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L a u r e l l A H e c t o r
Building a Successful Line Management Development Programme that is Strategically Aligned with Your
Organisation’s Objective
CIPD Line Managers Conference
London 2 0 1 8
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To discuss and explore how we can proactively design
and deliver successful
development programmes for line managers to further
enhance performance.
OUR AIM
OBJECTIVES
By the end of this session you will be able to:
• Identify line managers’ core competencies
• Explain how to offer emotional support to line managers
• Identify what effective management ‘looks’ like from an operational viewpoint
• Identify the essentials to be included in your management development programmes
OBJECTIVES CONT….
• Explain your organisation’s objectives and design a programme linked to its strategy
• Discuss the best approaches for performance and talent management
• Use effective methods to ensure your programme is successful in it’s delivery and implementation
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
INTRODUCTIONS
Your name
01
Organisation 03
Role 02
On your tables share briefly :
STARTING POINT?
27/10/2014 Copyright note text (8pt)
Development Opportunity
! Review your organisational goals and objectives
! Objectives or an outline for any line management
development programmes that are currently running
! L&D strategy, plan, goals
In groups come up with three competencies / you think a manager must have
• Why should they have these?
• What’s the impact to the business?
Be ready to share with the wider group
ACTIVITY: LINE MANAGERS’ CORE COMPETENCIES
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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
HOW TO PROVIDE EMOTIONAL SUPPORT TO LINE MANAGERS
Organisational Level • Individual performance • The impact of that performance on the
organisation • HR policies and procedures
Personal Level • Understand their personal style and motivations • Personality type • Try to identify any problems
ALWAYS PROVIDE AT TWO LEVELS
42 Indicators of a problem
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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IDENTIFY WHAT EFFECTIVE MANAGEMENT LOOKS LIKE FROM AN OPERATIONAL VIEWPOINT
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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ESSENTIALS TO BE INCLUDED IN YOUR MANAGEMENT DEVELOPMENT PROGRAMMES
Flexible
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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
WHAT DO WE KNOW?
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EXAMPLE
What! How! Impact! Link to!
Organisational Culture!
Charles Handy / Grid activity!
Understanding of the different types!
?!
Influencing! Influencing styles / Power sources!
Ability to use different styles,
internal and external!
?!
COVER THESE THREE
What and How = Overall Performance!
Business!
Team!Self!
The Content
Strategy, vision, values &
culture
01
02
04
Self development,
PDP, IDPs
03 On boarding + competencies
Business awareness + the
fundamentals
05
06
07
08 Agile thinking
Manager as coach
Challenging conversations /
feedback
Financial management
Incorporate Self learning, Team understanding and Organisational awareness.
USE EFFECTIVE METHODS TO ENSURE YOUR PROGRAMME’S SUCCESSFUL DELIVERY AND IMPLEMENTATION
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
CURRENT LEARNING PROGRAMMES
Challenge!
• Custom and practice!• Content, the when and how things are offered!• Skills needed now and in the future!
Support!
• By working along side departments!• Offering, skills, knowledge, tools systems and help staff to be more resourceful!• Managers and leaders in their role as coaches and developers of an agile team!
Develop!
• Ways to train for the skills the business will need in the future!• In-house and on the job development so that knowledge can be shared!• Digital age, better team working, empowerment, challenge!
THE BEST APPROACHES FOR PERFORMANCE AND TALENT MANAGEMENT
On your tables discuss the following:
• As HR professionals what are we looking for?
• What attributes do you want to see?
• Two approaches for performance and talent management
Be ready to share with the wider group
ACTIVITY: TALENT
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ATTRIBUTES DESCRIBING A TALENTED EMPLOYEE ACCORDING TO:
Attributes! HR Practitioners (%)! Line Managers (%)!
Positive attitude to work! 63! 63!
Brings new and innovative ideas! 55! 49!
High potential to develop! 52! 40!
Good work ethic! 45! 50!
Goes above and beyond the job requirements! 44! 41!
A great desire to develop! 41! 32!
Reliable! 37! 48!
Easily adapts to working conditions! 36! 41!
Highly skilled! 34! 40!
Fits in with the organisational values! 30! 19!
High level of relevant experience! 21! 25!
Ability to hit the ground running! 19! 26!
Highly networked and connected! 10! 6!
Rarely has commitments that affect their ability to do the job! 6! 5!
Works full-time hours! 5! 8!
CIPD: Attitude to Employability and Talent. September 2106
BEST APPROACH FOR PERFORMANCE AND TALENT MANAGEMENT
Approaches
! Performance & Development Reviews
! Talent pools
! Succession planning
! Shawdowing
Controls
! Strategy that is understood
! Standardisation
! Talent management strategy
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
VIDEO: “GREATNESS” BY DAVID MARQUET
What is this video telling us?
What can you do to implement
some of these ideas?
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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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ACTIONS: WE/I WILL…… 1. .
2. .
3. .
QUESTIONS & ANSWERS
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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