CMI is strongly supportive of the further education (FE) sector and welcomes Government’s proposals to give it more autonomy and flexibility, and to open up access for a greater number of people. We therefore welcome the widening of FE provision, especially in response to local demand and in collaboration with local and regional employers, but underline the importance of maintaining standards.
CMI and other professional bodies have an important role to play in collaborating with the FE sector and employers to ensure qualifications reflect employers’ needs, meet professional standards, provide professional recognition and provide continuing professional development (CPD) for learners.
CMI's paper argues that the Government is right to look at the issue of women's under representation in the boardroom, not only for reasons of fairness but because it will be to the benefit of business to draw on a wider talent pool and a diversity of viewpoints.
Leading and managing in the 2020 workplace challenges for gen x leaders in wa...Cegos Asia Pacific Pte Ltd
This new joint research paper delivered by Cegos Asia Pacific, Temasek Polytechnic and the Singapore Training and Development Assoc highlights the leadership and managerial challenges in the 2020 workplace - with special attention on Gen X'ers who are leaders-in-waiting. The research was carried out in Singapore and has inputs from across SE Asia.
There is much talk about Generation Y and that is fair enough! That said, we felt a focus on Generation X was needed as the changes in the workplace over the next 5-7 years will be enormous when you consider: The iGen joining the workforce, an Ageing population continuing to contribute to organisational success, the increasing integration and use of technologies at work and within learning, the multicultural and often remote working environment and much more.
Some key outputs here for developing the leadership and management skill-sets in this increasingly cross generational and multi-dimensional workplace.
Unemployment – and underemployment – has been one of the most significant problems for university graduates and their non-graduate peers alike since the financial crisis of 2008. The unemployment rate for young people has dwarfed that among older people, running at a level nearly three times as high – the largest gap in more than 20 years.
How can middle managers regain employee trust to ensure the continued success of their organisation?
Following the EU referendum result, our survey of 1,456 CMI members highlights a disturbing disconnect between middle and senior management.
Read on to learn more about the vital role middle managers play in the overall health of an organisation and CMI’s recommendations to keep the heart of UK business pumping.
CMI's paper argues that the Government is right to look at the issue of women's under representation in the boardroom, not only for reasons of fairness but because it will be to the benefit of business to draw on a wider talent pool and a diversity of viewpoints.
Leading and managing in the 2020 workplace challenges for gen x leaders in wa...Cegos Asia Pacific Pte Ltd
This new joint research paper delivered by Cegos Asia Pacific, Temasek Polytechnic and the Singapore Training and Development Assoc highlights the leadership and managerial challenges in the 2020 workplace - with special attention on Gen X'ers who are leaders-in-waiting. The research was carried out in Singapore and has inputs from across SE Asia.
There is much talk about Generation Y and that is fair enough! That said, we felt a focus on Generation X was needed as the changes in the workplace over the next 5-7 years will be enormous when you consider: The iGen joining the workforce, an Ageing population continuing to contribute to organisational success, the increasing integration and use of technologies at work and within learning, the multicultural and often remote working environment and much more.
Some key outputs here for developing the leadership and management skill-sets in this increasingly cross generational and multi-dimensional workplace.
Unemployment – and underemployment – has been one of the most significant problems for university graduates and their non-graduate peers alike since the financial crisis of 2008. The unemployment rate for young people has dwarfed that among older people, running at a level nearly three times as high – the largest gap in more than 20 years.
How can middle managers regain employee trust to ensure the continued success of their organisation?
Following the EU referendum result, our survey of 1,456 CMI members highlights a disturbing disconnect between middle and senior management.
Read on to learn more about the vital role middle managers play in the overall health of an organisation and CMI’s recommendations to keep the heart of UK business pumping.
EY Human Capital Conference 2012: Talent management challenges in today’s glo...EY
► Talent management: a point of view
► Global mobility: a strategic component of your global talent management
► Discussion around Ernst & Young’s 2012 global talent management surveys: (rapid growth markets, talent management in high-performing organizations)
► Talent 2020: the next chapter
Key highlights from the Aon Hewitt Saudi Arabia launch event 'from HR Strategy to Implementation' where we welcomed approximately 80 Senior HR Professionals to discuss how they can drive human capability within the region, going beyond strategy to successful implementation.
With CMI's full suite of leadership and management apprenticeships, you can offer your management apprentices a recognised professional development pathway ultimately leading to Chartered Manager status.
7 Top Corporate Trends for Learning & Development in 2014EpiphanyEdu
Change is the only constant of the 21st century. With fast-growing technologies, work has evolved so much in the last 20 years. Employees and workers are expected to keep up to date and be constantly trained and retrained to keep up with the business expectations of the company. How has an increasingly globalised workforce and technology shifts affected the way corporations learn? We present to you 7 top trends to look out for in the Learning and Development Sector.
Linking to Excellence: best practice in university/corporate partnershipsAlan Bruce
An overview of the themes, issues and strategies in developing university/corporate partnerships at a time of systemic change and pervasive technologies. Presented at the Pearson Colloquium for Brazilian higher education and university rectors in Campinas, Brazil (26.8.2014)
This presentation was made by Robin Shreeve, CEO of AWPA at the 7th Annual Australasian Talent Conference 2013, 28-30 May 2013 in Sydney themed: Agile Talent Management - Optimise, In-source, Outsource, Offshore, Redeploy.
EY Human Capital Conference 2012: Talent management challenges in today’s glo...EY
► Talent management: a point of view
► Global mobility: a strategic component of your global talent management
► Discussion around Ernst & Young’s 2012 global talent management surveys: (rapid growth markets, talent management in high-performing organizations)
► Talent 2020: the next chapter
Key highlights from the Aon Hewitt Saudi Arabia launch event 'from HR Strategy to Implementation' where we welcomed approximately 80 Senior HR Professionals to discuss how they can drive human capability within the region, going beyond strategy to successful implementation.
With CMI's full suite of leadership and management apprenticeships, you can offer your management apprentices a recognised professional development pathway ultimately leading to Chartered Manager status.
7 Top Corporate Trends for Learning & Development in 2014EpiphanyEdu
Change is the only constant of the 21st century. With fast-growing technologies, work has evolved so much in the last 20 years. Employees and workers are expected to keep up to date and be constantly trained and retrained to keep up with the business expectations of the company. How has an increasingly globalised workforce and technology shifts affected the way corporations learn? We present to you 7 top trends to look out for in the Learning and Development Sector.
Linking to Excellence: best practice in university/corporate partnershipsAlan Bruce
An overview of the themes, issues and strategies in developing university/corporate partnerships at a time of systemic change and pervasive technologies. Presented at the Pearson Colloquium for Brazilian higher education and university rectors in Campinas, Brazil (26.8.2014)
This presentation was made by Robin Shreeve, CEO of AWPA at the 7th Annual Australasian Talent Conference 2013, 28-30 May 2013 in Sydney themed: Agile Talent Management - Optimise, In-source, Outsource, Offshore, Redeploy.
A Skills Beyond School Review of KazakhstanEduSkills OECD
A Skills beyond School Review of Kazakhstan examines what type of training is needed to meet the needs of a changing economy, how programmes should be funded, how they should be linked to academic and university programmes, and how employers and unions can be engaged. The country reviews in the series form part of Skills beyond School, the OECD policy review of postsecondary vocational education and training.
Key Characteristics of Strong Vocational SystemsEduSkills OECD
Set out over the following slides are a set of key characteristics of strong vocational systems. These characteristics are based on the policy recommendations for vocational education and training advanced in the OECD reports Learning for Jobs (2010) and Skills Beyond School: Synthesis Report (2014).
A Skills beyond School Review of Egypt examines what type of training is needed to meet the needs of a changing economy, how programmes should be funded, how they should be linked to academic and university programmes, and how employers and unions can be engaged. The country reviews in the series form part of Skills beyond School, the OECD policy review of postsecondary vocational education and training.
The Network of Vocational Education Stakeholders in Kenya ( NVES) is a newsletter that focuses on our achievements, success stories, partners and even economic empowerment that have been achieved by our beneficiary partners through this program i.e. Skills and work are East Resources (SWEAR) Project. NVES consists of CoWA as implementing partner; Institution Beneficiaries being; St. Kizito VTI (Roysambu and Githurai Branch), Imani Marianists VTC (Maria Centre and Chaminade in Mukuru Slums) and the youngest Institution Eastlands College of Technology an affiliate of Strathmore University.
Presentation by Mr. Thomas Mathew, Group CEO, TalentCorp for the 11th Meeting of the OECD Southeast Asian Regional Policy Network on Education and Skills, 24 November 2021
Mr. Thomas Mathew, Group CEO of TalentCorp, provided a unique country-level perspective by sharing the opportunities and challenges of Malaysia in using skills effectively in the workplace. He presented some recent initiatives carried out by TalentCorp to promote labour market participation, increase the employability of the workforce, and promote wellbeing in the workplace.
Excelus Learning Solutions takes a holistic approach towards creating manpower resources with requisite skill sets for the organized sectors. The services provided range from successfully implementing government initiatives to offering custom training programs for businesses. With services designed for all levels of management, Excelus helps organizations build on their competitive advantage. We take pride in positioning ourselves as the only organization in the staffing sector which offers training solutions of such kind.
With more than 350 trainers, our specialization lies in providing industry-oriented customized programs across our 42 training centers. Through our partnership with NGOs, community groups and government agencies, we mobilize candidates, train them and offer them employment opportunities with the organized corporate sector.
How can middle managers regain employee trust to ensure the continued success of their organisation?
Following the EU referendum result, our survey of 1,456 CMI members highlights a disturbing disconnect between middle and senior management.
Read on to learn more about the vital role middle managers play in the overall health of an organisation and CMI’s recommendations to keep the heart of UK business pumping.
Connecting employers, further education and training providers.
CMI’s Learning Providing Conference in July 2016 affirmed that the skills landscape is going through significant change – which offers substantial opportunities to deliver employer-led training that can boost skills and performance.
This white paper captures the insights, ideas and perspectives on directions in further education and training shared by speakers at the conference.
MEN 40% MORE LIKELY THAN WOMEN TO BE PROMOTED IN MANAGEMENT ROLES
Analysis of the 2016 National Management Salary Survey of 60,000 UK managers reveals that that men are more likely than women to have been promoted into senior and higher paying management roles in the past year, with no progress made on reducing the 23% gender pay gap.
Employers still rewarding poorly-performing bosses with bonuses.
Data from the 2016 National Management Salary Survey reveal that many managers and professional staff still reap the benefits of bonus pay outs despite falling short of expectations.
Lessons from business leaders who have overcome adversity.
‘Bouncing Back’ is a new interview series with outstanding leaders sharing their hard-earned lessons on how they managed in tough times and triumphed over adversity. Personal conflict, reputation crises, project failure and business collapse. Adversity is part of the job for leaders. But those who succeed learn from failure and bounce back stronger.
Lessons from business leaders who have overcome adversity.
‘Bouncing Back’ is a new interview series with outstanding leaders sharing their hard-earned lessons on how they managed in tough times and triumphed over adversity. Personal conflict, reputation crises, project failure and business collapse. Adversity is part of the job for leaders. But those who succeed learn from failure and bounce back stronger.
Young people’s views on the challenges of getting into
work in 21st century Britain.
Employers across the UK are urged to back a school-to-work agenda in a new report published by the Chartered Management Institute (CMI) and the EY Foundation. This research incorporates the views of over 1,500 16-21-year-olds across the UK and highlights the challenges that young people face preparing for the world of work.
What can employers do today to develop the leadership and management talent of tomorrow?
Our survey of 1,510 16-21-year-olds reveals their aspirations to become the next generation of bosses and team leaders.
Read on to find out the challenges they face, and the steps employers and educators can take to equip young people with work-ready skills.
Nine in 10 people (90%) working in employee-owned companies describe its leadership style as ‘high performing, visionary, democratic and coaching’, compared to just six in 10 (58%) working in non-employee-owned businesses.
That’s according to CMI and MoralDNA™ who explore the performance and productivity benefits to organisations of employee ownership in The MoralDNA of Employee-Owned Companies: Ownership Ethics and Performance.
The report provides employers, and managers and leaders, with compelling, practical insight from research into the positive impact employee ownership makes on how a business is managed.
More at: http://www.managers.org.uk/moraldna
'Always on managers' are now working 29 days extra a year and are suffering rising levels of stress according to the 2016 Quality of Working Life study.
CMI and Work Psychology Group surveyed 1,574 UK managers. Read on to:
Find out what’s driving the long-hours culture and the impact it has on workers and employers
Learn from case studies of progressive businesses finding innovative ways to improve the quality of their employees’ working lives
Take away recommendations on the effective management skills that improve welfare at work
More at: http://www.managers.org.uk/qualityofworkinglife
Research shows that a lack of management skills is responsible for 56% of small business failures, yet just one in three businesses with 5-24 employees have provided management training in the last 12 months.
Growing Your Small Business connects SMEs with their local business schools and provides the information they need to raise their level of professional management and leadership skills to boost productivity and growth.
More at: http://www.managers.org.uk/growingSMEs
In December 2014 and January 2015, CMI conducted a survey of 535 Chartered Managers to explore the impact of becoming Chartered on their professional development, on their career progression, and the benefits that it has delivered to their employers.
The findings from the research are revealed in this report. They are accompanied by insights from over 20 case study interviews conducted with Chartered Managers, with employers who have used Chartered Manager as part of their management development, and with higher education institutes that offer the accreditation to complement qualifications.
More at: http://www.managers.org.uk/cmgr
Poor performers still reaping rich rewards: Too many managers are flouting the principles of good performance management, as despite being rated as poor performers, they are still being rewarded by their employers according to new research published by the Chartered Management Institute (CMI) and XpertHR.
More at: http://www.managers.org.uk/salarysurvey
Analysis of the 2015 National Management Salary Survey of 72,000 UK managers reveals that women working in equivalent full-time roles earn 22% less than men, meaning that they’re unpaid for 1h 40m a day – a total of 57 working days every year.
More at: http://www.managers.org.uk/mindthepaygap
British managers have the gloomiest outlook for their organisations and the economy since 2012, according to the findings of Future Forecast 2015, CMI’s annual look-ahead survey.
More at: http://www.managers.org.uk/futureforecast
Employers are at risk of making tech-savvy managers ‘switch-off’ from learning new skills with dated digital technology, according to the findings of Learning to Lead: The Digital Potential.
More at: http://www.managers.org.uk/digitallearning
The most difficult conversations the British public face in their lives are all in the workplace. Find out what topics people find hardest to talk about in their personal and professional lives with our difficult conversations infographic.
More at: http://www.managers.org.uk/difficultconversations
Find out what ‘hot button’ issues are causing the biggest headaches for UK CEOs, according to the findings of the CEO Challenge 2015 report produced by CMI and The Conference Board. The global report also takes a look at the strategic challenges CEOs in the US, Europe, Asia and Latin America are most concerned about.
Exploring managers’ wellbeing, motivation and productivity. 'Always on managers' are now working 29 days extra a year and are suffering rising levels of stress according to the 2016 Quality of Working Life study.
More info: http://www.managers.org.uk/qualityofworkinglife
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
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LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
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1. CMI submission to BIS consultation
New Challenges, New Chances. Next steps in implementing the FE
reform programme
October 2011
Contact:
Petra Wilton Philippa Tucker
Director, Policy & Research Public Affairs Manager
petra.wilton@managers.org.uk philippa.tucker@managers.org.uk
Tel: 0207 421 2708 Tel: 0207 421 2723
1
2. Executive summary
• The Chartered Management Institute (CMI) is strongly supportive of the further education
(FE) sector and welcomes Government’s proposals to give it more autonomy and flexibility,
and to open up access for a greater number of people
• We therefore welcome the widening of FE provision, especially in response to local demand
and in collaboration with local and regional employers, but underline the importance of
maintaining standards
• We are keen for the FE sector to maintain its essential role in facilitating social mobility and
providing learners of all ages with the opportunity to gain more skills, particularly employability
skills
• CMI and other professional bodies have an important role to play in collaborating with the FE
sector and employers to ensure qualifications reflect employers’ needs, meet professional
standards, provide professional recognition and provide continuing professional development
(CPD) for learners
• We are in favour of allowing specialist colleges to enter the market, eg. University Technical
Colleges (UTCs). CMI is leading a group of professional bodies to work with UTCs to ensure
that transferable professional skills are offered alongside technical skills, to help improve
business performance as well as to develop learners’ employability skills
• We welcome the proposal to introduce a parallel system of loans for FE as for the HE sector.
This will allow learners to shape demand for courses, rather than the more supply-led system
which currently exists. We also welcome the smoother path from FE to HE which may occur
as a result of the introduction of FE loans
• We are keen to emphasise the value of national occupational standards (NOS) which
underpin the National Qualifications and Credit Framework and common professional
standards and thereby ensure quality assurance. The NOS are important to ensure the
consistency of qualifications and transferability across different sectors. The NOS are best
developed by Sector Skills Councils and the relevant professional bodies in close
collaboration with employers and relevant awarding bodies and providers
• CMI supports streamlining the approval process for vocational qualifications, although we look
forward to hearing more details on this. We are keen to ensure that reducing bureaucracy
and complexity in the approval process does not lead to lower qualification standards
About CMI
The Chartered Management Institute is the only chartered professional body in the UK dedicated to
promoting the highest standards of management and leadership excellence. CMI sets the standard
that others follow.
As a membership organisation, CMI has been providing forward-thinking advice and support to
individuals and businesses for more than 50 years, and continues to give managers and leaders, and
the organisations they work in, the tools they need to improve their performance and make an impact.
As well as equipping individuals with the skills, knowledge and experience to be excellent managers
and leaders, CMI’s products and services support the development of management and leadership
excellence across both public and private sector organisations.
Through in-depth research and policy surveys of its 90,000 individual members CMI maintains its
position as the premier authority on key management and leadership issues.
CMI has an extensive network of approved centres around the UK, which are authorised to deliver our
qualifications. To date there are 680 centres, many of which are FE colleges. We therefore offer our
2
3. qualifications to a wide range of FE learners through a flexible system of credit based learning units.
We are also able to develop new qualifications in response to the needs of employers, such as the
CMI Level 3 in Neighbourhood Management and the CMI Level 4 Certificate in Multi-Agency working.
Specific comments
We have responded to the issues raised in the consultation document and, where relevant, answered
specific questions as set out at the end of the document.
Section i - Vision for the FE landscape and shape of the sector
We welcome BIS’s policy intentions of increasing delivery of high quality higher level qualifications,
including at degree level, within FE colleges. We believe the FE sector has an increasingly important
role to play in helping people improve their skills and find work, at a time when specific skills gaps still
exist.
For example, in December 2008 the UK Commission for Employment and Skills (UKCES) published
its first annual forecast1 on where future jobs will be created and identified management as by far the
fastest growing occupation. By 2017, it estimates that the net requirement for new managers will be
2.2m, with 802,000 additional management jobs created. The report concludes that the UK is at
serious risk of not being able to meet this demand for management skills, highlighting management
as a high priority skills need for immediate action.
Added to this is the Government’s ambitious Open Public Service programme, which represents a
step change in the way public services are delivered towards a more collaborative and integrated
system between the private, public and third sectors. The achievement of these goals for public
services such as the NHS, police service, local and central government, and education, are all
dependent on good management and leadership skills.
Part of the challenge for the FE sector is, as the consultation document rightly acknowledges, “to
make itself more responsive to changing social and economic needs, with a more diverse set of high-
quality providers who can constantly review their delivery models to ensure they are fit for purpose.”
(page 13). An important part of this more flexible, focused FE sector is the creation of a network of
University Technical Colleges, which CMI actively supports. We have set out below a brief description
of our involvement with UTCs and the JCB Academy, as an example of how a professional body can
work closely with other educational bodies and employers to deliver better vocational skills.
CMI’s work with UTCs
Currently the CMI is leading the working group for Professional Bodies on behalf of the Baker Dearing
Educational Trust. We are working closely in partnership with the Trust to develop a platform across
UTCs to test out different collaborative models, allowing the professional bodies to provide a shared
offer for the “bridge” subjects.
“Bridging skills” cover transferable employability skills, soft skills, management and leadership,
finance, marketing, customer service, logistics, etc. We believe that they can make a valuable
contribution in terms of supporting the development and delivery of bridging skills and also to leverage
employer engagement through CMI membership. Many professional bodies are already working with
schools at a number of different levels, but the new UTCs provide a unique opportunity to develop a
more integrated approach. This approach recognises that it will potentially become problematic for
schools if they are targeted by many different bodies all with separate propositions.
The members of the Professional Body group include CMI, ACCA, RICS, CIPD, CILT, AAT, RAENG,
ICAEW, ICSA.
Higher level apprenticeships
We also support the policy intention of promoting specific training opportunities via partnerships
between employers or specialist providers. We have just completed the framework for a Level 5
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“Working Futures 2007 – 2017”. UKCES, December 2008
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4. Apprenticeship in Management, which will open up access to skills development to a wider range of
learners than could traditionally access the higher education sector.
Need for effective leadership and management of colleges
We welcome the acknowledgement that good leadership and management is essential to deliver a
high-quality, effective and efficient HE sector. We look forward to seeing further details regarding this
proposal and in particular the role that professional standards and accreditation will play in
recognising effective leadership and management across the FE sector.
Section ii - Introducing level 3/4 loans and sharing responsibility for investing in skills
We welcome the proposal to introduce a parallel system of loans for FE as for the HE sector. This will
allow learners to shape demand for courses, rather than the more supply-led system which currently
exists. We also welcome the aim of creating a smoother path from FE to HE which may occur as a
result of the introduction of FE loans, allowing learners to progress to HE qualifications whilst
maintaining the same loan arrangements.
It is important to note that management is often a secondary discipline that employees will study on a
part-time basis, at an equivalent level to their initial specialist subject area, having been promoted into
a position where they take on new management responsibilities. It is an established route of career
progression for individuals to take a management qualification after their academic qualifications, and
in many cases employers are already providing support in terms of granting time off for study leave,
rather than by direct funding. We are therefore concerned that the loans system for those aged 24
and older may deter this group from taking management qualifications due to the cost.
We are also in favour of making it easier for awarding bodies to develop and gain approval for new
and innovative qualifications which respond to the demands of employers and learners alike. We have
worked closely with several sectors, including the police service, to develop specific qualifications
which satisfy their specific needs, such as a qualification in Neighbourhood Management and one in
Multi-Agency Working. We continue to respond to employer needs by working closely with employers,
our approved centres and other professional bodies to ensure that our qualifications remain relevant
to industry.
We would point out that the qualification development process is dependent on the regulator
approving the new qualifications, so any Government policy of encouraging new qualifications to be
offered would have to include consideration of the Ofqual approval process.
Section v – teaching, learning and qualifications (NOS)
An important aspect of CMI’s work is to raise the status of vocational education and training. We
therefore very much welcome the Government’s commitment to achieving this aim, and look forward
to working with BIS and other government partners to ensure that vocational qualifications and
training gain the same level of recognition and value as academic ones, and that vocational
qualifications are easily understood and accepted by employers.
Partnerships and professional bodies
An important role that professional bodies play is in delivering skills improvement in partnership with
the education sector, employers, Sector Skills Councils and trade bodies such as the CBI and TUC. In
working with all these partners we are able to provide our members with valuable learning resources
such as continuing professional development (CPD) programmes; online learning; professional
recognition of learning and skills (e.g. Chartered Manager) and clear career progression pathways
across the FE and the HE sector.
National Occupational Standards (NOS)
We would highlight that National Occupational Standards provide a valuable system for providing
common standards across many different sectors, and allow employers to recognise the respective
value of qualifications offered by different awarding bodies. Qualifications which are developed from
the NOS are based on consistent standards and are therefore transferable across different providers
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5. and sectors. Through our employer members, we ensure that our qualifications satisfy employer
needs. We are also able to gauge the needs of learners through our 90,000 members, many of whom
are student members. We therefore believe that responsibility for developing National Occupational
Standards should rest with the leading professional bodies for each occupation, rather than with
technical NOS experts who do not necessarily have direct contact with employers and learners.
The importance of management and leadership alongside STEM subjects
We understand the need to focus on the provision of STEM qualifications and welcome Government’s
plans to create national subject experts. We would add that technical skills on their own are not
sufficient – engineers, scientists and mathematicians also need good leadership and management
skills in order to apply their technical skills to an organisational setting. We would therefore propose
that Government prioritises management and leadership skills to the same degree that it has STEM
subjects, and ensures that management and leadership skills are embedded within technical skills
development.
Section viii – delivering higher education and skills
Again, we welcome the stated aim of making the HE sector more responsive to students’ choice,
providing a better teaching and learning experience and therefore promoting social mobility. It is
important for the system to deliver a transferable credit and qualifications system across FE and HE,
and we welcome the Government’s goal of achieving this. Management is a profession which
contributes significantly to social mobility as it has few barriers to entry.
We therefore welcome the aim of opening up the HE market to greater competition, as long as quality
does not suffer. We are also in favour of the proposal that institutions which charge full time fees of
£7,500 or less should be allowed to bid direct for 20,000 funded places in 2012/13. It is essential,
however, that good careers advice is given to learners to ensure that they pick the most appropriate
course for them, and that these 20,000 funded places are not wasted on courses which will do little to
support economic growth.
Finally, CMI has a wide-ranging online learning offer, which we have developed to be delivered as
part of distance-learning packages, to suit the needs and time-constraints of the learner. These
innovative resources can be adapted to particular sectors’ or employers’ needs, and can also be
personalised by the learner according to his or her development needs. In this way we help to ensure
that management and leadership development is fully flexible, innovative and sensitive to market
demands.
CMI
October 2011
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