Typical I Can Grow People - ILM Management Qualification

Ican Grow People & ILM Provider Development Prog 2009/10

Involve, Challenge and Nurture through Ican Development

Ican Grow People First Line Manager
Programme Leading to ILM
Development Awards & L3 Certificate
Programme Title: Ican Grow PeopleTM

Your Reference:

Our Reference:

Date:

ICAN IN CONFIDENCE

Copyright of Ican Development Ltd – All rights and intellectual property protected Page 1


This is the proposal for Option 2, Supervisor / Team Leader Development Programme, delivered by
Ican Development Ltd.
It provides an outline of the programme and gives relevant details about learning with Ican
Development.

Contents
1. Programme Overview 3

1.1 The IGP Development Awards 3

1.2 ILM Development Awards 4

2. Aims of the Programme 4

3. Objectives of the Programme 4

4. IGP Modules 6

4.1 IGP Unique Learning Metaphor 7

5. IGP Overview 5

6. Entry Requirements 11

6.1 First Line Manager Profile 12

7. Programme Structure 13

7.1 The Programme Duration 14

7.2 Induction Workshop 15

7.3 Structure of the Guided Learning 15

7.4 Syllabus of Units 16

7.5 One-to-one support 17

7.6 Distance Learning 19

7.7 The Facilitator-Led Workshops 19

8. Assessment 19

8.1 Work-Based Assignments (WBAs) 19

8.2 Reflective Reviews 20

8.3 Management Presentation 20

8.4 IGP Learning Scrapbook 21

9. Fees 22
Appendix 1 – Ican Contact and additional 23

T: +44 (0)700 345 1 789 E: ask@icandevelopment.co.uk.
W: www.icandevelopment.co.uk Tender Option 2 – Ican Grow People
2009, V1



1. Programme Overview

Ican Grow People (IGP) is an innovative and leading edge development programme
designed and exclusively available through Ican Development Ltd.

It is a new and exciting way to learn the essentials of management. The programme and materials
have been developed to cater for the training change that is taking place in how people engage with
learning and apply new knowledge and skills back in the workplace. Ican
Grow People aims to break away from the stuffy world of teach and tell
training and encourages your learners to retain and recall knowledge in a
powerful way using analogies and metaphors to explain management and
leadership topics. This process of learning and the dynamic content within
IGP has been developed over an 18 month period. The programme is
flexible to meet the needs of a wide range of learners from Team Leaders
through to Senior Managers and Execs.

IGP gives practising or potential first line managers the foundation for their formal
development in this role.

IGP is currently being delivered in small businesses and large organisations, from Riello to
NSL Services (formerly NCP). The programme is internally certified by Ican Development as a
Platinum, Gold, Silver and Bronze accreditation but can also be linked to the ILM Provider
Status Development Awards, which in turn can be used through CPD to provide learning
evidence to support an ILM L3 Certificate in Management etc.

The Ican Grow People Programme consists of 20 workshop (based) Management topics or
modules. Each module can be flexibly delivered over a half or full day.

Clients have the freedom to choose as many options / topics as they wish based on the
needs of the learners.

1.1 The IGP Development Awards (see attached Certificate)
Ican offers 3 Levels of Award;

Level Modules Test scores Learning WBA
completed Committed &
Acted (LCA)
Platinum 20 Passed (min All 4
75%+)
Gold 15 Passed (min All 3
60%)
Silver 10 Passed (min All 2
60%)
Bronze 5 Passed (min All 0
50%)



1.2 The ILM Development Awards

Many training providers run bespoke management training programmes for their clients but
never receive wider recognition for this specialist work. ILM's Endorsed and Development
programmes bring training providers the added value of independent external recognition
for their existing training without the need to alter programme content.

Because Ican Grow People is unique and very bespoke to your needs we can work together
on a programme that delivers in all directions and levels and still not lose sight of the ILM
Trademark.

As the premier awarding body for Leadership and Management qualifications, ILM is
uniquely placed to evaluate and endorse management training schemes that meet external
benchmarks for development. Depending on how the training process is assessed, training
providers can potentially have their own schemes approved providing instant industry-wide
recognition of the standards and quality of their provision. Ican Grow People has been
approved by the ILM based on the quality of the content, materials, evaluation methods and
quality in delivery.

By partnering with the ILM, Ican Development become known as ILM recognised provider,
which is signified by the right to use ILM’s Endorsed or Development logos on all training
and publicity materials. All candidates receive an ILM Endorsed or Development certificate
on completion of their programme, marking their professional development, along with one
year's free studying membership of ILM, offering them access to a wealth of expert
information, advice and support services to maximise their training experience and
encourage CPD.

2. Aims of the Programme

IGP aims to give practising and potential Managers the foundation for their
formal development. The programme content covers the Knowledge
Requirements of the Level 3 S/NVQ in Management, and the assessments may
provide evidence towards a portfolio for this qualification.

The programme has three primary aims:

 to assist participants in gaining the basic knowledge required by a manager
 to develop basic management skills
 to modify beliefs, values and thinking styles on effective management



3. Objectives of the Programme

By the end of a FULL Programme delegates will have:

 A clear understanding of the role of the Leader and Manager and an opportunity to
identify where they can develop the effectiveness of their personal leadership style.
 An understanding of the importance of leadership and management in relation to
achievement of objectives.
 A range of influence styles and strategies that can be used in all situations, so they
always have an effective game plan for gaining the commitment of others.
 The skill to recognise the feelings and emotions that shape both their behaviour and
that of others, so they can gain a true insight into how others feel and how their
behaviour impacts on the thoughts and behaviours of those with whom they work.
 Understanding of the main focuses of highly effective managers, allowing them to
maintain group output, morale and effectiveness.
 The ability to analyse the complex web of relationships and interactions they
encounter on a daily basis, and recognise what motivates themselves and others.
 The skills to develop teamwork through the focus on the strengths of each individual
in the team. Techniques that build and maintain strong team performance.
 A sound grasp of a managers influence over culture and climate in the workplace and
be able to apply techniques to make somewhere a great place to work
 A plan of action to put leading edge management skills and knowledge into practice.



4. What are the IGP Modules?

Ican Grow People – Management Training Modules

Modules Modules Modules Modules
IGP self 1 to 5 6 to 10 11 to 15 16 – 20 Feedback
•Plant personality •Change •Comms skills •Talent Mgt
awareness •Culture & Climate •Performance Mgt •Comms methods •Growtivate!
and
and •Vision & Planning •Recruitment / •Training & •Developing Teams learning
introduction •Decision Making Selection Development •Customer Service
•Garden Paths & •Induction •TAG / Feedback •Essential Top Tips
review
Direction •Planning / Time •Personal Effect-
Mgt iveness

Deep Rooted Subsurface Top Soil Mulching

Ican Grow People TM
Copyright Ican Development
www.icandevelopment.co.uk 3



4.1 IGP – The metaphor explained – How does this relate to effective Management?!

ICAN GROW PEOPLE
Based on a gardening metaphor.
To sow the seed of understanding before planting yourself in the sessions try to fit
with these perspectives about Ican Grow People
• Gardening – relates to the skills and practices of essential management
• Garden – relates to the arena in which you manage i.e. A work environment,
shop, department, social group or organisation
• Plant(s) – relates to the person or people that you manage
• Gardener – relates to the Manager
• Head Gardener – relates to the boss of the Manager

5. Where did Ican Grow People come from? (by Jason Stevens, creator)

I have spent many years in Training and Development helping, guiding and supporting
managers to transform themselves into better managers.
I have trained, facilitated, mentored and coached. I have in some cases manipulated and
bribed people along the way, which definitely is not good practice. But what else can you do
when someone just doesn’t get what managing people is all about?

That was until I linked effective People Management with effective Gardening Management.
There seems to be a strong link (for me) between a great gardener and a great manager. So,
rather than “sell” management as a concept and get bogged down in theoretical
management gobbledygook, I focused on practical, pragmatic steps to becoming a more
effective manager, in a fun and light way without missing or skimming over powerful
messages. This can be achieved by relating the skills, knowledge and attitudes of a great
gardener, who nurtures and grows plants with a great manager who grows and nurtures
their people / employees to achieve results.



I have never known a more stimulating, engaging and memorable way to get managers to
understand their role and the impact they have on people to
achieve results and business success. “Ican Grow PeopleTM” is a
great place to start if you want to make management a simple
theory or process to understand.

After facilitating the concept of growing people with managers,
clients, Directors, HR teams and professional bodies, I soon began
to realise that everyone gets the gardening v management
metaphor. This is more than can be said for a lot of the dowdy,
dusty and boring management books found on training library bookshelves. People began to
ask me to talk more about this learning concept and so I decided to write my own book and
develop a suite of training programmes to develop the concept.

Ican Grow People germinated! This concept is quickly gaining momentum and recognition in
the world of learning and development.

A taste of the magic of the metaphor!

• A gardener’s general behavioural style is one of nurture for the plant (people
focused) balanced with a strong desire to complete tasks and achieve results (the
gardening calendar or “To Do” list). Focus too much on one or the other and both
will suffer.
– Are you more Task or People focused? How flexible are you to focus on the
task in hand or the needs of the people depending on the situation you are
faced with?
• You can’t just shout and push plants around and expect them to grow. The irate,
forceful and bullying manager will get nowhere except for an Industrial Tribunal.
– The old style of managing performance is dead. People generally won’t
tolerate a lack of respect and bullish tactics. They will leave you in the end
(not the company). How would your plants describe you when you are under
pressure or feeling stressed?
• You can’t neglect your plants and expect them to thrive
and do well. Some plants, like people are hardier than
others and will be okay for a while but our basic
motivations are to be needed, wanted and cared for –
even in work!
– How cared for do your people feel? What do you say and do that shows you
genuinely do care?
• Gardeners need the skills and knowledge required to be successful – the accidental
gardener – learn as you go along is not ideal but is a good way to learn. The
capability to manage the various types and complexities of plants should really be
developed before you become responsible for the plant. But how often do you see a
manager get the people first and then the development to look after them later! The



skills, knowledge and confidence to look after plants should be invested early on to
avoid costly mistakes and disasters later.
– Do you get the training and development of capability the right way around?
If not, then how much effort do you need to put in to catch up?
• Successful gardeners have a passion and desire to improve their skills, do better and
achieve more next time, month or season. The same should go for next trading day,
week, period or quarter.
– Do you demonstrate and ooze a passion for managing people? How engaged
and energised are you in the day to day activities of self development? How
would your plants describe your verbal and non verbal giveaways?
• Gardeners know when to be hands on and hands off. They prioritise where their
time is required and don’t spend all their time acting like a “busy fool”.
– How well do you manage your tasks and time? Do you find yourself standing
in or taking over and compensating for others lack of capability or drive?
• Gardeners plan for the future and so should Managers. They have a vision of what
things will look and be like and what results they will need to achieve to get a great
result! They can picture and visualise their perfect scenario.
Who, what, where, when, how and why.
– Can you see your life and work plan as clearly and as
clear as a gardener can see their garden plan? Can
you articulate it very easily so that everyone gets
what you are saying? Are they convinced that you
will achieve it?
• Gardeners understand that all plants are different and have
differing needs. No two plants are the same. Although they all come from the same
family, and their basic motivations to grow are the same. That’s a bit like humans.
– Do you understand, recognise, accept and appreciate the differences in your
people and your team?
• Gardeners use the right tools at the right time and in the right way. A sensitive
approach may require the gardener to use a small trowel instead of a large and
cumbersome spade. This will avoid the gardener digging a bigger hole than required.
There are many tools to suit many situations and managers need to demonstrate
good judgement before picking up and using them.
– What are your most useful people skills / tools? Which tools do you use the
most and which of your tools are a little rusty, broken or missing? How do
your plants feel about the tools you use? Are there any that they would like
to see more, or less of? Are you using any tools in the wrong way, at the
wrong time, or in the wrong place?
• Gardeners accept that disasters will happen, mistakes will be made. They take
responsibility and blame themselves before blaming the plant. They seek to
understand what went wrong. They don’t sulk, spit their dummy out or give in. Like
the adult they are, they keep calm and improve the tactics and approach for next
time free from worry and guilt about the past.
– How well and easily do you accept, move on, learn and grow from your
management mistakes and disasters?



• Gardeners are not afraid to deal with underperformance and take some tough
decisions. That means offering extra support and care for weak plants and
sometimes moving or even getting rid of plants to make way for new, up and coming
ones that will perform better, or achieve more in the garden.
– How well and confidently do you deal with performance, both
under and over performance? How do you feel about making
tough decisions and giving some negative feedback? How often
do you take time out to recognise what is good or going well and
show your appreciation for that fact with others?
• Gardeners like to show off their success stories. Prize blooms and prize
produce should be made public. People satisfaction comes from making
a big deal out of them and showing others what good really does look
like.
– How do you show off and make a big deal out of your prize blooms and
highest yielders?
• Gardeners prevent or get rid of slugs and pests at the earliest opportunity. Anything
that takes away the motivation to grow from your pants or hinders their ability to do
the best they can needs to be dealt with. Prevention is better than cure, but
sometimes the only option is to lay down some slug pellets or spray some pesticide
and nip the situation in the bud.
– Do you have any pests and slugs in your garden? Who? Where? Why are they
there? Is this a new problem, did you inherit it or did you create it? How do
you deal with them? Prevention is better than cure but how often do you
reach for the slug pellets. And have you ever damaged the overall good by
wiping out everything with pesticide?
• Managers prepare the soil, climate and surroundings to give each plant the best
chance to do well. A plant won’t do well in dry and heavy clay soil at -5 degrees
surrounded by pests and slugs! Would you?
– How do you create the right climate and environment for people to grow?
What secrets do you have that work? What would be the ideal climate for
you and are you the change you want to see regarding the way people think,
feel and behave in the workplace?
• Gardeners lay paths for direction and order. They help the gardener to see what is
going on, make the plants easy to get to and provide direction.
– What are the paths in your world? How would you describe the state of your
career, training, strategy, talent, policy, procedure and exit paths? What
other paths are important to you and the way you do business?
• Gardeners have a succession of plants on hand ready to replace plants
that have wilted, died, or even stolen. Plants are grown from seeds or cuttings
taken from healthy and established plants. For a quick result they will buy in the
best plants from the Garden Centre. A good garden has no gaps.
– How are you preparing for your people requirements in the
future? The requirements you are planning and for the unexpected! What
succession plans do you have to fill potential people spaces in your garden?
• Gardeners have patience, they don’t expect results overnight. They know a strong
and healthy plant will bloom when they are ready. The ideal garden or plant will be
created as new bits take hold and old bits die away.



– How much patience do you have? When does it wear a bit thin and what
causes you to lose patience? How clued up are you on the bits of your people
that are thriving and the bits that are fading away.
• Gardeners can't change the weather but can prepare for frosts and stormy
conditions by keeping an eye on the forecast. When the bad weather comes they do
their best to protect their plants from it. Managers have the same opportunities
when frosty or stormy trading conditions are forecast.
– We can’t predict everything totally accurately but forecasts do help. Where
do you get your business / people weather forecasts from and how reliable
are they?

6. Entry Requirements

Participants will normally be practising, or aspiring, first line managers. Whilst there are no
formal educational requirements, learners should have a background that will enable them
to benefit from the programme. This is likely to be Level 2 Literacy and Level 2 Numeracy, or
their equivalent. Where intending learners do not have this level of literacy and numeracy,
we may provide support prior to the start of the programme.



6.1 First Line Manager Profile

The following profile is provided to assist Cheshire East in advising and recruiting
participants on to programmes of an appropriate level.

First line managers may still engage in some of the tasks performed by their fellow team
members, but this does not constitute their primary function. They are managers who also
practice. This means that they will engage much more extensively in managerial tasks which
other team members will not engage in.
This may also (though not always) mean that first line Managers have a wider span of
control than team leaders, much more likely to be in double figures and possibly extending
to 20 or 30 people. It will also mean having more extensive control, responsibility, authority
or power, and a greater degree of autonomy than is the case with team leaders. This will be
reflected in the ability of Managers to make decisions which have some resource
implications, initiate actions in relation to the employment of others (eg, be involved in, but
not decide about, recruitment decisions or disciplinary matters), and operate with less
supervision or control by others. Furthermore, they will tend to work with longer time
horizons than team leaders when planning work, looking several weeks or months ahead,
whereas team leaders’ time horizons tend to be days or a few weeks at most.
First line managers can be expected to have a greater knowledge than team leaders of
customers or suppliers and their specific requirements, including internal customers or
suppliers. Conversely, they are not likely to be able to make decisions to vary the terms under
which customers or suppliers trade with the employing organisation. They may well be
expected to deal with similar problems to those presented to team leaders, requiring some
superior technical ability, as well as having sometimes to make more subjective judgements
which demand understanding of relationships between people working together. This is
likely to extend to the relationship between the customer or supplier and the employing
organisation or other market related criteria – ie, decisions that demand some insight into
the way the organisation relates to external individuals or organisations.
What distinguishes first line managers from middle managers is that they have very limited
budgetary responsibility. They may make decisions about resource utilisation but the
budgetary accountability for these resources exists at a higher level. They are also limited in
the range of decisions they can make compared to middle managers, with all delegated
decision making heavily circumscribed by rules or procedures.



7. Programme Structure ILM /IGP Development Programme

Bronze Silver Gold Platinum

Qualification
Accreditation
 N/A  N/A  N/A  N/A
Number

Modules
 Minimum 5  Minimum 10  Minimum 15  Minimum 20
Duration Guided
Learning Hours
 25  Minimum 50  Minimum 75  Minimum 100
GLH

To be completed
within  3 to 6 months  6 to 12 months  One / Two Years  One / Two Years

Induction
 8 Hours  8 Hours  8 Hours  8 Hours
Tutorial support
1:1  1  2 Hour  3 Hours  4 Hours

Structure
 Agreed with client  Agreed with client  Agreed with client  Agreed with client

 X2 Work-based
 X1 Work-based  X4 Work-based
Assessment &  X 1 Knowledge Test Assignments
Assignments Assignment
Evaluation  X1 Group Learning  X3 knowledge Tests
 X2 knowledge Tests  X4 Knowledge Tests
Presentation  X2 PDP
 X1 PDP Presentation  X4 PDP Presentations
Presentations

Depending on the units selected, a choice of

 Work-based assignments,
Assessment –  Reflective reviews,
optional for  Knowledge reviews;
agreement  Oral presentations,
 Role-play/scenarios
 Written reports
 Client devised alternatives



7.1 The Programme Duration

In order to embed the learning from the programme and to cover the bulk of content that
can be mapped to the ILM Level 3 specifications we suggest running the Platinum IGP
Programme linked to a separate ILM Development Award for every 10 Modules
completed. This will mean that delegates will have a comprehensive CPD and 2 ILM
Development Award Certificates as well as the IGP Platinum Award and a clear map of
evidence to support further progression on an ILM L3 Certificate in Management
Programme.

Therefore, we would suggest running (where possible) 2 Modules per day (AM & PM).

Further time would be required for Induction, Learning Reviews and Testing/Evaluation.

Typical milestone Expert Facilitation Sessions are as follows: all 1 day unless stated

Phase 1 Description
Month 1 Launch and Induction Day
Scene Setting and Learning Styles
Understanding IGP / The Learning Metaphor
Brief WBA 1
Month 1 Modules 1&2
Month 2 Modules 3&4
Month 3 Module 5
2Day Mid Year Learning Review, Test and Presentations
Review WBA 1 – Action Learning
Month 4 Modules 6&7
Month 5 Modules 8&9
Month 6 Module 10
2Day End of Year Learning Review, Test and Presentations

Phase 2 Description
Month 8 Modules 11&12
Month 10 Module 15
2Day Mid Year Learning Review, Test and Presentations
Month 15 Module 20
2 Day End of Year Learning Review, Test and Presentations
Graduation & Celebration!



7.2 Induction Workshop

The first workshop consists of an introduction to the programme.

This is in 2 parts; part 1 is the induction which includes the following:

 an outline of ILM qualifications and the related delegate support resources available
 the aims of leadership development
 expectations of, and benefits to, the individual and the organisation
 format of the programme – content, hours, attendance patterns, etc
 the assessment process
 roles and responsibilities of participants, Ican Learning Facilitators and ILM
learning and study skills
 information on equal opportunities, appeals procedures and support mechanisms
 links with S/NVQs and/or Key or Core Skills if appropriate
 ILM membership

Part 2 of the induction workshop will be the introduction of self-assessment tools and
techniques.
These will be used initially to help structure development plans, and throughout the
programme to support the exploration of related topics.

7.3 Structure of the Guided Learning – A point of difference with Ican Development!

There are a total 13 sessions over 12+ months (see below for suggested content based on
original proposal) of guided learning, which includes attendance at workshops to facilitate
collaborative learning and highly supported distance learning. The emphasis will be on
expertly facilitated experiential workshops and action learning rather than classroom
teaching and distance learning so often provided by Academic and large learning
institutions. This means that assessments and evaluation can take place in real-time and
reduce disruption to delegates in their day to day roles and work. Sessions will be delivered
by hugely experienced L&D professionals who have a highly pragmatic style and real life
examples and experiences to pull from. We aim to provide a quality of delivery support that
is of much greater quality than usually seen at this level.

With the IGP way of learning there will not always be a
requirement for classroom based events. Some modules
could be held in venues which assist in engaging the learners
to get the most out of the programme… and the subject
matter.



7.4 Syllabus of Units

In the table below we have tried to cross match the ILM L3 Certificate Modules with the IGP
Platinum modules to show where the synergy is regarding learning outcomes and objectives
based on the needs of Cheshire East.

Details of the specifications that will lead to the syllabus of each learning intervention are
highlighted in the example training materials in Appendix 1.
Specific details and content sign off can be agreed through a very flexible arrangement
between Ican and Cheshire East before each module.

Ref

Ref Unit Title Ref Unit Titles
M3.01 Solving problems and making tbc Decision Making
decisions Planning & Time Management
M3.02 Understanding change in the Change
workplace Culture & Climate
M3.03 Planning change in the workplace Change
Performance Management
M3.04 Achieving objectives through time Planning and Time Management
management Performance Management
TAG / Feedback
M3.06 Managing creativity & innovation in Growtivate!
the workplace Customer Service
M3.08 Managing Customer Service Customer Service
Personal Effectiveness
M3.10 Introduction to leadership Personal Effectiveness
Vision and Planning

Ref Unit Title Ref Unit Title
M3.12 Motivating to perform in the Growtivate!
workplace Communication skills and
methods
M3.13 Developing yourself and others Training and Development
Personalities and Styles
M3.18 Coaching and training your work Coaching
team Developing Teams
Talent Management
M3.20 Planning to work efficiently Personal Effectiveness
Essential Top Tips
M3.26 Managing performance Performance Management
TAG / Feedback
M3.11 Building the team Developing Teams
Recruitment and Inductions
M3.30 Understanding the communication Communication Methods
process in the workplace Communication Skills



7.5 One-to-one support (1:1)

Delegates will receive support from a qualified and experienced Ican Facilitator to assist
with their leadership development; this may include face-to-face, telephone and/or
electronic contact.

Ican will also offer unique 1:1 support though a dedicated Professional Social Network Site
– “Ican Grow People!”

Students will have access to their learning facilitator, other Ican Grow People students and
also have the option to host and create their WBA and Project Work online.

Sample shots from Ican Grow People Social Learning Site



Sample shots from Ican Grow People Social Learning Site



7.6 Distance Learning

The units will have distance learning and/or preparatory reading that is necessary in order
to be able to understand the facilitator-led part of the units. Delegates must ensure that
they have done the requisite work before the facilitator-led part of the unit begins,
otherwise they will not be able to continue with the unit. In total, delegates can expect to
spend up to 40-60 hours on reading and completing the distance learning over the two
years.

7.7 The Facilitator-Led Workshops

This is a series of 8 workshops per year, lasting usually 1 day each, of classroom, exercises,
practical work and other activities. It is important that learners have the opportunity to
work together in groups to enhance the developmental experience during their programme
of study. Attendance at these workshops is compulsory in order to progress to the
assessment.

8. Assessment

The ILM Development Award and IGP Certificate (Platinum) will be awarded to participants
who satisfactorily complete:

 All distance learning
 Attendance at the workshops
 Four work-based assignments (WBAs)
 Four Knowledge Tests
 Three Management Presentations
 A Personal Development “Scrapbook”

8.1 Work-Based Assignments (WBAs)

 Learners are required to complete four separate Work-Based Assignments.
 Instructions for WBAs will clearly indicate the learning outcomes that are being
assessed. These learning outcomes will form the basis of the assessment criteria.
 Delegates must achieve at least 50% of the available marks in order to pass each
Assignment. There is no transfer of marks or compensation allowed between WBAs.
 WBAs will set realistic, clearly defined work-based tasks, using live issues. They will
not be scenario-based (e.g. case studies or simulations), or exercises with a single
“right answer”.
 The WBA will directly link with the ILM Level 3 Certificate in Management and
therefore could be mapped against this qualification in the future.



8.2 Knowledge Tests

Knowledge tests are a specific form of work-based exam that requires students to assess
their attitudes and skills in an area of management. They are expected to demonstrate self-
awareness and suggest ways to develop further. The tests will also assess recall and
retention on key management theory, concepts and models etc.

Learners are required to complete four separate knowledge tests.

As with the WBAs, the results will clearly indicate the learning outcomes that are being
assessed. These learning outcomes will form the basis of the assessment criteria and could
be provided as evidence towards the Level 3 Certificate in the future.

Delegates must achieve at least 50% of the available marks in order to pass each knowledge
test. Delegates will be allowed to sit the test again if they fail to reach the required
standard. A review and appeal process will be set up before the programme commences.

8.3 Management Presentation

Students will be asked to plan and deliver a briefing or presentation about a management
topic of their choice. They could use the content of another unit as their topic, or choose
one not included in the programme if they desire.

The presentation should be at least 10 minutes, but no longer than 15 minutes.

Presentations will be recorded on DVD to facilitate verification. There will be an
appropriately structured evaluation of the presentation skills by the facilitator, and an
assessment of the content as for other assessed work.



8.4 Personal Development Scrapbook

Students will build a scrapbook for their line manager about what they have learnt from the
programme or that is still needed which could be implemented in the near future.

They will be expected to examine factors that may require change in themselves, their line
manager, colleagues or even the organisation.

Students will be marked on their ability to “bring their scrapbook to life” and how it can be
used to teach others the essentials of leading and managing people.

They should discuss the choice of topics with other students and produce an outline of their
submission or plans to their line manager and the facilitator.

The choice of topics must allow them to demonstrate achievement of assessment criteria
from the units studied. It should not be a very large or complex topic, but it must offer
scope for planning and building on what has been learnt.



Ican Grow People will be recognised
across the UK as a revolutionary way
to develop people.

We are still developing the strategic
plan for the programme and
companies will have the option to
buy a user license to run the
programme themselves (like they
have in NSL Services)

Until the full strategic plan is
complete we will only work with a
select number of organisations
through the Ican Grow People
concept. This allows us to build the
brand steadily whilst providing the
best support to our best clients.

For more info check
www.icangrowpeople.ning.com

"If you want one year of prosperity, grow
seeds,
If you want ten years of prosperity, grow
trees,
If you want one hundred years of prosperity,
grow people"
Chinese proverb


Typical I Can Grow People - ILM Management Qualification

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Typical I Can Grow People - ILM Management Qualification