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2D - Skills development for staff - Helen Simmons
The document discusses skills development for staff in the Diocese of London. It outlines strategies for leadership to drive learning opportunities, manage talent effectively, and develop high-performing teams. These include getting to know individuals, role shadowing and swapping, recruiting the right people, ongoing training, and using away days to tackle issues and bring out skills in a relaxed environment. The goal is to equip staff with the necessary skills to take on greater responsibilities and potentially become future leaders and FDs.
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2D - Skills development for staff - Helen Simmons
- 1. Charity Finance Group Skillsdevelopment for staff: Finding the FDs of the future... Helen Simmons, Diocese of London May 2012
- 2. Diocese of London •The Church of England is growing in the Diocese of London. Electoral rolls has increased dramatically from 45,000 (1990)to 70,000(2010) • Over 400 anglican churches, 1000 clergy and 200 trainee clergy • Many London parishes are classified as 'deprived' Urban Priority Areas • 149 Church of England schools in the Diocese with over 50,000 pupils
- 3. Developing Teams • Crisis • MS Society • Jewish Care • Diocese of London • Different Sizes, different issues
- 4. Leadership • Drive proactive development • Encourage learning opportunities • Deal with issues causing negative impact • Get to know individuals, don’t assume • Role model good people management • Recruit in good people • Manage out the bad
- 5. A New Team– Getting to know them…. • Short meeting with every team member • Job titles v reality? • What’s working well? • What needs to change? • Survey your Stakeholders • Their skill levels • Greatest need from the team, pressure points • Perception of the team
- 6. Different people • Range of Ambition • Range of Motivation • Range of Skills & Competencies • Range of Interests
- 7. Learning Opportunities • Seminars •Courses • Qualifications • Role Shadowing • Role Swapping • Sharing back at base
- 8. Shadowing • Increased Understanding •Cross Fertilisation • Empathising • Across the team - or up a level • Across teams – eg Fundraising, IT, Policy • Across locations – eg isolated outposts
- 9. Swapping • Learning preferences: • Reading the manual • Listening and watching • Doing • Follows Shadowing • Enables better cover • Develop skills
- 10. Recruiting Good People Gettingthe right people there on the day… • Shortlisting criteria • weighting Selecting the right one from the day… • Tests • Close to daily tasks • Competencies & Strengths (fit with team)
- 11. Equipping them forthe role • Handover • Induction • Coal face • Equipment • Training • Mentoring
- 12. Management Style • Firstone to one • Listening skills • Adapting • McGregor Theory X Theory Y approach • Maslow’s Hierarchy of needs
- 13. McGregor Approaches Theory X(authoritarian) – (convert or) manage out….. Theory Y (participative) – encourage and develop……
- 14. Maslow’s Hierarchy of Needs • Biological and Physiological • Safety • Belonging • Esteem • Self Actualisation
- 15. Real examples • Health Issues – depression, alcohol, disease • Relationship Issues – partner, dependant • Financial Issues – debt, • Esteem Issues – bullying, redundancy • Realising potential, self fulfilment, growth and challenges……
- 16. Motivation “Our staff arefull of apathy and have no motivation…. I know but I can’t be bothered to do anything about it….” (John Byrne cartoon)
- 17. Getting the mostfrom Teams • One to Ones • Team Meetings • Away Days
- 18. Away Days • PartWork, Part Play • Relaxed informal • Out of Office • All equal • Activity to bring out hidden skills and competencies • Time to tackle cultural issues
- 19. FDs of theFuture • Gradual Exposure to the politics • Opportunities to present • Opportunities to join project groups • Opportunities to act up • Opportunities to reflect • Opportunities to fill experience gaps • Desire to take the step