Imagine - Creating Healthy Workplaces - Anthony Montgomery.pdf
Increasing the Impact of Internal Management Development Programmes
1. D2 Increasing the Impact of Internal Management Development Programmes
Andy Lancaster, Hanover Housing Association
Research and references available at @AndyLancasterUK
3. … but they are often neglected and under pressure
4. What is our motivation for middle manager development?
5. 3 components of effective management development
Practice
Qualification
Knowledge
Going on a
seminar
On the job
training or
shadowing
Secondments,
coaching and
mentoring
NVQ Diploma
Going to college
or university
7. 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
8. Aligning to the business
1. What is driving the programme; top down and bottom up?
Reward and employer of choice
Coherent not fragmented approach
Improve management practice
Staff survey requested training
Improvement needs from appraisals
Progression and talent development
9. Aligning to the business
2. How can we involve managers in the programme design?
Manager’s scoping workshops
Discuss top down needs
Big picture down to the detail
Think of and choose the name
Ownership not imposition
10. Aligning to the business
Choose 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
Managing
Performance
Managing
Change
Managing and
Leadership
Managing
through Values
Managing
Customer Service
Managing
Communication
11. Aligning to the business
… and offer personal choice in the on-going programme
Managing and
Leadership
12. Aligning to the business
3. What unique content links to business improvement?
Performance management
Financial management
Valued-based management
Improved project management
Customer service management
13. Aligning to the business
4. How can we ensure transparency in allocating opportunity?
Who is eligible for investment?
Consider the future aspirational map
Planned recruitment campaign
State the personal and business case
Representative shortlisting team
Feedback from early adopters
14. Realising value for money
5. Why not consider pioneering an in-house qualification?
Added kudos to in-house provision
Added value of a strategic partner
Demonstrating employer of choice
Embedding qualifications in work
Shared graduations and celebrations
Full circle with Board presentations
Significant cost-benefit analysis
But how …
15. Realising value for money
6. How can we map internal content to units and assessments?
Boldly choose the …
Qualification
Level: Award, Certificate or Diploma
Units: Tailored to business context
Units: Mandatory and optional
Diverse assessment methods
Complement not compete with work
16. Realising value for money
6. 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 management
5004 - Resource management
5005 - Meeting stakeholder and quality needs
5006 - Conducting a management project
5007 - Financial control
5009 - Project development / control
5013 - Leadership practice
17. Level 5 Diploma in Management and Leadership
Assess what the managers are doing already and organisational processes that exist
Assignments x 3
Case Studies x 2
Individual Project x1
Presentation x1
Professional Discussions x4
Reflective Statements x 9
Work Activities x7
… and consider being holistic
Realising value for money
6. How can we map internal content to units and assessments?
18. Achieving inward investment
7. How can we harness the value of organisational projects?
Something that needs to be done!
Clear business benefits
Ideally in current work plan
Sponsored by line manager
Results reported by end of course
Maps to assessment criteria in 6 of our 9 units
19. Achieving inward investment
8. Which key partnerships will add organisational value?
Knowledge deliverers
Assessment team
Awarding body
Technology providers
… and don’t forget social media
25. Reflection on impact
Increased cost effective development opportunities for staff
Level 5 in Management & Leadership
42 compete, 20 on course
Level 3 in First Line Management
33 complete, 24 on course
Level 3 in Housing Practice
128 complete, 84 on course
Value for money saving over 3 years
compared to outsourcing = £252,000
26. 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
30. 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
32. 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!”
34. D2 Increasing the Impact of Internal Management Development Programmes
Andy Lancaster, Hanover Housing Association
Research and references available at @AndyLancasterUK
Notes de l'éditeur
Session is designed to create positive ripples in our thinking and organisations… SLIDE. Focus on middle management but transferable.
It is an extended Ignite format – fast and full of images and practical ideas.
http://sixminutes.dlugan.com/ignite-presentations/
Who currently runs a management programme
We’re peers on a similar journey - support your thinking / approach
Transferable ideas
Do believe our ideas are scalable to bigger organisations
Who is yet to develop or revamping a management programme
Some thoughts that may speed your success and save time and money
Research papers available on Twitter and @AndyLancasterUK
Henley Business School 2033 a extra 3.5 million households 65+ years.
Hanover Housing Ass - redefine older people’s housing making it aspirational
Turnover of £95M, 19,000 properties working with 30,000 customers
950 dispersed staff mostly lone workers - 5 regions
Training team (grown) of 4 trainers + 2 admin
New L&D Team in 2009 – step change in 4 years …
4000 in-house training days per year
70 courses delivered in-house
85% gained development last year
Accredited in-house ‘academy’ CMI and CIH
Progression from basic to Gold IiP
Training Journal Gold 2012 Best Operational Training
SLIDE – Effective managers are the keystone supporting the organisational load, at the sharp end of delivery and need to be the hot red chillies in the pack.
A quote from Bruce Hodes book “It’s All About the Middle; Front-Line Heroes:
http://www.trainingmag.com/content/3-strategies-develop-middle-management
I’ve have never been a lover of the sandwich; my lack of interest comes from the bread at the top and bottom. However, I’m wildly attracted to the middle of the sandwich. It is this middle that will help dictate a firm’s long-term success.
This flies in the face of most business commentators who extol the importance of the top of the company where the senior team or CEO is single-handedly responsible for success.
I too am unashamedly a fan and advocate of the sandwich filling; the middle manager - true flavour and valuable commodity in our organisations!
http://www.amazon.co.uk/Front-Line-Heroes-Bruce-Hodes/dp/1610660455/ref=sr_1_1?ie=UTF8&qid=1383131422&sr=8-1&keywords=front+line+heros+hodes
Wharton Management Professor Ethan Mollick. measured relative contribution of middle managers in computer game industry - 395 orgs with revenue of $4 billion.
He found middle managers, rather than innovators or company leaders were the differences in high performing firms Middle managers are crucial for success
He cites research - less than 5% of performance results from top level managers.
http://knowledge.wharton.upenn.edu/article/why-middle-managers-may-be-the-most-important-people-in-your-company/
However, middle managers are often neglected and under pressure.
But it’s a challenging role.
Cranfield School of Management study: “How do they manage?: a study of 1200 NHS middle managers found they were responsible for most key org tasks
Managing day to day operations
Fire fighting and troubleshooting
Addressing ‘wicked’ (ill-defined) problems
Developing others
Championing innovation
Facilitating change
Some managers enjoy the challenge of their ‘extreme’ jobs. However, many face fatigue and burnout.
http://www.som.cranfield.ac.uk/som/p19129/Think-Cranfield/Think-Cranfield-2013/February-2013/Middle-Managers-the-Front-Line-of-Change
Similarly Harvard Business Publishing’s2013 global talent development survey of 800+ org found only 31% managers felt they had the skills to cope with the current business environment.
This group is historically under-served with development with priorities being :
Change management capabilities (80%)
Leadership mindset (77%)
Communication skills (76%)
Talent management (76%)
General management capability (64%)
http://www.prweb.com/releases/2013/9/prweb11101479.htm
SLIDE – Most orgs need to provide far more support our middle managers
If we feel the urgency to respond to this challenge a good starting place is to establish our motivation and inspiration for management development?
Simon Sinek pioneer of the Golden Circle model – achieving organisational effectiveness doesn’t start with WHAT and HOW but the WHY.
(TED lecture) http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html
He cites Apple's success - WHAT/HOW easy: but the key factors is WHY – people buy – people buy into the aspiration, innovation and style.
So often I am tempted to begin with the WHAT and HOW of programmes – the themes, delivery methods, personnel and budget.
Sinek is right – if we want impact, we must see that managers are not initially energised by the WHAT or HOW of our programmes but by the WHY.
Management dev sometimes has associated negatives - a mandatory sheep dip or reward scheme for selected few high flyers, a school for underachievers
Programmes with impact provide a positive WHY to encourage staff buy in.
At Hanover, we started by asking a clear WHY question. May seem obvious but it’s not something I’ve always done
Support and improve management practice BUT ALSO TO
Closer relationships in a dispersed, diverse organisation
The benefit of a gold plated, cost effective programme open and free to ALL
So great question: WHY is our programme aspirational – let’s not use mandatory!
TWO options for prog delivery – OUTSOURCE some or majority of programme to an associate organisation or trainer or commit to create & resource one INHOUSE.
2010 paper by Doug Harward estimated a growing trend in training outsourcing:
His 4 top predictions reasons for outsourcing:
http://www.trainingindustry.com/blog/blog-entries/10-reasons-companies-are-outsourcing-training.aspx
4. Speed to Market – we may not have enough development time
3. Geographic Reach – not have enough delivery coverage
2. Access to Talent – not have enough knowledge
1. Reduce Costs – are on-costs high?
Danger in our current economic times; boards may perceive advantages in L&D outsourcing. Especially as external providers are working hard on pricing.
Chirantan Basu in paper “The Disadvantages of Outsourced Training” - cites my experience:
http://smallbusiness.chron.com/disadvantages-outsourced-training-36809.html
Companies can gradually lose control of a coherent strategy
External training often has a huge cost for basic courses
Management fiendishly expensive
Training programs often contain generic examples – not enough customisation
Copyright and intellectual property can lost
However, great in-house programmes can reverse all these negatives
“Outsourcing Report 2009” areas partially outsourced - 49% said training
http://www.cipd.co.uk/binaries/hr_outsourcing_function.pdf
For Hanover there is currently a time and tide for developing brilliant in-house training – the core of Hanover L&D strategy
Other references
http://www.thales-trainingconsultancy.com/news-article/in-house-or-outsourced-training-what-gets-the-best-results/
http://www.advanceme.com/resources/small-business-tip/training-in-house-or-outsourced
So some fast paced keys we’ve found to increasing impact of in-house management programmes.
5 key impact themes
Aligning to the programme closely to the business – fit for purpose
Realising value for money – making this an attractive cost effective option
Achieving re-investment in the organisation – creating a learner give back
Improving networking – the undervalued role of social learning and interaction
Evolving the provision – keeping ahead of business change
10 reflective questions – Grab the ones which are relevant.
What about the Bumble Bee!
During session write down on the tag one bit of advice that grabs you about maximising the impact of an internal management programme.
A live collaboration - a hive of networked ideas!
Theme 1 : Aligning the programme to the business
Question 1 : Define what’s driving the programme; top down bottom up
CIPD Learning and Talent Development Survey 2013 ranks in-house as top 3 development activities up 10% on 2011 to 38%.
In-house programmes are seen as both popular and effective?
It’s back to Sinek’s WHY – Normally driven by a high alignment to business needs and therefore create high levels of ownership.
To do that we have 2 key stakeholder s, who, in the words of the Spice Girls we need to ask “Tell me what you want, what you really, really want.”
Effective programmes define the "zigazig-ha” for both:
Senior managers and the Board – who strive for business improvement
And, Staff who desire a relevance of programme that meets needs.
L&D sit at the join of the halves; we are the seeds to realise the potential!
For us the key DOWN factors:
Reward and becoming an employer of choice – reality and image of the org
Coherent not fragmented approach – bringing some sense of oneness
Improve management practice – And creating better managers
For us the key UP factors:
Staff survey showed a request for training – a thirst for development
Improvement needs from appraisals – being raised
Progression and talent development - desire to be ready for progression
So, first define the “above” and “below” stakeholder motivators!
2nd Aspect of aligning to the business
Question 2: How can we involve managers in programme design?
Propose a new programme and everyone has a view. We as L&Ders can be real know-it-alls, but external gurus, trainers and authors all have a say!
Google “management development programme content “– over 88M hits
Not many suggest learner engagement high in design process factors.
Mark Edwards paper “6 Key Drivers for Student Engagement” :
Relevant learning – let me learn about what I do
Personalised learning – let me learn about what I need
Collaborative learning – let us learn what we value together
http://thejournal.com/Articles/2013/04/16/The-6-Key-Drivers-of-Student-Engagement.aspx?m=2&Page=1
We placed a group of our managers at the heart of the programme design.
Management workshops: cross section discussed “top down - bottom up”
Blank sheet: not a qualification or course outline in sight
At first, not a logical learning objective – just lots of random ideas
Managers filtered these into their key themes – then added sub-goals
Some of the resulting themes were quite interesting – not my initial choice!
They even surveyed and decided on the programme name ASPIRE
Empowering managers in design = Engages managers in learning = impact!
We also structure the programme to deliberately allow managers to personally control some of the content– it’s their programme!
Personal organisational project – more later
Leadership research study of someone who inspired them.
SLIDE – look at the richness of leaders who have graced our programme.
Most memorable learning as a child - I choose to do a project on the Kon Tiki – 1947 raft that Thor Heyerdahl sailed across Pacific Ocean. I researched it, wrote about it and made a model.
Memorable effective learning is without doubt self-directed – so let our managers design and control key aspects of their development programme?
Q. What content can we willingly surrender control of?
Q. In fact, what is the minimum content we need to define?
Q. What self-controlled assessment options can we offer?
Question 3: What unique content links to business improvement?
Generic programmes can’t always scratch where we as orgs are itching.
In-house programmes enable shifts in key business drivers
Question: What org improvements can we be a key part of solution for?
In the design look at … audit reports, business goals, appraisal returns, complaints, manager feedback, customer service records.
For us – unique needs we could scratch via ASPIRE were:
Performance management : to support in creating high performing teams
Financial management : understanding our specific processes
Valued-based management : embedding our unique org values in practice
Improved project management : to embrace a PRINCE 2 methodology
Customer service management : to enhance skills and CSE audits needs
These were reflected in the seminars (easier bit) but perhaps more importantly in our formal programme assessments.
Programmes with impact have activities that deliver and evaluate learning linked to required business improvement.
Question 4: How can we ensure transparency in allocating opportunity?
A key to aligning to business is a transparent strategy to allocation places.
Who is to be targeted or invited?
Those who self-promote
Those with defined needs – from 1-2-1s in past year or appraisal
Those who have been talent ear-marked
Fair share across departments?
Our experience - worth considering the allocation impact on group dynamic.
16 places - 12 max self promoted; 4 with defined needs: Positive.
Advertise Build it! Emails to all, e-adverts, team meetings, Intranet, A3 leaflet, personal recommendations now. Graduation reports!
Created a formal application process; our programme is serious and valuable:
Explain what you hope to personally gain from Aspire programme
Explain how Aspire programme will benefit team, operation and Hanover
What work-based project will provide evidence of your management practice
Carry out a formal transparent scored shortlist process – for us Senior team, Heads of Ops and Services, HR, L&D.
Programmes with impact – assign where limited resource is best used!
Waiting lists can be useful – build value!
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Question 6: How can we map content to units and assessments?
A key impact – design and assess your own bespoke qualification?
Consider an Awarding Body partnership
My experience is that awarding bodies love employers!
They are ready to support a business to support itself.
But so few organisations take the plunge and realise this impact
3 employer CMI centres / 130 colleges, universities and training providers
What do awarding bodies do? For us CMI:
Offer of qualifications for managers, at every level
Accreditation for in-house courses – with help from a business partner
Practical resourcing - 2 million articles, journals and tools – your library
Organisational Membership – Student Membership for all on our programme
Dispersed support - Networking: branches and online discussion groups
Networking with other centres from other areas – org development
1. Choose your centre accreditation option
Deep breath, take the plunge - low diving board to high! Maybe progress?
Recognised Centre - award your management and leadership training with a ‘stamp of approval’ mapped against NOS
Registered Centre – can provide ready-made assessments, mark your work and moderate your centre
Approved Centre - concept of in-house academy; cost-effective, closely matches org management needs –. You 100% control the process
2. Choose the Level and volume
3 (A level) First Line management
5 (Foundation degree) Middle management
7 (Post-graduate) Senior management
Award (1 units), Certificate (2 units), Diploma (9 units) - toe in the water!
There are Mandatory units – from awarding body - CMI
5001 Personal development as a manager and leader
5002 Information based decision making
5004 Resource management
5005 Meeting stakeholder and quality needs
5006 Conducting a management project
Hanover Mandatory units – to cover business needs
5003 Performance management
Optional units (choose 3)
5007 Financial control
5009 Project development and control
5013 Leadership practice
Great options to choose from:
Managing recruitment and selection
Ethical organisational management
Organisational corporate social responsibility
Leading equality and diversity
Managing ideas and innovation
How cool to have your own Award, Cert of Diploma: nationally recognised.
External providers have existing and preferred assessments methods
Academic routes often prefer a written approach
Often a unit based approach - focus on qualification not business
Mixed groups make tailoring tricky
So external providers struggle to align assessments to our needs:
We’ve seen the impact of a holistic approach based on work practice?
Increase impact by using diverse assessment methods available. We use:
Assignments: produce written work of between 750 and 1500 words (3)
Case studies: provide an answer or approach to a given situation (2)
Individual projects: undertake a defined piece of work of benefit to Hanover (1)
Presentations: prepare and deliver a presentation on a provided theme (1)
Professional discussion: time talking about activities with an assessor (4)
Reflective summaries: reflect on what you have learned from an activity (9)
Work activities: things you produce in work that can be assessed (7)
Highly efficient: 1 professional discussion on projects: maps to 7 units.
Key: Over a large coffee brainstorm what managers are doing already and organisational processes that exist - then map to the unit assessment criteria.
Took me 2 days – but what an outcome!
Approach endorsed by CMI with no actions. They said rare!
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Question 8: Which key partnerships add organisational value?
Even though we promote in-house we use some partnerships to add value.
Knowledge deliverers – tendered for and appointed on specialism
Assessment team – neutral, range of backgrounds – know Hanover
Awarding body – already highlighted huge inward investment
Technology providers – developed bespoke e-portfolio with ONEFile
Key is to make them part of the team not an add-on.
We call them our Team – my goal is to make them feel Hanover
We invite them to events – they are key guests at our graduation – paid!
Create gain an emotional engagement with our learners
They hear the outcomes of the programme which values their contribution
… and don’t forget colleagues on social media - @AndyLancasterUK
Q. Who can support you to make the centre excellent and improve the org?
Our partners seem to love working with us … Howard Scott
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Theme 5 : Evolving our provision
Question 10: How do we define future factors that shape learning
Design programme monitoring methods to watch our prog sell-by date!
Integrate programme into organisational change agents.
Some ideas we have found – which I would have had ALL on day 1…
L&D Reference Group – would have been great at the start! Quarterly
Now sit on Hanover Project Review Group – the big projects
Watch organisational plans and objectives
IT and systems changes – Finance processes
HR - Restructuring and new roles
Awarding body changes
An example - organisational plan
New board emphasis on Equality and Diversity
New partnership created with external specialist
New module and e-learning created
So, think …
How do we have a planned regular interface with those reshaping the organisation – must maintain content relevance and impact? Ask to join!
U – Understand high level business goals and driversB – Build relationships with key stakeholdersE – Engage in the organisational conversationR – Raise you profile to add leverage – internal/external networking
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So, summary – How can we improve impact of internal programmes?
It starts with the WHY not the WHAT and HOW
Aligning to the business
What is driving the programme; top down and bottom up?
How can we involve managers in the programme design?
What unique content links to business improvement?
How can we ensure transparency in allocating opportunity?
Realising value for money
5. Why not consider pioneering an in-house qualification?
How can we map internal content to units and assessments?
How can we harness the value of organisational projects?
Achieving inward investment
8. Which key partnerships will add organisational value?
Improving networking
9. What barriers could the programme help to break down?
Evolving our provision
10. How do we define and monitor future factors that shape learning?
Questions / Write on your BEE
Let’s create a hive of encouragement