typical i can grow people - ilm management qualification

Ican Grow People & ILM Provider Development Prog 2009/10

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

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



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: [email protected]. 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 completed

Test scores Learning Committed & Acted (LCA)

WBA

Platinum 20 Passed (min 75%+)

All 4

Gold 15 Passed (min 60%)

All 3

Silver 10 Passed (min 60%)

All 2

Bronze

5 Passed (min 50%)

All 0



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

Ican Grow People TM

Copyright Ican Development www.icandevelopment.co.uk 3

IGP self awareness

and introduction

Feedback and

learning review

Modules1 to 5

•Plant personality•Culture & Climate•Vision & Planning•Decision Making•Garden Paths & Direction

Modules6 to 10

•Change•Performance Mgt•Recruitment / Selection•Induction•Planning / TimeMgt

Modules11 to 15

•Comms skills•Comms methods•Training & Development•TAG / Feedback•Personal Effect-iveness

Modules16 – 20

•Talent Mgt•Growtivate!•Developing Teams•Customer Service•Essential Top Tips

Deep Rooted Subsurface Top Soil Mulching



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

Number N/A N/A N/A N/A

Modules Minimum 5 Minimum 10 Minimum 15 Minimum 20

Duration Guided

Learning Hours

GLH 25 Minimum 50 Minimum 75 Minimum 100

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

Assessment &

Evaluation

X 1 Knowledge Test

X1 Group Learning Presentation

X1 Work-based Assignments

X2 knowledge Tests

X1 PDP Presentation

X2 Work-based Assignments

X3 knowledge Tests

X2 PDP Presentations

X4 Work-based Assignment

X4 Knowledge Tests

X4 PDP Presentations

Assessment –

optional for

agreement

Depending on the units selected, a choice of

Work-based assignments,

Reflective reviews,

Knowledge reviews;

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 2Day

Module 5 Mid Year Learning Review, Test and Presentations

Review WBA 1 – Action Learning

Month 4 Modules 6&7

Month 5 Modules 8&9

Month 6 2Day

Module 10 End of Year Learning Review, Test and Presentations


Phase 2 Description

Month 8 Modules 11&12


Month 10 2Day

Module 15 Mid Year Learning Review, Test and Presentations




Month 15 2 Day

Module 20 End of Year Learning Review, Test and Presentations

Review WBA 4 – Action Learning 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 decisions

tbc Decision Making Planning & Time Management

M3.02 Understanding change in the workplace

Change Culture & Climate

M3.03 Planning change in the workplace

Change Performance Management

M3.04 Achieving objectives through time management

Planning and Time Management Performance Management

TAG / Feedback

M3.06 Managing creativity & innovation in the workplace

Growtivate! 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 workplace

Growtivate! Communication skills and

methods

M3.13 Developing yourself and others Training and Development Personalities and Styles

M3.18 Coaching and training your work team

Coaching 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 process in the workplace

Communication Methods 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.



"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

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

typical i can grow people - ilm management qualification

Education

ican development ican

people programme

development logos

byican development

professional development

igp development awards

ican contact

programme content