Le competenze: sfide e risultati

Trevor BoutallThe Management Standards Consultancy

Conclusions of the Handy report (1987)

Management Standards – The UK Experience

• Effective management is a key factor in economic growth

• Most managers receive little or no training

• Management training and development is given relatively low priority outside a small number of generally large employers

• Continuing training and development with a strong on-the-job emphasis is important

• A proper structure of provision is needed which meets distinct and diverse needs

• Greater employer recognition and industrial support are essential at both the micro (individual and enterprise) and macro levels.

Source: Management Development to the Millemium, Institute of Management, 1994

Vision for the future

Management Standards – The UK Experience

“Our vision is that by 2010, the UK will be seen as a world leader in developing and deploying management and leadership capability for the 21st century.

In all sectors and at all levels, individuals will have the knowledge and skills they need to enable them to grasp the right opportunities and innovations for the UK in a rapidly changing and interconnecting world of marketplaces, communications and social and environmental challenges.

Through powerful and strategic partnerships, our considerable resource for developing managers and leaders will sustain our performance at world-class level.” – Sir Anthony Cleaver

Source: Managers and Leaders – Raising our Game,Council for Excellence in Management and Leadership, 2002

Why Management Standards?

Management Standards – The UK Experience

National Occupational

Standards

Competitiveness

Safety

Quality

Changing economy

Changing workforce, flexibility, employability

Lifelong learning

Who wants Management Standards?

Employers

ManagersGovernment

Educationalists?

Management Standards – The UK Experience

Who are National Occupational Standards for?

Agr

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ture

Min

ing

Con

stru

ctio

nEn

gine

erin

gM

anuf

actu

ring

Tran

spor

tG

oods

& S

ervi

ces

Hea

lth &

Soc

ial S

ervi

ces

Bus

ines

s Se

rvic

es

etc

1

2

3

4

5

Management Standards – The UK Experience

Senior Management

Middle Management

Supervisory Management

The Structure of a Unit of National Occupational Standards

Performance

Knowledge Skills Personal Qualities

Management Standards – The UK Experience

How are National Occupational Standards developed?

Key Purpose

Area of Competence

Area of Competence

Area of Competence

UnitUnit Unit Unit Unit

Key Area

Key Area

Key Area

Key Area

Key Area

Key Area

Management Standards – The UK Experience

Lead operations

Manage projects

Lead innovation

Manage change

Manage finance

Procure resources

Manage resources

Manage information

Manage yourself

The Functional Map of Management and Leadership

Provide direction, gain commitment, facilitate change and achieve results through the efficient, creative and responsible use of resources

Management Standards – The UK Experience

Develop a vision

Provide leadership

Provide governance

Build relationships

Develop partnerships

Manage people

Manage self & personal skills

Provide direction

Facilitate change

Use resources

Achieve results

Work with people

Management and Leadership Standards (www.managers.org.uk)

Management Standards – The UK Experience

Managing Self and Personal Skills

Management Standards – The UK Experience

Manage your own resources – Performance

Management Standards – The UK Experience

Manage your own resources – Knowledge

Management Standards – The UK Experience

Manage your own resources – Skills

Management Standards – The UK Experience

Manage your own resources – Personal Qualities

Management Standards – The UK Experience

What do we mean by “competence”?

Competence is the ability to perform consistently in line with the standards relevant to the job.

A person is considered competent if they can demonstrate they consistently perform in line with the standards relevant to their job.

To be competent a person needs to• know the standards relevant to the job• possess the knowledge, skills and personal qualities required• be motivated to perform to the required standards.

Management Standards – The UK Experience

National Vocational Qualifications

National Occupational Standards form the basis of National Vocational Qualifications (NVQs).

To gain an NVQ, a manager must prove to an independent assessor that he or she consistently performs to the relevant standards and possesses the necessary underpinning knowledge and skills.

Management Standards – The UK Experience

There are four levels of NVQs that use the Management Standards. NVQ Level 5 in Management

NVQ Level 4 in Management

NVQ Level 3 in Management

NVQ Level 2 in Team Leading

Good Practice Guidance

“The Management Standards have been used by the Labour Party as a basis for the Labour Party’s Good Manager’s Guide; so if you want an example of what the Management Standards can do for an organisation, just look what they have done for the Labour Party!” Baroness Blackstone, Minister of Education and Employment, in 1997 after Labour won the general election with a majority of 179 seats.

Management Standards – The UK Experience

Prioritise units

Continuing Personal and Professional Development

Assess current performance

Identify development needs

Identify & seize learning opportunities

Work to standards

Reassess performance

Identify relevant standards

Management Standards – The UK Experience

Software support for using the standards (www.maps-ltd.com)

Management Standards – The UK Experience

Uses of National Occupational Standards

Workforceplanning

Job designRecruitment &

selection

Induction

Good practice

Recognition &qualifications

Assessment

Continuingpersonal &

professionaldevelopment

Careerdevelopment

Succession &Promotion

Training &development

Performancemanagement

Organisationalculture

Qualityassurance

Partnershipdevelopment

Strategicobjectives

Human resource management and development

Management Standards – The UK Experience

Case Study: Coronary Heart Disease (www.skillsforhealth.org.uk/chd)

Case Study – Coronary Heart Disease

Strategic Aim

To reduce incidence of and mortality from heart disease.

Source: Leading the Way, Department of Health, 2005

CHD National Workforce Competence Framework

To enable people to improve their health and wellbeing, and support them by providing

efficient, effective, equitable and high quality coronary heart disease services in partnership

with individuals, families, communities and professionals.

CHD Key Purpose

CHD Areas

Case Study – Coronary Heart Disease

CHD Improvements in PerformanceMore, faster and better treament requires more people with a wider range of skills to work more together flexibly.

Source: Leading the Way, Department of Health, 2005

Case Study – Coronary Heart Disease

Case Study – Drug and Alcohol Services

Vision: A Competent Workforce to Tackle Substance Misuse

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

Functional Analysis

Standards Development

Mapping Training

Profiling Job Roles

Qualifications Development

Workforce Planning Strategies

Continuing Professional Development and Performance Management

Case Study – SCOA (www.schoolofcoaching.it)

Standards of Competence for

Executive Coaching

Pre-entry assessment

Individual learning needs analysis

Learning programme

Formative and summative assessment

Quality assurance of Masters in

Executive Coaching

Performance

Knowledge Skills

Personal Qualities

Challenge: Develop & quality assure Executive Coaches

Case Study – Confcommercio

Challenge: Benchmark & improve performance across provinces

Case Study – An Italian bank

Challenge: Identify and develop branch managers

Define standards of competence for branch managers

Identify potential branch managers

Branch managers’ toolkit

Development centre

Skills development workshops

Coaching

Performance management

Using standards of competence in Italy?

Don’t

Do

• Translate the UK standards and expect them to work.

• Use the standards exclusively for qualifications.

• Make the standards overly complicated.

• Agree why you need standards, what you want to do with them and what benefits you expect.

• Establish your own key purpose and carry out your own functional analysis, involving and gaining commitment from key stakeholders.

• Develop your own standards – by all means benchmark these to the UK standards.

• Test these out under pilot conditions and develop case studies of success.

• Promote the use of the standards throughout the range of human resources and organisational management purposes.

Le competenze – sfide e risultati

Grazie!

www.themsc.org