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This is a corporate presentation that explains why investments in learning & development produce low returns and what we do to help managers to become better leaders.
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Whatever size business you run, it is important to remember that learning is an ongoing experience. This applies as much to the upper management of the business as the employees.
It follows that training should also be a part of the company’s day to day business activities. Of course, employees who are motivated and keen to see the business succeed will often take new ideas that they come across during the course of their work, and will sometimes be in a position to make suggestions for improvement that can benefit the company’s bottom line. Check this out !
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Are you building learning content and then waiting for your learners to take it? As a learning leader, reach and impact learners through savvy marketing. Relive the journey of Master Electronics and BizLibrary, a real partnership that forged a sustainable marketing model. Hear directly from talent development specialist, Thomas Harrell (Master Electronics) and client success consultant, Libby Powers (BizLibrary) about why partnerships, marketing plans, consistent messaging and various channels are key ingredients to successfully marketing your learning programs.
This is a corporate presentation that explains why investments in learning & development produce low returns and what we do to help managers to become better leaders.
The A.D.D.I.E. of Developing a Strategic Training RoadmapHenry John Nueva
Whatever size business you run, it is important to remember that learning is an ongoing experience. This applies as much to the upper management of the business as the employees.
It follows that training should also be a part of the company’s day to day business activities. Of course, employees who are motivated and keen to see the business succeed will often take new ideas that they come across during the course of their work, and will sometimes be in a position to make suggestions for improvement that can benefit the company’s bottom line. Check this out !
The practice of measuring training and calculating ROI has been a part of learning for many years, yet few are able to realize a practical application and show the change in business due to learning. This session highlights how Allscripts implemented a measurement and evaluation program. You will discover the many changes made within the organization due to its implementation. The session follows Allscripts’ journey through the decision to implement, the changes made to the roles within the learning organization, and the shift in the relationship between the learning department and the business.
If you want innovation start a revolutionToby Coop
IMMERSIVE LEARNING full slide deck
5 training solutions to transform learning rapidly into action
Digital Skin are an award winning team
Our strength comes from the way we have integrated our experiences of working in innovation, collaboration, learning and coaching with 3D technology to create virtual training solutions.We have worked with
PRO BTP, Laureate Education, Royal Dutch Shell, Computer Science Corporation, Philips Design, Philips Healthcare and a range of other clients
We help organizations use new technologies to cut training costs and rapidly deploy new skills into their business
Check our 2016 program directory!
For more information check in our website.
Productivity programs: http://greenbookslearning.com/programs/productivity
Communication programs: http://greenbookslearning.com/programs/communication
Training evaluation programs: http://greenbookslearning.com/programs/training-evaluation
The Guide addresses core improvement by teaching how to develop content for training. The Training Material Development Guide outlines clear expectations in the sequence of building content. The format engages improvement from what is assessed in engaging employees using a Communication and Measuring Learning technology.
Strategic training was a presentation topic given to us,so we try to put our best effort and build this slides with concept mapping with nokia example.the content is refered from raymond noe's book (training and develepment)
Measure, report and increase training impact & ROI. Credible, data-driven and actionable reporting of your training impact is critical for making right investment decisions.
Develop a training evaluation plan.
Evaluate your training programs.
Identify gaps.
Increase training ROI
Report training impact & ROI to your stakeholders
Greenbooks has trained 300+ learning professionals in training evaluation, many from the fortune 500 companies.
Check the training evaluation workshop closest to you in our event calendar:
http://greenbookslearning.com/events/all
With so much focus on employee retention right now, employee development and upskilling is a great way to help grow and develop your employees. This presentation will cover different strategies to encourage focused self-development as well as a more formal employee development program. It's not enough to have an employee development program, HR teams must be internal marketing and sales people making the business case for the program benefits and adoption.
This webcast is pre-approved for 1.0 business HRCI and SHRM credits.
A replay will be available for those unable to attend the webinar live.
What do we know today that can help us better prepare for tomorrow? Towards Maturity celebrates ten years of research into effective learning practices with this presentation first delivered at Learning Technologies, the UK’s leading workplace learning event. Laura Overton the MD of Towards Maturity outlines nine steps to help L&D organisations prepare to deliver the future of learning. The session draws on data from 500+ L&D professionals participating in the 2013 Towards Maturity Benchmark – see www.towardsmaturity.org/2013benchmark and 2,000 learners taking part in the Learning Landscape audit, see www.towardsmaturity.org/learner for more details.
MANAGEMENT DEVELOPMENT PROGRAM “Project Risk & Contract Management”UPES Dehradun
The MDP designed for industry & academia aims to address the mosaic of project management concerns and issues through presentations by eminent project management professionals and practitioners. Seasoned speakers from energy & infrastructure sector promise and lively & insightful discussions on challenges in project risk & contract management and the way forward there to.
If you want innovation start a revolutionToby Coop
IMMERSIVE LEARNING full slide deck
5 training solutions to transform learning rapidly into action
Digital Skin are an award winning team
Our strength comes from the way we have integrated our experiences of working in innovation, collaboration, learning and coaching with 3D technology to create virtual training solutions.We have worked with
PRO BTP, Laureate Education, Royal Dutch Shell, Computer Science Corporation, Philips Design, Philips Healthcare and a range of other clients
We help organizations use new technologies to cut training costs and rapidly deploy new skills into their business
Check our 2016 program directory!
For more information check in our website.
Productivity programs: http://greenbookslearning.com/programs/productivity
Communication programs: http://greenbookslearning.com/programs/communication
Training evaluation programs: http://greenbookslearning.com/programs/training-evaluation
The Guide addresses core improvement by teaching how to develop content for training. The Training Material Development Guide outlines clear expectations in the sequence of building content. The format engages improvement from what is assessed in engaging employees using a Communication and Measuring Learning technology.
Strategic training was a presentation topic given to us,so we try to put our best effort and build this slides with concept mapping with nokia example.the content is refered from raymond noe's book (training and develepment)
Measure, report and increase training impact & ROI. Credible, data-driven and actionable reporting of your training impact is critical for making right investment decisions.
Develop a training evaluation plan.
Evaluate your training programs.
Identify gaps.
Increase training ROI
Report training impact & ROI to your stakeholders
Greenbooks has trained 300+ learning professionals in training evaluation, many from the fortune 500 companies.
Check the training evaluation workshop closest to you in our event calendar:
http://greenbookslearning.com/events/all
With so much focus on employee retention right now, employee development and upskilling is a great way to help grow and develop your employees. This presentation will cover different strategies to encourage focused self-development as well as a more formal employee development program. It's not enough to have an employee development program, HR teams must be internal marketing and sales people making the business case for the program benefits and adoption.
This webcast is pre-approved for 1.0 business HRCI and SHRM credits.
A replay will be available for those unable to attend the webinar live.
What do we know today that can help us better prepare for tomorrow? Towards Maturity celebrates ten years of research into effective learning practices with this presentation first delivered at Learning Technologies, the UK’s leading workplace learning event. Laura Overton the MD of Towards Maturity outlines nine steps to help L&D organisations prepare to deliver the future of learning. The session draws on data from 500+ L&D professionals participating in the 2013 Towards Maturity Benchmark – see www.towardsmaturity.org/2013benchmark and 2,000 learners taking part in the Learning Landscape audit, see www.towardsmaturity.org/learner for more details.
MANAGEMENT DEVELOPMENT PROGRAM “Project Risk & Contract Management”UPES Dehradun
The MDP designed for industry & academia aims to address the mosaic of project management concerns and issues through presentations by eminent project management professionals and practitioners. Seasoned speakers from energy & infrastructure sector promise and lively & insightful discussions on challenges in project risk & contract management and the way forward there to.
16 Unique & Innovative Ways to Market your BusinessNicoleElmore.com
http://NicoleElmore.com Strategic Marketing Solutions
This presentation shows 16 unique and innovative ways to market your Business.
It was created by a group of volunteers who try to make a difference in this world.
They will be volunteering in an orphanage in Moshi, Tanzania. If you likes this presentation, please help support their fundraising efforts with a small donation. .
If you have a business, check out their great Sponsorship Opportunities and get your Business promoted to thousands of People.
Every dollar helps and is greatly appreciated!
10 Leadership Lessons I Wish I Learned In My 20'sTodd Wilms
Here are 10 Leadership Lessons I wish I had learned in my 20's. While we all would benefit from a second bite of the apple, here are 10 that help me shape my future, not regret my past.
In the past, careers were stable, linear and singular. People chose one path and pursued it over the course of their lives from college to retirement. In our modern age of technology driven exponential change - this model no longer works.
Careers are now complex, fragmented, specialized, collaborative and ever evolving. More often than not, our work life will be made up of a portfolio of micro-careers.
This presentation will show you a snapshot of 20 careers that will likely come of age in the next 10 years. Some of these jobs exist now, but will come into greater demand soon. Others do not exist yet, but through our daily scanning of future fringe signals we see strong potential in their emergence.
http://blogs.sap.com/innovation/ - Business Innovation is the key ingredient for growth in the future of business. Changes in technology, new customer expectations, a re-defined contract between employees and employers, strained resources, and business and social networks are requiring businesses to become insight-driven businesses.
In this presentation, we have gathered 99 facts that represent the changes taking place in the world today. Each facts represents a key insight and suggests where we need to focus and change to become viable, sustainable and growing future businesses.
The Future of Marketing.
Adapted from "Growth Hacker Marketing" by Ryan Holiday.
http://www.amazon.com/Growth-Hacker-Marketing-Primer-Advertising/dp/1591847389/ryanholnet-20
50 Powerful Statistics About Tech Mega Trends Affecting Every BusinessVala Afshar
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This report uncovers major themes, key trends and opportunities to help you grow your business and progress your career into the future. Available in different formats to buy or just preview, the themes of PSFK's Future of Work report cover the Ideal Workforce, Empowered Culture, Intuitive Connection and Agile Workplaces. PSFK extends its 'Future of' reports with the 140 page document that covers the new ways we are working and the implications for business and for workers.
Within each theme we describe 4 trends and each trend is supported by 4 examples, supporting statistics and implications defined by our PSFK Labs team. During this process we spoke to a number of experts to understand the trends better. Their feedback can be found in quotes and interviews throughout the report.
As a bonus, we also turned to a number of creative agencies to bring the trends to life. We asked them to imagine the future of work and you will find their concepts within this document. At the end of the report, you will also discover the submission of examples of progressive work environments. These were submitted by the readers of PSFK.com after we asked for their input into the report in 2012.
We hope that you find inspiration in every section of PSFK's Future of Work report. For copies, downloads or an in-person presentation please visit: http://bit.ly/VghG9z
Official Slideshare for What's the Future of Business by Brian Solis #WTFBrian Solis
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Do you know a company that abandons loyal employees while reporting record profits? Based on this LinkedIn article: http://tinyurl.com/kxk5jau I help clients be clear, credible and compelling. Please follow me on LinkedIn http://www.linkedin.com/influencer/36792 or visit http://www.kasanoff.com
The Plateau Effect: Why People Get Stuck...and How to Break ThroughThePlateauEffect
The Plateau Effect is a powerful law of nature that affects everyone. Learn to identify plateaus and break through any stagnancy in your life— from diet and exercise, to work, to relationships.
The Plateau Effect shows how athletes, scientists, therapists, companies, and musicians around the world are learning to break through their plateaus—to turn off the forces that cause people to “get used to” things—and turn on human potential and happiness in ways that seemed impossible. The book identifies three key flattening forces that generate plateaus, two principles to guide readers in engineering a plateau’s destruction, and three actions to take to achieve peak behavior. It helps us to stop wasting time on things that are no longer of value and to focus on the things that leverage our time and energy in spectacular ways.
Anything you want to do better—play guitar, make friends, communicate with your children, run a business—you can accomplish faster by understanding the plateau effect.
http://plateaueffect.com/
Congratulations Graduate! Eleven Reasons Why I Will Never Hire You.Mark O'Toole
Over the past 20 years, I’ve been in hiring roles and have received thousands of resumes from new college graduates. I’ve interviewed many for real jobs and done my share of informational interviews. Sometimes I’ve hired people into entry-level positions. More often though, I haven’t.
Those who did not get the job were sometimes just not the right fit. Other times, they were trumped by a more impressive candidate or victim to some other random event mostly out of their control.
Too many had the background to make the cut or at least garner a second interview. But disastrous interviewing skills brought you down.
Here are my top reasons why I will never hire you.
Powerpoint Search Engine has collection of slides related to specific topics. Write the required keyword in the search box and it fetches you the related results.
Loic Le Meur's keynote on the Sharing Economy as he studied the theme for his upcoming conference LeWeb London on June 5-6 http://london.leweb.co video of the talk available at http://www.youtube.com/watch?v=mYvVDXOARWM
50 Customer Service Quotes You Need to Hang In Your OfficeDesk
Customer service is tough in any industry. However, companies and organizations that produce incredible service to every customer have a clear competitive advantage. To remind you of the amazing opportunities that powerful customer service holds, here is a compilation of insightful words of wisdom from the best in the business.
Curious about Desk.com? Download this free kit to get started: http://bit.ly/FreeCustomerServiceKit
https://masterclass.etiennegarbugli.com
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Download for just a tweet: http://goo.gl/fbM4j
Want something similar done for your next pitch? Contact me at my site: http://itseugene.me/contact/
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Employee training is fluid, dynamic, and complex – which is why competency-based training is a more important strategic component of today’s employee learning strategies. Competency-based training links individual performance to the goals of the organization. A defined set of competencies for each role in your organization illustrates the behaviors, reinforces organization values, and provides the strategic direction employees need to achieve organizational objectives.
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Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
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The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
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
Editor's Notes
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