The Chartered Management Institute welcomes the Health Select Committee's inquiry into education, training, and workforce planning in the health sector. They believe more work needs to be done to improve leadership and management skills if the government wants to achieve its quality and efficiency targets while restructuring the health system. The CMI urges prioritizing leadership training for both clinical and non-clinical managers. They also call for establishing consistent, accredited standards for leadership education and training across the NHS to improve patient care.
The Parliamentary Information Office of the Parliamentary Yearbook has been monitoring progress in Government policy relating to higher education for a major feature apprenticeships and further education in the next edition
The Parliamentary Information Office of the Parliamentary Yearbook has been monitoring progress in Government policy relating to higher education for a major feature apprenticeships and further education in the next edition
Effect of On-The-Job Training on Employee Performance in Kenya: Case of Mumia...paperpublications3
Abstract: The quality of the human resource of an organization is essential to its success. Thus, every organization must seek to improve the quality of its workforce. It is worth noting that in Mumias Sugar Company, most unskilled workers rise up to positions that require specific skills with specific duties. Even some cane cutters find themselves in positions requiring skills, therefore the need for on-the-job-training. It is in this respect that the current study sought to establish the effect of on-the-job-training on employee performance in Mumias Sugar Company; Kakamega County based on the study objectives. The objectives of the study were: To establish the effect of on-the-job-training to employee’s performance at Mumias Sugar Company Limited, to establish the effect of on-the-job-training to employees’ task requirement at Mumias Sugar Company Limited and lastly to establish the effect of on-the-job training to the employees’ satisfaction at Mumias Sugar Company Limited. This study adopted a descriptive research design. The target population for the study was 115 employees where a sample size of 90was selected using Krejcie and Morgan table of determining sample size for research activities. Data was derived through questionnaires distributed to selected employees as well as the finance and human resource managers. Data was analyzed using the chi-squire and presented using frequency tables. The study findings show that on-the-job-training programmes are more likely to enhance employee capability than without. There was a significant direct relationship between on-the-job-training maintained by the firm and employee task requirements. The study recommends that organizations should come up with on-the-job-training programmes that enhance employee efficiency and performance, that will make the employee to love the job he/she is undertaking hence providing employee satisfaction services which intend to increase profitability in the organization.
Tallaght Hospital Work Force Planning: Project Year AheadJohn O Connell
In 2013, the Irish Healthcare sector, as a whole, was struggling to staff Nursing positions and Tallaght Hospital was not immune to this problem. To meet this challenge, and ensure a steady stream of qualified staff, an innovative and fresh approach was needed. This white paper examines how we, at Tallaght Hospital, overcame these challenges to continue providing the highest quality of care to our patients.
Demand for Trainers: The Growing Importance of Employee Developmentramtraining
The strength of any business lies in the efforts of its employees, the most prized assets of the organisation. Businesses aiming for true success should focus on strengthening their foundation: human resources. Employee development is crucial, as it strengthens two pillars of business operations: productivity and employee retention.
Apprenticeships are an effective means of employers developing their own talent. They also offer a viable alternative to university for people looking for a direct and affordable route to skilled jobs and careers. However, many employers have yet to recognise the full benefits of apprenticeships, even though their value extends to most sectors and occupations.
The CIPD’s new guide on apprenticeships gives practical advice on how employers can tailor high-quality apprenticeship programmes that meet their current and future skills needs.
HR POLICIES AND PRACTICES OF TATA MOTORS Shree Ganesh
The presentation is about the HR policies and practices of Tata Motors.
Tata Group believes that people are their greatest asset and they adopt best practices to ensure healthy employee relations, employee growth, and development as well as work satisfaction.
The Chartered Management Institute (CMI) welcomes the Committee’s timely inquiry into education, training and workforce development in the health sector. CMI has consistently called for a much greater emphasis on leadership and management skills development in the NHS, and is encouraged that this important subject is now gaining more attention.
However, we believe that much work is still to be done if the Government is serious about achieving its Quality, Improvement, Productivity and Prevention (QIPP) efficiency targets and introducing a completely new structure of commissioning, education, training and workforce development at the same time.
We very much welcome the creation of the National Leadership Academy, the successor body to the National Leadership Council, but urge Government to pick up the pace in its implementation so that the achievements of the National Leadership Council are not lost. We are also keen to learn more about the new arrangements for education and training, and how the new structure will deliver much-needed improvements in leadership and management skills, both for clinical and non-clinical managers, particularly in terms of demonstrating what good management and leadership looks like.
With the crucial recommendations of the Mid-Staffordshire inquiry keenly anticipated in the first half of next year, the pressure is on Government, NHS employers and staff to raise the bar in terms of leadership and management skills, so as to deliver improved patient care and to ally the public’s perception of alarming variations in care standard levels, particularly at the acute hospital trust level.1
We look forward to working with Government and its agents towards better leadership and management skills at all levels, and in all professions, throughout the NHS.
Wells Fargo Bank NA controls mortgage industry. 6/1/2006 Huge Change (Realogy + TRG + Cartus) Now Apollo. Subsidiaries and affilaites treated as employees or team members. Great competitive advantage.
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.
Effect of On-The-Job Training on Employee Performance in Kenya: Case of Mumia...paperpublications3
Abstract: The quality of the human resource of an organization is essential to its success. Thus, every organization must seek to improve the quality of its workforce. It is worth noting that in Mumias Sugar Company, most unskilled workers rise up to positions that require specific skills with specific duties. Even some cane cutters find themselves in positions requiring skills, therefore the need for on-the-job-training. It is in this respect that the current study sought to establish the effect of on-the-job-training on employee performance in Mumias Sugar Company; Kakamega County based on the study objectives. The objectives of the study were: To establish the effect of on-the-job-training to employee’s performance at Mumias Sugar Company Limited, to establish the effect of on-the-job-training to employees’ task requirement at Mumias Sugar Company Limited and lastly to establish the effect of on-the-job training to the employees’ satisfaction at Mumias Sugar Company Limited. This study adopted a descriptive research design. The target population for the study was 115 employees where a sample size of 90was selected using Krejcie and Morgan table of determining sample size for research activities. Data was derived through questionnaires distributed to selected employees as well as the finance and human resource managers. Data was analyzed using the chi-squire and presented using frequency tables. The study findings show that on-the-job-training programmes are more likely to enhance employee capability than without. There was a significant direct relationship between on-the-job-training maintained by the firm and employee task requirements. The study recommends that organizations should come up with on-the-job-training programmes that enhance employee efficiency and performance, that will make the employee to love the job he/she is undertaking hence providing employee satisfaction services which intend to increase profitability in the organization.
Tallaght Hospital Work Force Planning: Project Year AheadJohn O Connell
In 2013, the Irish Healthcare sector, as a whole, was struggling to staff Nursing positions and Tallaght Hospital was not immune to this problem. To meet this challenge, and ensure a steady stream of qualified staff, an innovative and fresh approach was needed. This white paper examines how we, at Tallaght Hospital, overcame these challenges to continue providing the highest quality of care to our patients.
Demand for Trainers: The Growing Importance of Employee Developmentramtraining
The strength of any business lies in the efforts of its employees, the most prized assets of the organisation. Businesses aiming for true success should focus on strengthening their foundation: human resources. Employee development is crucial, as it strengthens two pillars of business operations: productivity and employee retention.
Apprenticeships are an effective means of employers developing their own talent. They also offer a viable alternative to university for people looking for a direct and affordable route to skilled jobs and careers. However, many employers have yet to recognise the full benefits of apprenticeships, even though their value extends to most sectors and occupations.
The CIPD’s new guide on apprenticeships gives practical advice on how employers can tailor high-quality apprenticeship programmes that meet their current and future skills needs.
HR POLICIES AND PRACTICES OF TATA MOTORS Shree Ganesh
The presentation is about the HR policies and practices of Tata Motors.
Tata Group believes that people are their greatest asset and they adopt best practices to ensure healthy employee relations, employee growth, and development as well as work satisfaction.
The Chartered Management Institute (CMI) welcomes the Committee’s timely inquiry into education, training and workforce development in the health sector. CMI has consistently called for a much greater emphasis on leadership and management skills development in the NHS, and is encouraged that this important subject is now gaining more attention.
However, we believe that much work is still to be done if the Government is serious about achieving its Quality, Improvement, Productivity and Prevention (QIPP) efficiency targets and introducing a completely new structure of commissioning, education, training and workforce development at the same time.
We very much welcome the creation of the National Leadership Academy, the successor body to the National Leadership Council, but urge Government to pick up the pace in its implementation so that the achievements of the National Leadership Council are not lost. We are also keen to learn more about the new arrangements for education and training, and how the new structure will deliver much-needed improvements in leadership and management skills, both for clinical and non-clinical managers, particularly in terms of demonstrating what good management and leadership looks like.
With the crucial recommendations of the Mid-Staffordshire inquiry keenly anticipated in the first half of next year, the pressure is on Government, NHS employers and staff to raise the bar in terms of leadership and management skills, so as to deliver improved patient care and to ally the public’s perception of alarming variations in care standard levels, particularly at the acute hospital trust level.1
We look forward to working with Government and its agents towards better leadership and management skills at all levels, and in all professions, throughout the NHS.
Wells Fargo Bank NA controls mortgage industry. 6/1/2006 Huge Change (Realogy + TRG + Cartus) Now Apollo. Subsidiaries and affilaites treated as employees or team members. Great competitive advantage.
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.
Improving access to seven day services - Taunton 4th March 2015
The first of the regional events for the south took place in Taunton on 4 March. Over 100 delegates from local health and social care organisations came together with patient, public and voluntary sector representatives to hear about the expectations, opportunities and challenges of delivering seven day services and to review and further develop plans for their local communities.
Interactions between the delegates in their local health and social care communities, supported by the NHS Improving Quality team, made this a vibrant event with everyone contributing to the table discussions during the day.
Key themes emerging during the day included:
• The need for system resilience group members to fully understand the skills and “offer” that each of them can bring to the table to improve health and social care seven days a week. This was highlighted in discussions around clinical standard 9, which many groups focussed on as their top priority.
• The need to have an effective system of information sharing between all parts of the health and social care system.
• The huge role that patients and public groups have to play in planning services.
Training and Up-skilling the Workforce to Deliver Effective 7-DayServicesNHS Improving Quality
Training and Up-skilling the Workforce to Deliver Effective 7-DayServices – Improving Access and Quality Across the NHS. Presentation given by Patrick Mitchell, Health Education England at the Improving access to seven day services event, Southampton 25 March 2015.
Training and Up-skilling the Workforce to Deliver Effective 7-Day ServicesNHS Improving Quality
Training and Up-skilling the Workforce to Deliver Effective 7-Day Services – Improving Access and Quality Across the NHS. Presentation given by Maxine Foster of Health education England at the 'Improving access to seven day services' event in Reading on 11th March 2015.
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
CNO Summit 2017, Day 1, 12.20pm
Mark Radford, Director of Nursing, NHS Improvement.
Susan Aitkenhead, Director of Nursing, Professional Development NHS England
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.
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.
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.
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
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.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
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Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
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Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
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1. Health Select Committee Inquiry into Education, Training and
Workforce Planning
December 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
2. Executive Summary
The Chartered Management Institute (CMI) welcomes the Committee’s timely inquiry into
education, training and workforce development in the health sector. CMI has consistently called
for a much greater emphasis on leadership and management skills development in the NHS,
and is encouraged that this important subject is now gaining more attention.
However, we believe that much work is still to be done if the Government is serious about
achieving its Quality, Improvement, Productivity and Prevention (QIPP) efficiency targets and
introducing a completely new structure of commissioning, education, training and workforce
development at the same time.
We very much welcome the creation of the National Leadership Academy, the successor body
to the National Leadership Council, but urge Government to pick up the pace in its
implementation so that the achievements of the National Leadership Council are not lost. We
are also keen to learn more about the new arrangements for education and training, and how
the new structure will deliver much-needed improvements in leadership and management skills,
both for clinical and non-clinical managers, particularly in terms of demonstrating what good
management and leadership looks like.
With the crucial recommendations of the Mid-Staffordshire inquiry keenly anticipated in the first
half of next year, the pressure is on Government, NHS employers and staff to raise the bar in
terms of leadership and management skills, so as to deliver improved patient care and to ally
the public’s perception of alarming variations in care standard levels, particularly at the acute
hospital trust level.1
We look forward to working with Government and its agents towards better leadership and
management skills at all levels, and in all professions, throughout the NHS.
About the Chartered Management Institute
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 or HE
institutions, including Oxford University, Edinburgh Napier University and London South Bank
University. Many leading employers are also registered CMI Approved Centres, such as Virgin
Atlantic Airways, National Express UK and PriceWaterhouseCoopers. We also work closely with
1
See, for example, the recent media coverage of problems at Barts and the London NHS Trust
(http://www.bbc.co.uk/news/uk-england-london-15983985)
2
3. leading business schools to develop our research and knowledge of the management and
leadership profession, including Cass, Warwick, Henley, Cranfield and Ashridge Business
Schools.
We offer our qualifications to a wide range of learners through a flexible system of credit based
learning units, which allows learners to study at their own pace, and in manageable chunks. We
also develop new qualifications in response to the needs of employers, such as the CMI Level 3
in Neighbourhood Management and the CMI Level 5 Diploma in Leadership for Health and
Social Care and Children and Young People’s Services.
CMI conducts a wide range of activities in the health sector. We have around 3,000 members in
the sector, and work with a range of NHS employers to deliver skills training, eg. qualifications,
coaching and mentoring and accreditation services. Some examples of our clients include
Nottingham University Hospitals NHS Trust, the General Medical Council, the Royal College of
Physicians and the Heart of England NHS Trust, Birmingham.
1. Workforce development: prioritising leadership and management skills
Improving leadership and management skills ultimately saves the NHS money, as problems and
mistakes are avoided and efficiencies gained. For example, the NHS Institute for Innovation and
Improvement estimates that its work has potentially saved the NHS £6bn over the last few
years. Therefore all NHS managers, whether clinical or non-clinical, should have the opportunity
to develop and professionalise their leadership and management skills. By doing so, they will be
better equipped to deliver the ambitious reforms being introduced by the Government.
We therefore urge Government and NHS employers to place a much greater emphasis on
improving the leadership and management skills of staff, both clinical and non-clinical. Much of
the Government’s reform programme (including integrated care pathways, clinical
commissioning groups, any qualified provider and the QIPP efficiency programme) will depend
on these skills for success. We therefore continue to encourage Government to place a greater
emphasis on leadership and management skills as part of the education and training agenda for
the NHS.
While we understand that the Government is limited in its powers to compel employers to
prioritise these skills, we believe much more could be done by Government to encourage
employers and individuals to improve their leadership and management skills. We are
encouraged that others are now beginning to join our call for leadership and management skills
to be put on a professional par with clinical skills (for example, the King’s Fund2, and various
witnesses to the Mid-Staffs Inquiry3).
However, the slow progress in establishing the new Leadership Academy (see page 5) and the
lack of detail regarding Health Education England’s (HEE’s) responsibilities in this area are
2
The King’s Fund are working on a Review of Leadership in the NHS, which will be launched in May 2012. Several of
their senior executives, including CEO Chris Ham, have recently highlighted the need for Government to support
leadership and management skills more, for example see Chris Ham’s blog, Is good NHS management a waste of
money? dated 29.11.11
3
For example, see HSJ article from 27.10.11 (Mid Staffs inquiry hears calls for regulation of managers) or the
Guardian article, “Doctors are the best hospital managers, study reveals”, dated 19/07/11
3
4. frustrating for those wishing to raise leadership and management skills in the NHS. Much more
time and resources need to be invested in this area if Government are to succeed in
transforming the NHS structure, introducing clinical led commissioning and achieving the QIPP
efficiencies at the same time.
2. High and consistent standards of leadership and management education and
training
Alongside the lack of policy emphasis on leadership and management skills, CMI is also
concerned that there are no professionally accredited standards for leadership and
management development in the NHS, although we welcome the Department of Health’s recent
launch of a Leadership Competency Framework. The code of conduct for NHS managers is
widely criticised as insufficiently robust in terms of professional standards, ethics and
accountability, as the findings from the first Mid-Staffs inquiry revealed.
We would therefore strongly recommend that a voluntary system of leadership and
management accreditation be introduced, so that managers who have undertaken accredited
management and leadership development, whether it be a full-scale diploma or bite-sized units
of on-the-job learning, are recognised and rewarded for their skills by employers. The
Leadership Framework also needs to be much more embedded in managers’ work, eg. via
induction programmes, appraisals and reward programmes.
We have recently contributed to a pilot programme to accredit training programmes in the NHS,
which was carried out by the National Leadership Council, and which was very successful. We
are also planning a research project in the New Year to help further demonstrate the value of
accredited learning to employers and individuals, the findings of which will hopefully facilitate the
wider introduction of accredited learning in the NHS.
We are also concerned that under the current system, much of the leadership and management
education and training which is carried out is not accredited, meaning that no national standards
are maintained from Trust to Trust, profession to profession and around the UK. In a clinical
profession this would be unacceptable – but management and leadership development is often
neglected by employers, and staff are left to become “accidental” managers when they are
promoted.
Unaccredited learning is not necessarily inferior, but given the current pressures on budgets it
would surely be better for the training which does take place to be recognised and benchmarked
as meeting national professional standards, ensuring better value for money for the employer
and greater commitment to study from the learner.
From our own research and employer feedback, we have identified the following benefits of
providing accredited learning:
4
5. For all types of management qualifications, a clear majority of employers agreed that
productivity gains, staff attraction rates and professional reputation are improved4
81% of managers disagreed that offering qualifications causes a high turnover among
qualified staff5
Learning is made more attractive to employees and thus encourages uptake and
commitment to the development programme
The employer’s reputation is improved, thereby supporting recruitment and retention of
staff
Minimum standards of competence are established, against which managers and
leaders can be measured
High-flyers are identified, thus supporting talent management programmes
A more strategic approach to leadership and management development can be taken,
enabling integration with career frameworks
Accredited leadership and management learning also promotes social mobility, so that those
wishing to take a professional qualification can do so without facing significant barriers to entry
which exist in some professions. Through providing higher external recognition of the
development programme, accredited learning can improve the confidence and engagement of
the learner.
Contrary to some perceptions, accredited learning does not have to involve a significant
commitment to study, or time away from the workplace. With the introduction of Qualifications
and Curriculum Framework, many leadership and management courses can be taken in units,
delivered via distance learning or “blended learning” (ie. a mixture of face-to-face and distance
learning). This makes them more attractive to learners and employers alike.
Accredited learning could play a significant role in helping to restore trust in the quality of
leadership and management in the NHS. Whilst no patient would wish to be operated on by a
surgeon who did not hold full medical qualifications, surely no taxpayer would wish to hand over
significant public funding and management decisions (which could affect peoples’ lives) to an
unqualified manager.
3. Infrastructure for professionalising leadership and management skills
As mentioned above, the transition from the National Leadership Council to the National
Leadership Academy is slow and complex. There are many workstreams which the NLC has
embarked on which must be completed. In addition, there appears to be a significant shift in
staff, with NLC staff returning to their “day jobs” and new staff being recruited to the nascent
Leadership Academy. Although we accept that the establishment of the Academy is likely to
take time, we are frustrated by the slow rate of progress and the lack of information about its
structure, remit and responsibilities, although we very much welcome its overarching objectives.
4
“The Value of Management Qualifications, - The perspective of UK employers and managers”. Chartered
Management Institute, 2007
5
Ibid
5
6. Once in place, we would like the new Academy to have a greater role in endorsing and
promoting standards for clinical and non clinical leaders and managers, rather than fully
devolving responsibility for development to employers, which may lead to uneven skills
development. We believe that the Leadership Academy’s role should be to establish best
practice standards of leadership and management, and to promote the uptake of these to
employers, who remain responsible for staff development.
We keenly await the findings of the current Mid-Staffs inquiry, and hope that they will include
some specific recommendations around how Government can encourage employers to ensure
that their staff have the necessary leadership and management skills that meet agreed national
standards. This will protect patients from another tragic example of the results of poor
leadership.
4. Role of Health Education England and Local Education and Training Boards
We would welcome more information from Government on the role and remit of Health
Education England in terms of its responsibility for leadership and management skills
development, and how it will avoid duplication of this responsibility with other bodies, such as
the National Leadership Academy and the Faculty of Medical Leadership and Management.
We are also unsure as to how the new NHS local education and training boards will relate to
HEE; whether HEE will have the power to make recommendations about professional standards
and training; and how both bodies will relate to local employers (acute hospital trusts, private
providers, voluntary sector organisations, GPs and public health workers), the education sector,
the deaneries and the Royal Colleges.
Where possible, we would also encourage these new Government bodies to work with existing
professional bodies to ensure the appropriate promotion of learning across all sectors and to
prevent costly duplication.
There is much valuable work going on at the various Royal Colleges, and at the new Faculty of
Clinical Leadership and Management, to develop leadership and management capabilities for
both clinical and non-clinical managers. Other health sector bodies such as the General Medical
Council have also issued advice on management skills for doctors6. We would expect the
National Leadership Academy to have a role in co-ordinating this work and working with
appropriate professional bodies so as to avoid duplication and confusion for learners.
5. Formulation and development of curricula for clinicians
We would like to see a greater emphasis on leadership and management skills in medical
curricula. We welcome the recent establishment of the Faculty of Medical Leadership and
Management, and we are hoping that the Faculty will work with the Royal Colleges to embed
management and leadership skills earlier on in a clinician’s career.
6
http://www.gmc-uk.org/guidance/ethical_guidance/management_for_doctors.asp
6
7. We also hope that as part of the revalidation process, leadership and management skills
development will be one of the core competences evaluated and monitored – particularly with
the introduction of clinical commissioning groups, which means that GPs will need much greater
leadership and management skills.
6. Whole systems approach to enable multi-disciplinary leadership
An important objective of the Government’s overarching public sector education and training
strategy should be to share learning and best practice across different parts of the public service
network. As a professional body working across all sectors, we believe there is an essential role
for the transfer of best practice and case studies in terms of improving leadership and
management, especially in times of severe financial constraints. For example, we work with
organisations in the health, education, local authority, police, and defence sectors and can
highlight some excellent examples of innovation and best practice.
A shared approach to leadership and management is also important in terms of integrating
service delivery, which is a particularly important challenge in the NHS. The need to have clear
integrated care pathways, which may involve a commissioning care group (CCG), an acute
hospital trust, social services, voluntary sector care providers and the patient’s relatives, will be
an increasing challenge in the NHS over the next decade. By providing open management and
leadership programmes to managers from all these sectors, they are able to develop a shared
understanding and approach to management challenges. This in itself helps to break down
unnecessary boundaries across different service providers and can promote the effective
partnership working that underpins many complex care pathways.
A whole systems approach7 to leadership and management development would also reduce
duplication and improve value for money. We have heard anecdotally from learners in the NHS
that they receive unaccredited leadership and management training from one employer, only to
find that when they change jobs they have to undergo very similar training from their new
employer. This is not only a waste of valuable development budgets, but also wastes valuable
staff time which could be better spent dealing with patients.
7. Conclusion
During this Inquiry the Committee has a good opportunity to raise the importance of leadership
and management skills of NHS staff with Government and key stakeholder representatives. We
hope its members will stress the importance of raising leadership and management skills in the
NHS to Government witnesses and will probe them for answers to the queries we have raised in
this paper.
7
http://www.nationalschool.gov.uk/downloads/wholesystemsgopaper.pdf
7