building a successful line manager development programme
TRANSCRIPT
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L a u r e l l A H e c t o r
Building a successful line manager development programme from scratch
CIPD Line Managers Conference
London 2 0 1 9
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To discuss and explore how we can proactively design
and deliver successful
development programmes for line
managers from scratch.
OUR AIM
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OBJECTIVES
By the end of this session you will be able to:
• Identify your organisation’s objectives, KPIs and competencies framework linked to management development
• Equip your line managers with skills, knowledge and attitudes to manage difficult conversations in an effective manner
• Produce an outline that would incorporate the skills needed to manage the team and difficult conversations
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Barbados
Ghana
Dubai Geneva
Switzerland
Hong Kong
Japan
Gibraltar
London
Netherland Germany
YEAR
Industry YEAR
Business
Industry/sectors Finance Insurance Education Pharmaceutical Healthcare
Retail Publishers Legal Services Gas & Oil Management Companies Governments Bodies
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INTRODUCTIONS
Your name 01
Organisation 03
Role 02
On your tables share briefly :
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STARTING POINT
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27/10/2014 Copyright note text (8pt)
Development Opportunity
Review and bring the following:
! your organisational goals, KPIs and objectives
! an outline for any line management development
programmes that are currently running
! Your competency framework in place
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What does the strategy say?
Consider
What are your people saying / requesting?
When, where, how and who will deliver?
Use of formative and summative assessment
ROI, ROE, Kirkpatrick, CIRO
Ongoing support, PDP, coaching / mentoring
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TYPES OF MEASURES
• % complete
• Frequency / rate
• Amount / number of
• Time
• Score / level – customer/applicant satisfaction levels / staff Q12 engagement scores
• KPI
• Lag measures versus lead measures
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: ACTIVITY: KPI, GOALS ETC.. Working in pairs,
• Assess to what degree are they SMART goals? Do they give a clear and shared picture of desired results? How do they link to Management Development?
• (Score this aspect out of 10 and identify ideas for improvement)
• (15 min per person)
• Be ready to share your reflections with the wider group
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In groups come up with four competencies and/or skills you think a manager must have
• Why should they have these?
• What’s the impact to the business?
• How will these be delivered?
Be ready to share with the wider group
ACTIVITY: LINE MANAGERS’ CORE COMPETENCIES
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COVER THESE THREE
What and How = Overall Programme!
Business!
Team!Self!
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CORE COMPETENCIES / SKILLS
" Emotional Intelligence
" Leadership / Management
" Communication
" Educator / Coaching
" Team Working
" Change, creativity and Innovation
" Commercial Awareness
" HR Skills
" Planning and organising
" Financial
" Advocacy
" Influencing
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Content : What & How?
Groupings and Metrics
01
02
04
Vision, values &
culture
03 Self development, PDPs & EI
On boarding . competencies 05
06
07
08 Ability to have a conversation / feedback
Frequency of intervention and timings
Blended, flexible learning
Use of technology and communication
Incorporate Self Learning, Team Understanding and Organisational Awareness.
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MODELS
BOOST! SAID! GROW!
• Balanced! • Situation! • Goal!
• Objective! • Action! • Reality!
• Observed! • Impact! • Option!
• Specific! • Desired Outcome! • Will / Way Forward!
• Timely!
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Self Aware
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7 ELEMENTS OF EMOTIONAL INTELLIGENCE
1. Self-Awareness
2. Emotional Resilience
3. Interpersonal Sensitivity
4. Motivation
5. Influencing
6. Intuitiveness
7. Conscientiousness By Daniel Goleman
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The Genos Emotional Intelligence Assessment..
…measures how often individuals display emotionally intelligent
workplace behavior that underlines success.
www.genosinternational.com
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PRODUCE AN ONLINE THAT WOULD INCORPORATE THE SKILLS NEEDED TO MANAGE THE TEAM AND DIFFICULT CONVERSATIONS
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What does the strategy say?
Consider
What are your people saying / requesting?
When, where, how and who will deliver?
Use of formative and summative assessment
ROI, ROE, Kirkpatrick, CIRO
Ongoing support, PDP, coaching / mentoring
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Flexible
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The Soap Line
£ = Documents The Standard of Acceptable Performance “SOAP Line”
JD, Objectives
KPIs
SOP
Local P & Ps
Strategy
Codes of conduct
(Hector 2014 ®)
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Linked to your organisational goals:
• What essentials need to be included in your development programme?
• Why and how?
Be ready to share with the wider group
ACTIVITY:
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THE 7 FORCES OF BUSINESS MASTERY
1. Know where you really are & create an effective business map
2. Constant strategic innovation
3. World-class marketing & product promises
4. Sales mastery systems
5. Constant anticipation: The power of financial and legal analysis
6. Constant optimisation & maximisation
7. Constantly create raving fans & culture By Tony Robbins BMLV 2017
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SUMMARY
• Link everything back to the strategy / organisational goal
• All programmes cover self, team and business development
• Success leaves clues
• Be clear about your evaluation outcome at the start
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ACTION PLANNING
# Identify 1/2 key objectives you can put into practice to further your development
# Think about when you can put these into practice
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QUESTIONS & ANSWERS
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Thanks for your time Laurell A Hector
l a u r e l l @ m c m a n u s h r d . c o m w w w . m c m a n u s h r d . c o m
L i n k e d I n : L a u r e l l A n n e H e c t o r
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