
Organisational Level • Individual performance • The impact of that performance on the organisation • HR policies and procedures Personal Level • Understand their personal style and motivations • Personality type • Try to identify any problems 42 Indicators of a problem Self Aware 16 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
17 IDENTIFY WHAT EFFECTIVE MANAGEMENT LOOKS LIKE FROM AN OPERATIONAL VIEWPOINT JD, Local P & Ps Objectives Strategy KPIs Codes of SOP conduct
The £ = Documents The Standard of Acceptable Soap Line Performance “SOAP Line”
(Hector 2014 ®)
19 ESSENTIALS TO BE INCLUDED IN YOUR MANAGEMENT DEVELOPMENT PROGRAMMES Flexible 21 WHAT DO WE KNOW?
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
22 EXAMPLE
What! How! Impact! Link to!
Organisational Charles Handy / Grid Understanding of the ?! Culture! activity! different types!
Influencing! Influencing styles / Ability to use ?! Power sources! different styles, internal and external! COVER THESE THREE
Self! Team!
Business!
What and How = Overall Performance! The Content
Business 04 05 Financial awareness + the management fundamentals On boarding + Challenging competencies 03 06 conversations / feedback
Self Manager as development, 02 07 coach PDP, IDPs
Strategy, 01 08 Agile thinking vision, values & culture
Incorporate Self learning, Team understanding and Organisational awareness. USE EFFECTIVE METHODS TO ENSURE YOUR PROGRAMME’S SUCCESSFUL DELIVERY AND IMPLEMENTATION Consider
What does the strategy say? Use of formative and summative assessment
What are your people saying / ROI, ROE, Kirkpatrick, CIRO requesting?
When, where, how and who Ongoing support, PDP, will deliver? coaching / mentoring CURRENT LEARNING PROGRAMMES
• Custom and practice! • Content, the when and how things are offered! Challenge! • Skills needed now and in the future!
• By working along side departments! • Offering, skills, knowledge, tools systems and help staff to be more resourceful! Support! • Managers and leaders in their role as coaches and developers of an agile team!
• Ways to train for the skills the business will need in the future! • In-house and on the job development so that knowledge can be shared! Develop! • Digital age, better team working, empowerment, challenge! THE BEST APPROACHES FOR PERFORMANCE AND TALENT MANAGEMENT ACTIVITY: TALENT
On your tables discuss the following:
• As HR professionals what are we looking for?
• What attributes do you want to see?
• Two approaches for performance and talent management
Be ready to share with the wider group
30 ATTRIBUTES DESCRIBING A TALENTED EMPLOYEE ACCORDING TO:
Attributes! HR Practitioners (%)! Line Managers (%)!
Positive attitude to work! 63! 63!
Brings new and innovative ideas! 55! 49!
High potential to develop! 52! 40!
Good work ethic! 45! 50!
Goes above and beyond the job requirements! 44! 41!
A great desire to develop! 41! 32!
Reliable! 37! 48!
Easily adapts to working conditions! 36! 41!
Highly skilled! 34! 40!
Fits in with the organisational values! 30! 19!
High level of relevant experience! 21! 25!
Ability to hit the ground running! 19! 26!
Highly networked and connected! 10! 6!
Rarely has commitments that affect their ability to do the job! 6! 5!
Works full-time hours! 5! 8!
CIPD: Attitude to Employability and Talent. September 2106 BEST APPROACH FOR PERFORMANCE AND TALENT MANAGEMENT
Approaches Controls
! Performance & ! Strategy that is understood Development Reviews ! Standardisation ! Talent pools ! Talent management ! Succession planning strategy ! Shawdowing 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 VIDEO: “GREATNESS” BY DAVID MARQUET
What is this video telling us?
What can you do to implement some of these ideas?
34 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
35 ACTIONS: WE/I WILL…… 1. .
2. .
3. . QUESTIONS & ANSWERS Thanks for your time Laurell A Hector
LinkedIn: Laurell Anne Hector [email protected] www.mcmanushrd.com
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