Ican Grow People & ILM Provider Development Prog 2009/10Involve, Challenge and Nurture through Ican Development   Ican Gro...
Ican Grow People & ILM Provider Development Prog 2009/10This is the proposal for Option 2, Supervisor / Team Leader Develo...
Ican Grow People & ILM Provider Development Prog 2009/101. Programme OverviewIcan Grow People (IGP) is an innovative and l...
Ican Grow People & ILM Provider Development Prog 2009/101.2 The ILM Development AwardsMany training providers run bespoke ...
Ican Grow People & ILM Provider Development Prog 2009/103. Objectives of the ProgrammeBy the end of a FULL Programme deleg...
Ican Grow People & ILM Provider Development Prog 2009/104. What are the IGP Modules?          Ican Grow People – Managemen...
Ican Grow People & ILM Provider Development Prog 2009/104.1 IGP – The metaphor explained – How does this relate to effecti...
Ican Grow People & ILM Provider Development Prog 2009/10I have never known a more stimulating, engaging and memorable way ...
Ican Grow People & ILM Provider Development Prog 2009/10       skills, knowledge and confidence to look after plants shoul...
Ican Grow People & ILM Provider Development Prog 2009/10   •   Gardeners are not afraid to deal with underperformance and ...
Ican Grow People & ILM Provider Development Prog 2009/10           – How much patience do you have? When does it wear a bi...
Ican Grow People & ILM Provider Development Prog 2009/106.1 First Line Manager ProfileThe following profile is provided to...
Ican Grow People & ILM Provider Development Prog 2009/10                                 7. Programme Structure ILM /IGP D...
Ican Grow People & ILM Provider Development Prog 2009/107.1 The Programme DurationIn order to embed the learning from the ...
Ican Grow People & ILM Provider Development Prog 2009/107.2 Induction WorkshopThe first workshop consists of an introducti...
Ican Grow People & ILM Provider Development Prog 2009/107.4 Syllabus of UnitsIn the table below we have tried to cross mat...
Ican Grow People & ILM Provider Development Prog 2009/107.5 One-to-one support (1:1)Delegates will receive support from a ...
Ican Grow People & ILM Provider Development Prog 2009/10Sample shots from Ican Grow People Social Learning SiteCopyright o...
Ican Grow People & ILM Provider Development Prog 2009/107.6 Distance LearningThe units will have distance learning and/or ...
Ican Grow People & ILM Provider Development Prog 2009/108.2 Knowledge TestsKnowledge tests are a specific form of work-bas...
Ican Grow People & ILM Provider Development Prog 2009/108.4 Personal Development ScrapbookStudents will build a scrapbook ...
Ican Grow People & ILM Provider Development Prog 2009/10Copyright of Ican Development Ltd – All rights and intellectual pr...
Ican Grow People & ILM Provider Development Prog 2009/10                                                                  ...
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Typical I Can Grow People - ILM Management Qualification

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This is a typical I Can Grow People Programme linked to a Formal Management Qualification from the Institute of Leadership & Management. The proposal here is for a Level 3 Certrificate in Management aimed at First Line Managers.
Feel free to contact us at any time. We can offer ILM qualifications or you can certify your programme in your own way.

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Transcript of "Typical I Can Grow People - ILM Management Qualification"

  1. 1. Ican Grow People & ILM Provider Development Prog 2009/10Involve, Challenge and Nurture through Ican Development Ican Grow People First Line Manager Programme Leading to ILM Development Awards & L3 Certificate Programme Title: Ican Grow PeopleTM Your Reference: Our Reference: Date: ICAN IN CONFIDENCE Copyright of Ican Development Ltd – All rights and intellectual property protected Page 1
  2. 2. Ican Grow People & ILM Provider Development Prog 2009/10This is the proposal for Option 2, Supervisor / Team Leader Development Programme, delivered byIcan Development Ltd.It provides an outline of the programme and gives relevant details about learning with IcanDevelopment.Contents1. Programme Overview 31.1 The IGP Development Awards 31.2 ILM Development Awards 42. Aims of the Programme 43. Objectives of the Programme 44. IGP Modules 64.1 IGP Unique Learning Metaphor 75. IGP Overview 56. Entry Requirements 116.1 First Line Manager Profile 127. Programme Structure 137.1 The Programme Duration 147.2 Induction Workshop 157.3 Structure of the Guided Learning 157.4 Syllabus of Units 167.5 One-to-one support 177.6 Distance Learning 197.7 The Facilitator-Led Workshops 198. Assessment 198.1 Work-Based Assignments (WBAs) 198.2 Reflective Reviews 208.3 Management Presentation 208.4 IGP Learning Scrapbook 219. Fees 22Appendix 1 – Ican Contact and additional 23 T: +44 (0)700 345 1 789 E: ask@icandevelopment.co.uk. W: www.icandevelopment.co.uk Tender Option 2 – Ican Grow People 2009, V1Copyright of Ican Development Ltd – All rights and intellectual property protected Page 2
  3. 3. Ican Grow People & ILM Provider Development Prog 2009/101. Programme OverviewIcan Grow People (IGP) is an innovative and leading edge development programmedesigned and exclusively available through Ican Development Ltd.It is a new and exciting way to learn the essentials of management. The programme and materialshave been developed to cater for the training change that is taking place in how people engage withlearning and apply new knowledge and skills back in the workplace. IcanGrow People aims to break away from the stuffy world of teach and telltraining and encourages your learners to retain and recall knowledge in apowerful way using analogies and metaphors to explain management andleadership topics. This process of learning and the dynamic content withinIGP has been developed over an 18 month period. The programme isflexible to meet the needs of a wide range of learners from Team Leadersthrough to Senior Managers and Execs.IGP gives practising or potential first line managers the foundation for their formaldevelopment in this role.IGP is currently being delivered in small businesses and large organisations, from Riello toNSL Services (formerly NCP). The programme is internally certified by Ican Development as aPlatinum, Gold, Silver and Bronze accreditation but can also be linked to the ILM ProviderStatus Development Awards, which in turn can be used through CPD to provide learningevidence to support an ILM L3 Certificate in Management etc.The Ican Grow People Programme consists of 20 workshop (based) Management topics ormodules. Each module can be flexibly delivered over a half or full day.Clients have the freedom to choose as many options / topics as they wish based on theneeds of the learners.1.1 The IGP Development Awards (see attached Certificate)Ican offers 3 Levels of Award;Level Modules Test scores Learning WBA completed Committed & Acted (LCA)Platinum 20 Passed (min All 4 75%+)Gold 15 Passed (min All 3 60%)Silver 10 Passed (min All 2 60%)Bronze 5 Passed (min All 0 50%)Copyright of Ican Development Ltd – All rights and intellectual property protected Page 3
  4. 4. Ican Grow People & ILM Provider Development Prog 2009/101.2 The ILM Development AwardsMany training providers run bespoke management training programmes for their clients butnever receive wider recognition for this specialist work. ILMs Endorsed and Developmentprogrammes bring training providers the added value of independent external recognitionfor their existing training without the need to alter programme content.Because Ican Grow People is unique and very bespoke to your needs we can work togetheron a programme that delivers in all directions and levels and still not lose sight of the ILMTrademark.As the premier awarding body for Leadership and Management qualifications, ILM isuniquely placed to evaluate and endorse management training schemes that meet externalbenchmarks for development. Depending on how the training process is assessed, trainingproviders can potentially have their own schemes approved providing instant industry-widerecognition of the standards and quality of their provision. Ican Grow People has beenapproved by the ILM based on the quality of the content, materials, evaluation methods andquality in delivery.By partnering with the ILM, Ican Development become known as ILM recognised provider,which is signified by the right to use ILM’s Endorsed or Development logos on all trainingand publicity materials. All candidates receive an ILM Endorsed or Development certificateon completion of their programme, marking their professional development, along with oneyears free studying membership of ILM, offering them access to a wealth of expertinformation, advice and support services to maximise their training experience andencourage CPD.2. Aims of the ProgrammeIGP aims to give practising and potential Managers the foundation for theirformal development. The programme content covers the KnowledgeRequirements of the Level 3 S/NVQ in Management, and the assessments mayprovide evidence towards a portfolio for this qualification.The programme has three primary aims:  to assist participants in gaining the basic knowledge required by a manager  to develop basic management skills  to modify beliefs, values and thinking styles on effective managementCopyright of Ican Development Ltd – All rights and intellectual property protected Page 4
  5. 5. Ican Grow People & ILM Provider Development Prog 2009/103. Objectives of the ProgrammeBy the end of a FULL Programme delegates will have:  A clear understanding of the role of the Leader and Manager and an opportunity to identify where they can develop the effectiveness of their personal leadership style.  An understanding of the importance of leadership and management in relation to achievement of objectives.  A range of influence styles and strategies that can be used in all situations, so they always have an effective game plan for gaining the commitment of others.  The skill to recognise the feelings and emotions that shape both their behaviour and that of others, so they can gain a true insight into how others feel and how their behaviour impacts on the thoughts and behaviours of those with whom they work.  Understanding of the main focuses of highly effective managers, allowing them to maintain group output, morale and effectiveness.  The ability to analyse the complex web of relationships and interactions they encounter on a daily basis, and recognise what motivates themselves and others.  The skills to develop teamwork through the focus on the strengths of each individual in the team. Techniques that build and maintain strong team performance.  A sound grasp of a managers influence over culture and climate in the workplace and be able to apply techniques to make somewhere a great place to work  A plan of action to put leading edge management skills and knowledge into practice.Copyright of Ican Development Ltd – All rights and intellectual property protected Page 5
  6. 6. Ican Grow People & ILM Provider Development Prog 2009/104. What are the IGP Modules? Ican Grow People – Management Training Modules Modules Modules Modules Modules IGP self 1 to 5 6 to 10 11 to 15 16 – 20 Feedback •Plant personality •Change •Comms skills •Talent Mgt awareness •Culture & Climate •Performance Mgt •Comms methods •Growtivate! and and •Vision & Planning •Recruitment / •Training & •Developing Teams learning introduction •Decision Making Selection Development •Customer Service •Garden Paths & •Induction •TAG / Feedback •Essential Top Tips review Direction •Planning / Time •Personal Effect- Mgt iveness Deep Rooted Subsurface Top Soil Mulching Ican Grow People TM Copyright Ican Development www.icandevelopment.co.uk 3Copyright of Ican Development Ltd – All rights and intellectual property protected Page 6
  7. 7. Ican Grow People & ILM Provider Development Prog 2009/104.1 IGP – The metaphor explained – How does this relate to effective Management?! ICAN GROW PEOPLE Based on a gardening metaphor. To sow the seed of understanding before planting yourself in the sessions try to fit with these perspectives about Ican Grow People • Gardening – relates to the skills and practices of essential management • Garden – relates to the arena in which you manage i.e. A work environment, shop, department, social group or organisation • Plant(s) – relates to the person or people that you manage • Gardener – relates to the Manager • Head Gardener – relates to the boss of the Manager5. Where did Ican Grow People come from? (by Jason Stevens, creator)I have spent many years in Training and Development helping, guiding and supportingmanagers to transform themselves into better managers.I have trained, facilitated, mentored and coached. I have in some cases manipulated andbribed people along the way, which definitely is not good practice. But what else can you dowhen someone just doesn’t get what managing people is all about?That was until I linked effective People Management with effective Gardening Management.There seems to be a strong link (for me) between a great gardener and a great manager. So,rather than “sell” management as a concept and get bogged down in theoreticalmanagement gobbledygook, I focused on practical, pragmatic steps to becoming a moreeffective manager, in a fun and light way without missing or skimming over powerfulmessages. This can be achieved by relating the skills, knowledge and attitudes of a greatgardener, who nurtures and grows plants with a great manager who grows and nurturestheir people / employees to achieve results.Copyright of Ican Development Ltd – All rights and intellectual property protected Page 7
  8. 8. Ican Grow People & ILM Provider Development Prog 2009/10I have never known a more stimulating, engaging and memorable way to get managers tounderstand their role and the impact they have on people toachieve results and business success. “Ican Grow PeopleTM” is agreat place to start if you want to make management a simpletheory or process to understand.After facilitating the concept of growing people with managers,clients, Directors, HR teams and professional bodies, I soon beganto realise that everyone gets the gardening v managementmetaphor. This is more than can be said for a lot of the dowdy,dusty and boring management books found on training library bookshelves. People began toask me to talk more about this learning concept and so I decided to write my own book anddevelop a suite of training programmes to develop the concept.Ican Grow People germinated! This concept is quickly gaining momentum and recognition inthe world of learning and development.A taste of the magic of the metaphor! • A gardener’s general behavioural style is one of nurture for the plant (people focused) balanced with a strong desire to complete tasks and achieve results (the gardening calendar or “To Do” list). Focus too much on one or the other and both will suffer. – Are you more Task or People focused? How flexible are you to focus on the task in hand or the needs of the people depending on the situation you are faced with? • You can’t just shout and push plants around and expect them to grow. The irate, forceful and bullying manager will get nowhere except for an Industrial Tribunal. – The old style of managing performance is dead. People generally won’t tolerate a lack of respect and bullish tactics. They will leave you in the end (not the company). How would your plants describe you when you are under pressure or feeling stressed? • You can’t neglect your plants and expect them to thrive and do well. Some plants, like people are hardier than others and will be okay for a while but our basic motivations are to be needed, wanted and cared for – even in work! – How cared for do your people feel? What do you say and do that shows you genuinely do care? • Gardeners need the skills and knowledge required to be successful – the accidental gardener – learn as you go along is not ideal but is a good way to learn. The capability to manage the various types and complexities of plants should really be developed before you become responsible for the plant. But how often do you see a manager get the people first and then the development to look after them later! TheCopyright of Ican Development Ltd – All rights and intellectual property protected Page 8
  9. 9. Ican Grow People & ILM Provider Development Prog 2009/10 skills, knowledge and confidence to look after plants should be invested early on to avoid costly mistakes and disasters later. – Do you get the training and development of capability the right way around? If not, then how much effort do you need to put in to catch up? • Successful gardeners have a passion and desire to improve their skills, do better and achieve more next time, month or season. The same should go for next trading day, week, period or quarter. – Do you demonstrate and ooze a passion for managing people? How engaged and energised are you in the day to day activities of self development? How would your plants describe your verbal and non verbal giveaways? • Gardeners know when to be hands on and hands off. They prioritise where their time is required and don’t spend all their time acting like a “busy fool”. – How well do you manage your tasks and time? Do you find yourself standing in or taking over and compensating for others lack of capability or drive? • Gardeners plan for the future and so should Managers. They have a vision of what things will look and be like and what results they will need to achieve to get a great result! They can picture and visualise their perfect scenario. Who, what, where, when, how and why. – Can you see your life and work plan as clearly and as clear as a gardener can see their garden plan? Can you articulate it very easily so that everyone gets what you are saying? Are they convinced that you will achieve it? • Gardeners understand that all plants are different and have differing needs. No two plants are the same. Although they all come from the same family, and their basic motivations to grow are the same. That’s a bit like humans. – Do you understand, recognise, accept and appreciate the differences in your people and your team? • Gardeners use the right tools at the right time and in the right way. A sensitive approach may require the gardener to use a small trowel instead of a large and cumbersome spade. This will avoid the gardener digging a bigger hole than required. There are many tools to suit many situations and managers need to demonstrate good judgement before picking up and using them. – What are your most useful people skills / tools? Which tools do you use the most and which of your tools are a little rusty, broken or missing? How do your plants feel about the tools you use? Are there any that they would like to see more, or less of? Are you using any tools in the wrong way, at the wrong time, or in the wrong place? • Gardeners accept that disasters will happen, mistakes will be made. They take responsibility and blame themselves before blaming the plant. They seek to understand what went wrong. They don’t sulk, spit their dummy out or give in. Like the adult they are, they keep calm and improve the tactics and approach for next time free from worry and guilt about the past. – How well and easily do you accept, move on, learn and grow from your management mistakes and disasters?Copyright of Ican Development Ltd – All rights and intellectual property protected Page 9
  10. 10. Ican Grow People & ILM Provider Development Prog 2009/10 • Gardeners are not afraid to deal with underperformance and take some tough decisions. That means offering extra support and care for weak plants and sometimes moving or even getting rid of plants to make way for new, up and coming ones that will perform better, or achieve more in the garden. – How well and confidently do you deal with performance, both under and over performance? How do you feel about making tough decisions and giving some negative feedback? How often do you take time out to recognise what is good or going well and show your appreciation for that fact with others? • Gardeners like to show off their success stories. Prize blooms and prize produce should be made public. People satisfaction comes from making a big deal out of them and showing others what good really does look like. – How do you show off and make a big deal out of your prize blooms and highest yielders? • Gardeners prevent or get rid of slugs and pests at the earliest opportunity. Anything that takes away the motivation to grow from your pants or hinders their ability to do the best they can needs to be dealt with. Prevention is better than cure, but sometimes the only option is to lay down some slug pellets or spray some pesticide and nip the situation in the bud. – Do you have any pests and slugs in your garden? Who? Where? Why are they there? Is this a new problem, did you inherit it or did you create it? How do you deal with them? Prevention is better than cure but how often do you reach for the slug pellets. And have you ever damaged the overall good by wiping out everything with pesticide? • Managers prepare the soil, climate and surroundings to give each plant the best chance to do well. A plant won’t do well in dry and heavy clay soil at -5 degrees surrounded by pests and slugs! Would you? – How do you create the right climate and environment for people to grow? What secrets do you have that work? What would be the ideal climate for you and are you the change you want to see regarding the way people think, feel and behave in the workplace? • Gardeners lay paths for direction and order. They help the gardener to see what is going on, make the plants easy to get to and provide direction. – What are the paths in your world? How would you describe the state of your career, training, strategy, talent, policy, procedure and exit paths? What other paths are important to you and the way you do business? • Gardeners have a succession of plants on hand ready to replace plants that have wilted, died, or even stolen. Plants are grown from seeds or cuttings taken from healthy and established plants. For a quick result they will buy in the best plants from the Garden Centre. A good garden has no gaps. – How are you preparing for your people requirements in the future? The requirements you are planning and for the unexpected! What succession plans do you have to fill potential people spaces in your garden? • Gardeners have patience, they don’t expect results overnight. They know a strong and healthy plant will bloom when they are ready. The ideal garden or plant will be created as new bits take hold and old bits die away.Copyright of Ican Development Ltd – All rights and intellectual property protected Page 10
  11. 11. Ican Grow People & ILM Provider Development Prog 2009/10 – How much patience do you have? When does it wear a bit thin and what causes you to lose patience? How clued up are you on the bits of your people that are thriving and the bits that are fading away. • Gardeners cant change the weather but can prepare for frosts and stormy conditions by keeping an eye on the forecast. When the bad weather comes they do their best to protect their plants from it. Managers have the same opportunities when frosty or stormy trading conditions are forecast. – We can’t predict everything totally accurately but forecasts do help. Where do you get your business / people weather forecasts from and how reliable are they?6. Entry RequirementsParticipants will normally be practising, or aspiring, first line managers. Whilst there are noformal educational requirements, learners should have a background that will enable themto benefit from the programme. This is likely to be Level 2 Literacy and Level 2 Numeracy, ortheir equivalent. Where intending learners do not have this level of literacy and numeracy,we may provide support prior to the start of the programme.Copyright of Ican Development Ltd – All rights and intellectual property protected Page 11
  12. 12. Ican Grow People & ILM Provider Development Prog 2009/106.1 First Line Manager ProfileThe following profile is provided to assist Cheshire East in advising and recruitingparticipants on to programmes of an appropriate level.First line managers may still engage in some of the tasks performed by their fellow teammembers, but this does not constitute their primary function. They are managers who alsopractice. This means that they will engage much more extensively in managerial tasks whichother team members will not engage in.This may also (though not always) mean that first line Managers have a wider span ofcontrol than team leaders, much more likely to be in double figures and possibly extendingto 20 or 30 people. It will also mean having more extensive control, responsibility, authorityor power, and a greater degree of autonomy than is the case with team leaders. This will bereflected in the ability of Managers to make decisions which have some resourceimplications, initiate actions in relation to the employment of others (eg, be involved in, butnot decide about, recruitment decisions or disciplinary matters), and operate with lesssupervision or control by others. Furthermore, they will tend to work with longer timehorizons than team leaders when planning work, looking several weeks or months ahead,whereas team leaders’ time horizons tend to be days or a few weeks at most.First line managers can be expected to have a greater knowledge than team leaders ofcustomers or suppliers and their specific requirements, including internal customers orsuppliers. Conversely, they are not likely to be able to make decisions to vary the terms underwhich customers or suppliers trade with the employing organisation. They may well beexpected to deal with similar problems to those presented to team leaders, requiring somesuperior technical ability, as well as having sometimes to make more subjective judgementswhich demand understanding of relationships between people working together. This islikely to extend to the relationship between the customer or supplier and the employingorganisation or other market related criteria – ie, decisions that demand some insight intothe way the organisation relates to external individuals or organisations.What distinguishes first line managers from middle managers is that they have very limitedbudgetary responsibility. They may make decisions about resource utilisation but thebudgetary accountability for these resources exists at a higher level. They are also limited inthe range of decisions they can make compared to middle managers, with all delegateddecision making heavily circumscribed by rules or procedures.Copyright of Ican Development Ltd – All rights and intellectual property protected Page 12
  13. 13. Ican Grow People & ILM Provider Development Prog 2009/10 7. Programme Structure ILM /IGP Development Programme Bronze Silver Gold PlatinumQualificationAccreditation  N/A  N/A  N/A  N/ANumberModules  Minimum 5  Minimum 10  Minimum 15  Minimum 20Duration GuidedLearning Hours  25  Minimum 50  Minimum 75  Minimum 100GLHTo be completedwithin  3 to 6 months  6 to 12 months  One / Two Years  One / Two YearsInduction  8 Hours  8 Hours  8 Hours  8 HoursTutorial support1:1  1  2 Hour  3 Hours  4 HoursStructure  Agreed with client  Agreed with client  Agreed with client  Agreed with client  X2 Work-based  X1 Work-based  X4 Work-basedAssessment &  X 1 Knowledge Test Assignments Assignments AssignmentEvaluation  X1 Group Learning  X3 knowledge Tests  X2 knowledge Tests  X4 Knowledge Tests Presentation  X2 PDP  X1 PDP Presentation  X4 PDP Presentations Presentations Depending on the units selected, a choice of  Work-based assignments,Assessment –  Reflective reviews,optional for  Knowledge reviews;agreement  Oral presentations,  Role-play/scenarios  Written reports  Client devised alternatives Copyright of Ican Development Ltd – All rights and intellectual property protected Page 13
  14. 14. Ican Grow People & ILM Provider Development Prog 2009/107.1 The Programme DurationIn order to embed the learning from the programme and to cover the bulk of content thatcan be mapped to the ILM Level 3 specifications we suggest running the Platinum IGPProgramme linked to a separate ILM Development Award for every 10 Modulescompleted. This will mean that delegates will have a comprehensive CPD and 2 ILMDevelopment Award Certificates as well as the IGP Platinum Award and a clear map ofevidence to support further progression on an ILM L3 Certificate in ManagementProgramme.Therefore, we would suggest running (where possible) 2 Modules per day (AM & PM).Further time would be required for Induction, Learning Reviews and Testing/Evaluation.Typical milestone Expert Facilitation Sessions are as follows: all 1 day unless stated Phase 1 Description Month 1 Launch and Induction Day Scene Setting and Learning Styles Understanding IGP / The Learning Metaphor Brief WBA 1 Month 1 Modules 1&2 Month 2 Modules 3&4 Month 3 Module 5 2Day Mid Year Learning Review, Test and Presentations Review WBA 1 – Action Learning Month 4 Modules 6&7 Month 5 Modules 8&9 Month 6 Module 10 2Day End of Year Learning Review, Test and Presentations Review WBA 2 – Action Learning Phase 2 Description Month 8 Modules 11&12 Month 9 Modules 13&14 Month 10 Module 15 2Day Mid Year Learning Review, Test and Presentations Review WBA 3 – Action Learning Month 12 Modules 16&17 Month 13 Modules 18&19 Month 15 Module 20 2 Day End of Year Learning Review, Test and Presentations Review WBA 4 – Action Learning Graduation & Celebration!Copyright of Ican Development Ltd – All rights and intellectual property protected Page 14
  15. 15. Ican Grow People & ILM Provider Development Prog 2009/107.2 Induction WorkshopThe first workshop consists of an introduction to the programme.This is in 2 parts; part 1 is the induction which includes the following:  an outline of ILM qualifications and the related delegate support resources available  the aims of leadership development  expectations of, and benefits to, the individual and the organisation  format of the programme – content, hours, attendance patterns, etc  the assessment process  roles and responsibilities of participants, Ican Learning Facilitators and ILM learning and study skills  information on equal opportunities, appeals procedures and support mechanisms  links with S/NVQs and/or Key or Core Skills if appropriate  ILM membershipPart 2 of the induction workshop will be the introduction of self-assessment tools andtechniques.These will be used initially to help structure development plans, and throughout theprogramme to support the exploration of related topics.7.3 Structure of the Guided Learning – A point of difference with Ican Development!There are a total 13 sessions over 12+ months (see below for suggested content based onoriginal proposal) of guided learning, which includes attendance at workshops to facilitatecollaborative learning and highly supported distance learning. The emphasis will be onexpertly facilitated experiential workshops and action learning rather than classroomteaching and distance learning so often provided by Academic and large learninginstitutions. This means that assessments and evaluation can take place in real-time andreduce disruption to delegates in their day to day roles and work. Sessions will be deliveredby hugely experienced L&D professionals who have a highly pragmatic style and real lifeexamples and experiences to pull from. We aim to provide a quality of delivery support thatis of much greater quality than usually seen at this level.With the IGP way of learning there will not always be arequirement for classroom based events. Some modulescould be held in venues which assist in engaging the learnersto get the most out of the programme… and the subjectmatter.Copyright of Ican Development Ltd – All rights and intellectual property protected Page 15
  16. 16. Ican Grow People & ILM Provider Development Prog 2009/107.4 Syllabus of UnitsIn the table below we have tried to cross match the ILM L3 Certificate Modules with the IGPPlatinum modules to show where the synergy is regarding learning outcomes and objectivesbased on the needs of Cheshire East.Details of the specifications that will lead to the syllabus of each learning intervention arehighlighted in the example training materials in Appendix 1.Specific details and content sign off can be agreed through a very flexible arrangementbetween Ican and Cheshire East before each module. Ref Ref Unit Title Ref Unit Titles M3.01 Solving problems and making tbc Decision Making decisions Planning & Time Management M3.02 Understanding change in the Change workplace Culture & Climate M3.03 Planning change in the workplace Change Performance Management M3.04 Achieving objectives through time Planning and Time Management management Performance Management TAG / Feedback M3.06 Managing creativity & innovation in Growtivate! the workplace Customer Service M3.08 Managing Customer Service Customer Service Personal Effectiveness M3.10 Introduction to leadership Personal Effectiveness Vision and Planning Ref Unit Title Ref Unit Title M3.12 Motivating to perform in the Growtivate! workplace Communication skills and methods M3.13 Developing yourself and others Training and Development Personalities and Styles M3.18 Coaching and training your work Coaching team Developing Teams Talent Management M3.20 Planning to work efficiently Personal Effectiveness Essential Top Tips M3.26 Managing performance Performance Management TAG / Feedback M3.11 Building the team Developing Teams Recruitment and Inductions M3.30 Understanding the communication Communication Methods process in the workplace Communication SkillsCopyright of Ican Development Ltd – All rights and intellectual property protected Page 16
  17. 17. Ican Grow People & ILM Provider Development Prog 2009/107.5 One-to-one support (1:1)Delegates will receive support from a qualified and experienced Ican Facilitator to assistwith their leadership development; this may include face-to-face, telephone and/orelectronic contact.Ican will also offer unique 1:1 support though a dedicated Professional Social Network Site– “Ican Grow People!”Students will have access to their learning facilitator, other Ican Grow People students andalso have the option to host and create their WBA and Project Work online.Sample shots from Ican Grow People Social Learning SiteCopyright of Ican Development Ltd – All rights and intellectual property protected Page 17
  18. 18. Ican Grow People & ILM Provider Development Prog 2009/10Sample shots from Ican Grow People Social Learning SiteCopyright of Ican Development Ltd – All rights and intellectual property protected Page 18
  19. 19. Ican Grow People & ILM Provider Development Prog 2009/107.6 Distance LearningThe units will have distance learning and/or preparatory reading that is necessary in orderto be able to understand the facilitator-led part of the units. Delegates must ensure thatthey have done the requisite work before the facilitator-led part of the unit begins,otherwise they will not be able to continue with the unit. In total, delegates can expect tospend up to 40-60 hours on reading and completing the distance learning over the twoyears.7.7 The Facilitator-Led WorkshopsThis is a series of 8 workshops per year, lasting usually 1 day each, of classroom, exercises,practical work and other activities. It is important that learners have the opportunity towork together in groups to enhance the developmental experience during their programmeof study. Attendance at these workshops is compulsory in order to progress to theassessment.8. AssessmentThe ILM Development Award and IGP Certificate (Platinum) will be awarded to participantswho satisfactorily complete: All distance learning Attendance at the workshops Four work-based assignments (WBAs) Four Knowledge Tests Three Management Presentations A Personal Development “Scrapbook”8.1 Work-Based Assignments (WBAs)  Learners are required to complete four separate Work-Based Assignments.  Instructions for WBAs will clearly indicate the learning outcomes that are being assessed. These learning outcomes will form the basis of the assessment criteria.  Delegates must achieve at least 50% of the available marks in order to pass each Assignment. There is no transfer of marks or compensation allowed between WBAs.  WBAs will set realistic, clearly defined work-based tasks, using live issues. They will not be scenario-based (e.g. case studies or simulations), or exercises with a single “right answer”.  The WBA will directly link with the ILM Level 3 Certificate in Management and therefore could be mapped against this qualification in the future.Copyright of Ican Development Ltd – All rights and intellectual property protected Page 19
  20. 20. Ican Grow People & ILM Provider Development Prog 2009/108.2 Knowledge TestsKnowledge tests are a specific form of work-based exam that requires students to assesstheir attitudes and skills in an area of management. They are expected to demonstrate self-awareness and suggest ways to develop further. The tests will also assess recall andretention on key management theory, concepts and models etc.Learners are required to complete four separate knowledge tests.As with the WBAs, the results will clearly indicate the learning outcomes that are beingassessed. These learning outcomes will form the basis of the assessment criteria and couldbe provided as evidence towards the Level 3 Certificate in the future.Delegates must achieve at least 50% of the available marks in order to pass each knowledgetest. Delegates will be allowed to sit the test again if they fail to reach the requiredstandard. A review and appeal process will be set up before the programme commences.8.3 Management PresentationStudents will be asked to plan and deliver a briefing or presentation about a managementtopic of their choice. They could use the content of another unit as their topic, or chooseone not included in the programme if they desire.The presentation should be at least 10 minutes, but no longer than 15 minutes.Presentations will be recorded on DVD to facilitate verification. There will be anappropriately structured evaluation of the presentation skills by the facilitator, and anassessment of the content as for other assessed work.Copyright of Ican Development Ltd – All rights and intellectual property protected Page 20
  21. 21. Ican Grow People & ILM Provider Development Prog 2009/108.4 Personal Development ScrapbookStudents will build a scrapbook for their line manager about what they have learnt from theprogramme or that is still needed which could be implemented in the near future.They will be expected to examine factors that may require change in themselves, their linemanager, colleagues or even the organisation.Students will be marked on their ability to “bring their scrapbook to life” and how it can beused to teach others the essentials of leading and managing people.They should discuss the choice of topics with other students and produce an outline of theirsubmission or plans to their line manager and the facilitator.The choice of topics must allow them to demonstrate achievement of assessment criteriafrom the units studied. It should not be a very large or complex topic, but it must offerscope for planning and building on what has been learnt.Copyright of Ican Development Ltd – All rights and intellectual property protected Page 21
  22. 22. Ican Grow People & ILM Provider Development Prog 2009/10Copyright of Ican Development Ltd – All rights and intellectual property protected Page 22
  23. 23. Ican Grow People & ILM Provider Development Prog 2009/10 Ican Grow People will be recognised across the UK as a revolutionary way to develop people. We are still developing the strategic plan for the programme and companies will have the option to buy a user license to run the programme themselves (like they have in NSL Services) Until the full strategic plan is complete we will only work with a select number of organisations through the Ican Grow People concept. This allows us to build the brand steadily whilst providing the best support to our best clients. For more info check www.icangrowpeople.ning.com"If you want one year of prosperity, growseeds,If you want ten years of prosperity, growtrees,If you want one hundred years of prosperity,grow people" Chinese proverbCopyright of Ican Development Ltd – All rights and intellectual property protected Page 23

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