civil service learning curriculum prospectus · civil service learning curriculum prospectus ......

Civil Service LearningCurriculum prospectus

In partnership with:

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I am delighted to introduce this guide to the learning and development available from Civil Service Learning (CSL). CSL’s curriculum provides a range of high quality learning activities, supporting our vision for ‘A Brilliant Civil Service’ and enabling civil servants to deliver excellent public services. The comprehensive curriculum has been developed working in partnership with KPMG and a consortium of world-class learning and development specialists.

Using a blend of learning techniques, the curriculum recognises that different people learn in different ways. The new approach combines face-to-face workshops, cutting-edge online resources and practical activities to help apply learning at work.

In this guide, you will find summaries of the learning activities now available through CSL - for everyone from AA to grade 6. The curriculum features topics as diverse as leadership and management, customer service, finance and policy – with over 120 individual learning activities to explore. This complements the new learning on offer for SCS, developed in partnership with Korn Ferry Hay Group.

Together they represent many months of hard work involving hundreds of people within and outside of government. I would like to thank everyone who has partnered with us: our colleagues in the KPMG consortium, the representatives from departments and professions who helped design and shape the learning, and the many civil servants who piloted the activities to ensure they genuinely meet your needs.

You can browse through this guide or go straight to particular areas of interest using the map on page 1. On each page, you will find a link to the CSL website where you can find more information or make a booking.

This offer has something for everyone, in every role and at every grade. I hope you enjoy it and look forward to hearing your feedback.

Mark ByersDirector Civil Service Learning January 2017

Foreword by Mark Byers

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KPMG is a global network of independent member firms, operating in 152 counties. KPMG in the UK is one of the largest member firms, providing Audit, Tax and Advisory services to clients in a wide range of sectors. In the UK, over 13,000 employees work across 22 offices to help clients maximise opportunity and mitigate risk.

KPMG leads the consortium and believes that the blended-learning approach being pioneered by the consortium represents an exciting new blueprint for how to deliver an entire L&D curriculum.

KPMG has been involved with all aspects of the programme; designing, building and delivering a comprehensive end-to-end learning solution. The process of designing a completely new CSL curriculum began in January 2016. Since then, a social and digital learning programme has taken shape and been rolled out across the UK to all government departments.As well as overseeing the ongoing design and quality assurance process, KPMG also runs a multi-channel customer service centre, providing learning advice as well as technical and payment support.

LEO is a learning solutions firm with more than 30 years of experience in technology-enabled learning; 25 of which have been spent working with government. It was formed following the merger of Epic and LINE, two companies that were pioneering the use of early mobile and multi-device learning as far back as the 1990s.

LEO designs blended learning programmes that use the most appropriate channels to maximise their impact. Their award-winning work in this field has already seen them partner successfully with KPMG on the NHS Leadership Academy.

For the CSL curriculum, LEO has overseen the production of over 120 individual learning topics (all of which include some element of digital content). An important part of this activity has been to work with departments to understand their priority performance and learning needs, using this to inform each topic’s design.

The learning and development available through CSL has been custom-designed for the Civil Service in partnership with KPMG and a consortium of world-class learning specialists, including LEO, Mind Gym, Lane4, QA and The Open University.

Meet the consortium:

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Formed in 2000, Mind Gym looks to improve organisational performance by changing the way people think; combining psychology and rigorous research to deliver behavioural change. Its ambition is to transform the capabilities of people at work by changing attitudes and building belief.

The vehicle for doing this is a bite-sized learning approach, using a distributed (multi-media) learning programme to maximise the transfer of learning experiences back into the workplace.

With coaches delivering over 400 learning experiences every week, worldwide, Mind Gym has a track record of helping organisations to build a high performance culture, improve employee engagement and transform customer service. Within the CSL curriculum, it has a particular focus on working – and leading – during periods of change.

Since launching in 1995, Lane4 has become a leader in the field of organisational development, internal communications and engagement. Founded by Olympic gold medallist swimmer Adrian Moorhouse, business executive Adrian Hutchinson and leading performance psychologist Prof Graham Jones, it focuses on the overlaps between business, psychology and elite sport.

Lane4 believes that winning is not something which happens by chance. Through tailored interventions, it aims to transform business performance and promote real, long term change. Within the CSL curriculum, this means designing and delivering topics as diverse as leading effectively through ambiguity, conducting high quality conversations and engaging people through storytelling.

The name of the organisation comes from the fact that the fourth lane is given to the fastest qualifier for a swimming final; something which is supposed to give that swimmer a marginal – but crucial – advantage over their competitors. It was in the fourth lane that Adrian won his Olympic gold medal.

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From its formation in 1985, QA has grown to become the UK’s largest training provider, offering a wide-ranging portfolio of courses and services to develop organisations’ talent. It does this across the entire learning spectrum from apprenticeships and higher education through to vocational and professional learning.

QA improves capability by developing the business-critical skills of the people employed within an organisation. For the CSL curriculum, this means helping to deliver topics on digital leadership and project delivery – including ‘Agile Project Management’ (AMP), ‘Managing Successful Programmes’ (MSP) and PRINCE.

As well as delivering the Civil Service Fast Track apprenticeship, QA also offers Civil Service apprenticeships across digital, team leader and operational manager frameworks and an IT degree apprenticeship.

A well-known name on the UK educational scene, the Open University (OU) was established in 1969 and is now a world leader in delivering high quality online and distance education. Its track record of successfully delivering bespoke learning programmes includes the largest formal leadership programme in NHS history, which reached over 4,000 clinical and non-clinical staff.

To date, 2,400 employers, including 86% of FTSE 100 companies, have benefitted from placing staff on OU courses and bespoke programmes. OU currently offers 500 modules and 800 free OpenLearn courses, all underpinned by academic rigour, innovative educational technology and leading research.

For CSL, it has contributed digital learning activities for the leadership and management, policy and analytics components of the curriculum. OU is also involved in the provision of apprenticeships within the curriculum, using distance learning and technology enabled learning to allow employees to fit their apprenticeship around their work and personal commitments.

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Analytical Data, statistics and evidence; they all play a crucial role in government policy-making. Learn how to use them to maximum effect.

Commercial Find the best supplier, establish a contract, monitor performance and be more commercially aware. When you’re spending public money, these things are hugely important.

Customer service From mastering written communication through to perfecting your telephone manner, there are many facets to delivering excellent customer service. Dealing with awkward customers and complaints might prove challenging – but it’s also a critical skill.

Digital The Civil Service’s ambition to be ‘digital by default’ has implications for all of us, whether we’re brushing up on our own digital skills or introducing new digital innovations to the workplace.

Finance The world of finance can be daunting but it can never be ignored as the decisions we make can often have financial ramifications. Make better decisions by understanding how government finances work and how to manage a budget.

Leadership & management – Leadership development Periods of change in an organisation are when your leadership skills are tested to the full. Find out how to plan for change, how to engage your team members with that change and how to manage their reactions to it.

Leadership & management – Managing people From building effective teams and learning how to delegate through to managing poor performance and resolving team tensions – managing people can be a constant challenge. It can also be incredibly rewarding and is a critical part of improving efficiency and productivity.

Mandatory Certain topics are important, whatever your role within the Civil Service. Find out more about health and safety, diversity and inclusion and how to handle information responsibly. Some mandatory learning is used across government and some is specific to your department.

Other curriculum – Working essentialsA range of other topics are covered here, from well-being topics such as first aid to literacy and numeracy refreshers and even planning for your retirement.

Personal effectiveness We all like to maximise our impact and effectiveness at work. Find out how to be more assertive and to improve your powers of persuasion and influence. Brush up on your interview skills, find out about the dangers of unconscious bias or even take the chance to improve your own resilience and well-being at work.

Policy and working in governmentLearn about how the government operates and the mechanics of the EU. If you have a role in helping to develop public policy, make the most of this opportunity by learning about advising, briefing and drafting; policy design; the impact of behavioural insights and negotiating with influence.

Programmes (including Leadership & management)

Project delivery Learn about all the aspects of a Civil Service project from project planning and identifying customer requirements through to risk management and stakeholder engagement. There’s also the chance to study for various qualifications in project management.

Contents

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Topic index

A guide to: learning activity icons

A guide to: price bands

Contents

Map

Project delivery

Analytical

Leadership & management - Leadership development

Leadership & management - Managing people

Personal effectiveness

Other curriculum – Working essentials

Mandatory

Customer service

Finance

Digital

Project delivery

Policy and working in government

CommunicationsCareerdevelopment

Making an impact

Managing effectively

Recruitment and selection

Dealing with challenging

management situations

Buildingyour team

Enabling high performance

Working digitally

Using digital tools

MOT

Adapting to change

Leading peoplethrough change

The financial

cycle

Awareness of finance in

government

Evidence and

analysis

Systems and

complexity

Policy context, design and

implementation

Working ingovernment

Introduction to policy

Communicatingpolicy effectively

Policy framing

Health and safety

Pre-retirement Literacy Numeracy

Customerinsight

Delivering excellent

customer service

Handlingchallengingcustomers

and complaints

Continuousimprovementand quality

management

Communicatingeffectively with

customers

CommercialThe

commercial cycle

New manager

Step in to leadership

Crossing thresholds

Fast stream Experienced manager

Programmes (including Leadership

& management)

Positive action pathwayMSPAgile APM PRINCE2®

First aid

Curriculum Map

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Index

AnalyticalEvidence and analysis

Systems and complexity(coming soon)

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Evidence and analysis

Systems and complexity(coming soon)

Analysing evidence: effective collaboration

Quality of evidence, uncertainty and risk

Data and analysis

Map/Analytical

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Analysing evidence: effective collaboration

How to book

Anyone involved with designing public policy wants their policy to make a difference to society. Good policies need good ideas but, if they are to truly make a difference, they also need strong support in the shape of robust data, evidence and analysis.Evidence and analysis is therefore a critical component of the policy process and is used to assist with both policy formulation and implementation. By contrast, developing policy without any supporting evidence is decidedly risky. Thankfully, there are a whole range of analytical specialists who can help policy professionals determine whether suitable evidence can be found to support a particular policy recommendation.

Description This topic will introduce you to the benefits of evidence-based policy making as well as to the variety of sources from which that evidence can come. You’ll understand how evidence is collated and analysed and how best to present it.

To help build more collaborative and effective working relationships, you’ll find out about the many analytical professionals who operate within the Civil Service and even within your own department. From statistical sampling through to controlled trials, you’ll learn about the techniques and measures these professionals use as well as the limitations of the data they work with. This should be of value to any policy professional requiring an introduction to evidence and analysis, as well as to staff in operational, strategic and corporate functions.

What’s the outcome? After completing this topic, you’ll understand the fundamental principles of analysing evidence and the underlying assumptions that research

needs to be based upon. You’ll be able to work more effectively with your analytical colleagues and use evidence throughout the development of policies.

In turn, this will allow for a more robust appraisal of any competing policy options. The net result should be more high quality policy recommendations emerging as a consequence of analysts and policy professionals collaborating more effectively.

What does it involve? A short video and an online tutorial will introduce you to the value of working with both qualitative and quantitative data and the role the different analysts play. You’ll also consider the potential pitfalls you may be faced with.

Afterwards, you’ll be tasked with reviewing a recent evidence-based policy recommendation from your own department. In conjunction with the analysts who were involved with the project, you’ll consider how effectively evidence and analysis was used on that particular recommendation.

Estimated learning time:2 hours 30 minutes

Product code: AN1 www.civilservice.gov.uk/learning

Learning activities

0203 640 7985 [email protected]

Price bands: OA

Map/Analytical

https://civilservicelearning.civilservice.gov.uk/learning-opportunities/evidence-and-analysis

mailto:[email protected]

“One of the best courses I have attended. Very well delivered and strongly linked to outcomes at work.”Analytical / Analysing evidence: effective collaboration

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Quality of evidence, uncertainty and risk

How to book

Research and evidence are critical components of the decision-making process across all parts of the Civil Service, not just the policy profession. Civil servants have access to so many sources of information that knowing which ones are most useful and reliable can prove tricky. As we find ourselves surrounded by data, being able to apply a critical eye to its real value is becoming increasingly important. After all, the quality of data which underpins a decision or policy recommendation can be a significant consideration when assessing the risks associated with it.

DescriptionThis topic is designed to help build your confidence in assessing, compiling, assimilating, distributing, interpreting and presenting a strong evidence base. In practice, this means everything from choosing the most appropriate type of research method through to communicating the results in the most accessible form.

You’ll learn how not all evidence is valuable and will appreciate the damage which can be which can be caused by ambiguous or misleading evidence. As well as being introduced to tools and techniques for generating and presenting data, you’ll understand the implication that your own personal bias can have on the results.

This topic is primarily aimed at policy professionals but is also applicable to any civil servant who wishes to understand how evidence is analysed and used to support better decision making.

What’s the outcome?By completing this topic, you’ll understand the value in judiciously and conscientiously using the best available evidence to inform public policy. By making use of valuable and reliable data, you can help support better

What does it involve?After a short introductory video on the importance of evidence-based policy-making, this topic is delivered via an interactive, all day workshop. This will focus on how best to use the 4 primary sources of information; practitioner expertise, evidence from the local context, the best available research evidence and the perspectives of those most affected by a decision. You’ll also find out more about effective research methods, ranging from surveys through to randomised controlled trials (RCTs).

After the workshop, you will have a 90 minute task to complete back in the workplace. This will involve discussing a policy briefing or drafting requirement with your manager and then identifying the sources of evidence which are needed to support it.

decision making - meaning that time, money and effort won’t be wasted on policies or programmes that don’t, or won’t, work. In particular, this can be applied to learning the lessons of previous successful and unsuccessful policy or programme initiatives.


Learning activities



Price bands: OH CN

Map/Analytical

https://civilservicelearning.civilservice.gov.uk/learning-opportunities/quality-evidence-uncertainty-and-risk

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Data and analysis

How to book

Securing the best possible insights from available data can mean the difference between successful policy implementation and policy failure. This is no mean feat though, considering quite how much data is currently available to us.

The data explosion of recent years has, to a large extent, been driven by the availability of open data – i.e. raw data, openly available from sources both inside and outside government. Knowing how to analyse and use such data, as well as data from more traditional sources, is an important skill for any policy professional, as well as being able to communicate what that data tells us.

DescriptionThe ambition of this topic is not to turn policy professionals into data analysts. Instead, it is about giving them the confidence to effectively present the results of a piece of data analysis to decision makers. This will only come from understanding, and feeling comfortable with, the process for data collection and analysis.

It should allow middle and senior managers within the policy profession to act as an ‘intelligent’ customer; the intermediary who can both articulate data requirements to an analyst and communicate the results. Although primarily aimed at policy professionals, the topic content should be equally useful for other professional groups.

What’s the outcome?Being more comfortable with open data means you can help produce policy recommendations that are underpinned by better, more robust, data analysis. In turn, that should result in more accurate estimates of the cost implications of policy recommendations. And by improving the


way in which those policy recommendations are subsequently communicated, you can contribute to more effective decision-making across the Civil Service as a whole.

What does it involve?This topic features a 6 hour workshop in which you’ll explore why data, particularly open data, is used within policy development. You’ll explore the impact of data-driven policy making, find out how to plan a data analysis project and consider the privacy concerns which exist around data sharing and matching. There’s also the chance to conduct some simple analysis yourself, to create an interactive data visualisation and to consider how best to communicate your results.

After the workshop, there is a further task, which will take up to 2 hours, in which you will need to identify and evaluate an existing case study where data analysis was used to inform policy. As well as evaluating how this was done, you’ll also need to communicate your findings as if to a decision-maker.

Learning activities



Price bands: OX CO

Map/Analytical

https://civilservicelearning.civilservice.gov.uk/learning-opportunities/open-data-driven-policy-making


CommercialThe commercial cycle

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Commercial cycle (3): Procuring your solution

Commercial cycle (1): Setting the direction

The commercial cycle

Commercial cycle (4): Contract management

Commercial cycle (2): Shaping your approach

Commercial awareness

Map/Commercial

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Commercial awareness

How to book

There is no denying that the provision of public services is a big business. Like any big business, issues of commerciality – such as cost, value for money, procurement strategy or contract management – can never be ignored. For some of us, this can feel like a step into the unknown so this topic is designed to provide a basic understanding of the Civil Service’s main commercial priorities and insights into how to address them.

DescriptionThe first step towards becoming more commercially aware involves understanding the commercial cycle in which the government operates. You’ll be introduced to the different elements of that cycle and the terminology and processes which sit behind them. This will allow you to recognise the situations in which you should be requesting assistance from your specialist commercial and procurement colleagues.

Every civil servant has a role to play in the commercial cycle but this topic will be particularly relevant if you are part of a team that is considering new investments or starting a new programme or initiative.

What’s the outcome?Completing this topic will leave you better equipped to deal with commercial challenges and more confident when working with commercial experts. Knowing when you do (or don’t) need to call on specialist support from your colleagues will make your involvement in the commercial cycle even more effective.

What does it involve?You will begin with a short questionnaire to help you identify your own strengths and weaknesses in this area. This will be followed by a couple of short online tutorials and a case study discussion – with a commercial specialist – on commercial activity in both the public and private sectors. Afterwards, you’ll be given a case study of your own to analyse ahead of a final face-to-face tutorial.

A more commercially aware Civil Service will translate into more efficient delivery of public services. Similarly, if we can make best use of the commercial specialists within our organisation – by better understanding the role they perform – we should see improvements in terms of productivity and the value for money we get from government spending.


Product code: CN1 www.civilservice.gov.uk/learning


Learning activities

Price bands: OC CI

Map/Commercial

https://civilservicelearning.civilservice.gov.uk/learning-opportunities/commercial-awareness


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Commercial cycle (1): Setting the direction

How to book

Across the Civil Service, we are always looking for ways to improve public services. The commercial considerations of any new public policy or spending proposal can never be far from our minds. Not all of us are commercial experts though and plenty of pitfalls can lie in wait if we do not plan properly. Understanding the commercial considerations of your decisions will help you to do this effectively.

DescriptionThis topic will introduce you to the commercial aspects of designing public policy and services. You’ll learn about the commercial models which can be used to deliver public services and how to collaborate with commercial experts. Procurement, delivery and risk transfer are all important considerations as these will be factors in deciding whether to create a product or service in-house or to buy it from a supplier.

This topic is suitable for non-commercial professionals, at any grade, who are designing new services or are directly impacted by policy changes. It is also applicable to managers looking to refresh or enhance their commercial design skills.

What’s the outcome?After completing this topic, you’ll understand the value of combining comprehensive business planning, commercial acumen and the Civil Service’s buying power. By being more commercially aware, you will be able to help deliver new public services in the most effective way.

What does it involve?This topic features a blend of learning activities, including videos, self-assessments and 3 online tutorials. The tutorials will help you to understand your requirements, how government can harness its purchasing power in the market and the benefits of working with commercial teams when making strategic decisions. The topic will also take you through a worked example in the form of a case study.

These self-study activities should last around 2 hours and 45 minutes in total. Once these are completed, you’ll attend a 2 hour facilitated workshop. During this workshop, you’ll have the chance to reflect and build upon what you’ve learnt from the case study. 0203 640 7985

[email protected]


Product code: CM2 www.civilservice.gov.uk/learning

Learning activities

Price bands: OH CN

Map/Commercial

https://civilservicelearning.civilservice.gov.uk/learning-opportunities/commercial-considerations-design-stage

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Commercial cycle (2): Shaping your approach

How to book

Turning government policy into a commercial reality often means engaging with suppliers. Identifying and securing the ideal supplier is never easy though. An understanding of how the market works will be critical in delivering the best possible deal for the taxpayer. You’ll need to work hand in hand with your commercial team to turn your requirements into a sourcing strategy.

DescriptionThis topic will introduce you to the different factors you’ll need to consider when securing a supplier. You’ll find out about different supplier models and the value of getting your supplier identification strategy right. You’ll look at how market dynamics and behaviours can affect the way a deal is structured. Bring all this together and you’ll be able to work with your commercial team to source a supplier that will be able to meet your needs.

This topic is ideal for non-commercial professionals, at any grade, who are working with external suppliers. It is also applicable to managers looking to refresh or enhance their sourcing strategy skills.

What’s the outcome?Having a better understanding of how to work effectively with suppliers will turn the Civil Service into a more intelligent buyer of goods and services. By optimising the structure of your supplier arrangements and collaborating closely with your commercial colleagues, you can secure

What does it involve?This topic features a blend of learning activities, including videos that demonstrate the importance of this stage of the commercial process, self-assessments and 3 online tutorials. The tutorials will help you to understand the various commercial models that can be used across government, what drives suppliers to bid and how you can appropriately transfer risk. The topic will also take you through a worked example in the form of a case study.

These self-study activities should last around 2 hours and 45 minutes in total. Once these are completed, you’ll attend a 2 hour facilitated workshop. During this workshop, you’ll have the chance to reflect and build upon the main learnings from the case study.




the best possible return on your department’s supplier spending – and deliver improved public services.

Learning activities

Price bands: OH CN

Map/Commercial

https://civilservicelearning.civilservice.gov.uk/learning-opportunities/commercial-commissioningstrategic-sourcing

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Commercial cycle (3): Procuring your solution

How to book

There are many factors to consider when pursuing a commercial arrangement with partners outside of the Civil Service – such as having an appropriate contract in place. As well as helping the Civil Service to manage risks within the supply chain, contracts are a critical component in the efficient delivery of public services. Therefore, understanding what is required in a contract, and why, before it is signed is hugely important.

DescriptionThis topic will provide you with an insight into procurement procedures and how commercial contracts are developed. Public sector procurement law plays a significant part in this process so you’ll learn the basic principles, finding out what you can and cannot do. You’ll also learn about the role played by commercial experts, enabling you to collaborate with them more effectively.

The learning activities contained within this topic make it suitable for non-commercial professionals, of all grades, who are working with external suppliers to deliver services. It is also applicable to managers wanting to refresh or enhance their sourcing strategy skills. Ideally, all candidates will have already completed the ‘Commercial awareness’ topic.

What’s the outcome?An efficient procurement process results in the Civil Service getting better value for money from the products and services it buys. Working hand in hand with your commercial colleagues, you will play an important part in that process. Armed with a knowledge of market

What does it involve?This topic features a blend of learning activities, including videos, self-assessments and 3 online tutorials. The tutorials will help you to understand relevant procurement procedures and rules, how to work with the commercial profession to narrow your specifications and how to engage with the market. Furthermore, the topic will take you through a worked example in the form of a case study.

These self-study activities should last around 2 hours and 45 minutes in total. Once these are completed, you’ll attend a 2 hour facilitated workshop. During this workshop, you’ll have the chance to reflect and build upon what you learnt from the case study.




engagement, pricing models and performance management, you’ll be able to take a more commercially aware approach when working with the commercial profession to procure a service or product.

Learning activities

Price bands: OH CN

Map/Commercial

https://civilservicelearning.civilservice.gov.uk/learning-opportunities/whats-contract

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Commercial cycle (4): Contract management

How to book

There’s more to the commercial process than simply finding the right supplier and having an appropriate contract in place. Suppliers need to be managed to ensure they deliver maximum value. Building effective relationships with the supplier is just as important as the way in which contract performance is monitored and assessed. Getting this right ultimately means improving public services and getting the best possible value for money.

DescriptionThis topic is designed to improve your understanding of how to manage contract performance and build good supplier relationships. You’ll learn how best to collaborate with your commercial experts, working together to manage risks and issues within the contract management lifecycle. This should prevent any problems escalating to the point at which more formal interventions are required.

The learning activities within this topic are aimed at civil servants outside the commercial profession, but who are involved in the delivery of public services and outcomes through suppliers. They will help you take a more informed approach to supplier management and provide insights into how commercial decisions are made.

What’s the outcome?Completing this topic means you’ll understand the basics of contract management and will be alert to the early signs of contracts going wrong. You will be able to collaborate more effectively with the various experts whose input will help you to manage the contract. By knowing how best to proactively manage supplier relationships, you’ll be able to secure excellent performance and value for money from your suppliers.

What does it involve?This topic starts with a short animation and self-assessment. This is followed by short videos from speakers in the National Audit Office, Public Accounts Committee and various government departments on important aspects of contract management.

Three online tutorials follow, introducing you to the fundamentals of managing contracts. You’ll also look at the governance required to effectively manage supplier relationships and contracts, including how contracts can be changed or even terminated.

Case studies and a further assessment follow, before you apply what you have learned to a number of typical commercial challenges. Having considered how these may be relevant to you, you’ll have the chance to share and reflect on your views in a 2 hour workshop, facilitated by a commercial subject matter expert. The workshop will be based on the case study but will also give you the opportunity to ask questions about the topic as a whole.




Learning activities

Price bands: OG CM

Map/Commercial

https://civilservicelearning.civilservice.gov.uk/learning-opportunities/how-suppliers-are-managed

mailto:support%40civilservicelearning.uk%20?subject=

Customer serviceCommunicating effectively with customers

Delivering excellent customer service

Customer insight

Handling challenging customers and complaints

Continuous improvement and quality management

Map

16

Verbal communication

Written communication

Communicating effectively with customers


Customer insight



Introduction to communicating effectively

Map/Customer service

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Introduction to communicating effectively

How to book

There are so many ways we can communicate with our customers today – face-to-face, by phone, online or by email – yet the basic skill of knowing how to communicate effectively underpins them all. As well as providing you with techniques for improved communication, this topic will encourage you to think about your audience’s specific needs and how your communication skills can help satisfy those needs.

DescriptionOur ability to influence people is directly related to our ability to communicate. However, effective communication isn’t just about talking or writing. Being an effective listener is just as important. Within this topic, you’ll find out about “active” listening and how this can lead to more productive conversations. You’ll also learn how to plan and structure communications in order to ensure a successful outcome. Such outcomes will involve you understanding your customer’s needs, communicating the relevant information appropriately and helping them to help themselves.

If you are in a customer-facing role, this topic provides a strong grounding in the principles of effective communication and how they translate into positive customer interactions.

What’s the outcome?By the end of this topic, you will have a better understanding of the impact that effective communication can have. Plus, in acknowledging that not every conversation can be an easy conversation, you’ll learn

What does it involve?This topic begins with a short questionnaire, allowing you to assess your own communication skills. Three online tutorials will then introduce you to techniques for active listening and communicating more effectively, whether that be face-to-face or remotely. These are followed by an active listening check and two tasks on assessing your team’s communications and the impact of unconscious bias.

All learning activities take no longer than 15 minutes each, allowing you to fit them around your day-to-day work. Afterwards, you’ll revisit the self-assessment of your communication skills and implement a plan for deploying the skills you’ve developed.



Product code: ITCE www.civilservice.gov.uk/learning

how to communicate complex or challenging messages with greater ease and influence. If we can improve the way in which we communicate with our customers - allowing us to better understand their requirements - our ability to deliver the services expected of us should also improve. As a direct result, we should see an increase in our customer satisfaction ratings.

Learning activities

Price bands: OA


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/introduction-communicating-effectively

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Verbal communication

How to book

Our ability to talk to other people, either in person or over the phone, is something we tend to take for granted. However, there is a real skill in making these conversations as productive as possible. Whether the end result is improving our understanding of the other person or delivering complex messages with ease, this is about communicating with impact.

DescriptionThis topic is designed to provide you with the most effective techniques for verbal communication, showing you how to plan and structure individual conversations to get the most out of them.

This means considering points such as crafting a compelling message, building rapport and how even the inflection of your voice can affect the outcome of a conversation. You’ll be shown how to adapt your communication style as a situation dictates, alongside the value of active listening and effective questioning.

What’s the outcome?You will become a more purposeful communicator, able to plan and structure conversations to get your message across with clarity and enthusiasm. Your verbal communication style will become more flexible, adapting to the diverse needs of the different customer groups you’re likely to encounter.

What does it involve?The bulk of this topic is delivered in a 3 hour workshop, featuring a mix of group and individual exercises. Having been introduced to several tools and frameworks for effective verbal communications, you’ll have the chance to practise applying these in some real-life scenarios.

After the workshop, you’ll have the opportunity to work with a colleague to review one of your own customer conversations.



Product code: CS4 www.civilservice.gov.uk/learning

Learning activities

Price bands: OE CJ


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/verbal-communication

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Written communication

How to book

There is a real skill in using the written word to get your message across effectively and with impact. Written communication is usually received at a distance, so there’s no second chance to explain what you meant if it wasn’t immediately clear. This topic will help you hone your writing skills to communicate with authority and deliver complex messages with ease.

DescriptionGetting our communications right first time can save time and money. It can also reassure our customers, clarify points of uncertainty or trigger a desired response from them. This topic is therefore designed to provide you with the most effective techniques for communicating in writing.

You’ll be encouraged to consider what your customers (or colleagues) want or need and how this might affect the structure of your written communications. You’ll also be shown how to craft a compelling message and how to adapt your writing style to different situations.

What’s the outcome?You will become a more purposeful communicator, able to use the written word to greater effect and get your message across with clarity and enthusiasm. Your written communication style will become more flexible, adapting to the diverse needs of the different customer groups you’re likely to encounter.

What does it involve?The bulk of this topic is delivered in a 3 hour workshop. Having been introduced to various techniques for creating engaging written communications, you’ll have the chance to practise those techniques in some real-life scenarios.

After the workshop, you’ll have the opportunity to work with a colleague to review one of your own written communications to a customer.




Learning activities

Price bands: OE CJ

Map/Customer service /

https://civilservicelearning.civilservice.gov.uk/learning-opportunities/written-communication

“I went to a similar workshop three years ago but found this one to be far superior. It was presented well, which made it engaging and interesting.”Customer Service / Written communication

MapCustomer service /

21

Supporting vulnerable customers

Pursuing customer service excellence

Going the extra mile for your customer



Customer insight


Engaging effectively with customers

Introduction to delivering excellent customer service



22

Engaging effectively with customers

How to book

Customer service can often be thought of as a reactive task: dealing with queries and complaints when they arise. Engaging effectively with customers is just as much about understanding, identifying and anticipating their needs and ensuring that their overall experience is as positive as possible.

That experience is at the heart of the ‘customer journey’ that we hear so much about. If you are in a customer-facing role, it’s important to consider the part you play in that journey. This can entail anything from identifying the needs of customer groups and dealing with customer queries through to supporting customers with up-to-date information and providing technical guidance.

DescriptionThis topic will introduce you to a range of skills which can be used to deal with different customer groups and situations, showing you how to take appropriate action. You’ll also learn how to use customer feedback to help improve the services we offer.

This topic should be of interest if you have just started in a customer-facing role or are in need of a quick knowledge refresh. It may also be applicable if you’re in a department which now requires all staff to become more customer-focused or if you’ve taken on management responsibility for a customer-facing team.

What’s the outcome?After completing this topic, you will be able to apply the latest customer service principles, helping you to resolve customer service issues and support your customer throughout their journey.

What does it involve?This topic begins with a 15 minute questionnaire to assess your strengths and weaknesses in this area. You will then move on to a 3 hour workshop, focused on identifying who your customer is and what their needs are. You’ll be introduced to the core skills and capabilities for building customer relationships. Finally, you will conclude with an online activity on identifying customer types and tailoring communications accordingly.


Estimated learning time:5 hours


Improved customer satisfaction ratings, coupled with fewer customer complaints, should demonstrate that the Civil Service is delivering excellent customer service. Fewer complaints will also benefit the organisation financially while improved ratings will confirm that the Civil Service is serious about delivering a top-class customer experience.

Learning activities

Price bands: OE CJ


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/engaging-effectively-customers-working-level

23

Going the extra mile for your customer

How to book

Understanding the best techniques for communicating and liaising with our customers is hugely important, but so too is the establishment of a customer-focused mindset which influences how we think and act at all times. That relentless focus translates into going the extra mile for customers and delivering an excellent service. Demonstrating a willingness to help the customer at all points in their customer journey is what helps transform good customer service into excellent customer service. At an individual level, that means improving your customer engagement and creating a supportive environment for customers.

DescriptionThis topic is aimed at people who have already learned the fundamentals of customer service. You may have already completed the previous ‘Introduction to delivering excellent customer service’ topic, for example.

During the learning activities, you will have the opportunity to further develop some of your existing customer handling skills. You will also spend time thinking about what excellent customer service looks like from the customer’s perspective and how you need to think and behave in order to deliver that service.

What’s the outcome?This topic should help you to improve the level of customer service and satisfaction which you provide; moving from good to excellent. Across the Civil Service, better customer service should lead to fewer complaints and improved satisfaction ratings.

What does it involve?Two hours of learning activities are included in this topic, featuring a mix of 2 online tutorials, an animation, a short quiz and a reflective task. Throughout these, you’ll consider what you can do to deliver excellent customer service and how to demonstrate a willingness to support your customer. Afterwards, there will be an opportunity to create an action plan for taking what you’ve learned and applying it back in the workplace.



Product code: GXM0716KP www.civilservice.gov.uk/learning

However, this is also about learning to better understand your customer – what motivates them and what they’re looking for in terms of service. Being able to identify different customers’ needs should also allow you to identify ways in which your team can improve the service they offer.

Learning activities

Price bands: OA


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/going-extra-mile-your-customer

24

Introduction to delivering excellent customer service

How to book

Receiving excellent customer service tends to leave a lasting impression, turning a good customer experience into a great one. That’s why it is so important to understand the basics of providing excellent customer service.

Within the Civil Service, many of us might not think of ourselves as being in a formal customer service role. However, if we interact with users of public services, even on just an occasional basis, we should have an understanding of the fundamental principles of delivering excellent customer service.

DescriptionAs well as introducing you to those customer service fundamentals, this topic also encourages you to explore your own current approach to customer service. Once you’ve established that, you can then examine how it could be improved.

This makes it ideally suited for people who are new to a customer-facing role or who work with the public but have not yet undertaken any formal training in the core customer service concepts. Alternatively, you may have recently taken on management responsibility for a customer-facing team or are simply in need of a quick knowledge refresh.

What’s the outcome?This topic will demonstrate the positive impact that excellent customer engagement can have on your customers as well as the value it can create for the Civil Service as a whole.

What does it involve?This topic begins with a short questionnaire to help you identify your strengths and weaknesses in this area. This will be followed by a series of online activities focused on identifying the needs of your customer, emotional intelligence and treating diverse customers with respect. All of these activities are kept deliberately short to fit around your work schedule. The topic concludes with tasks on tailoring customer communications and improving customer service.


Estimated learning time:1 hour 30 minutes

Product code: IDCS www.civilservice.gov.uk/learning

You will be able to apply the latest customer service principles, helping you to resolve customer service issues and to support your customer throughout their customer journey. You’ll also be ready to move on to other, related topics such as ‘Going the extra mile for your customer’ and ‘Engaging effectively with customers’.

Learning activities

Price bands: OA


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/introduction-delivering-excellent-customer-service

25

Pursuing customer service excellence

How to book

There are two critical components in the delivery of excellent customer service. On the one hand, there are the skills and techniques required to turn every interaction into a pleasant experience for your customer. On the other hand, there is the mindset of continual self-improvement which helps push the boundaries of what excellent customer service looks like. While the related ‘Going the extra mile for your customer’ topic covers the first of those two points, this topic focuses on the latter. It will encourage you to think about what excellence means for your team and your role, as well as reinforcing how the pursuit of excellence is a process of continual improvement which never really ends.

DescriptionThis topic is aimed at experienced customer-facing staff of all grades who are already well versed in the principles and practise of providing great customer service. It aims to stretch and challenge you by looking at how to solve complex customer service issues and raise the service performance of your teams. It will also show you how to maintain your professional development by coaching yourself and maintaining accountability.

By sharing experiences with – and learning from – fellow professionals, there is a real focus on self-improvement as well as the role you may be able to play in mentoring and coaching others.

What’s the outcome?You’ll be able to assess the customer service provided by you and your team against current best practise and identify possible areas for improvement. Armed with a host of new ideas, you’ll be able to establish plans for making those improvements. You’ll make specific commitments

What does it involve?During the course of a 3 hour workshop, you’ll discuss the tools required to continue improving your customer service mentality in a challenging environment.

A couple of preparatory online activities precede this workshop. These will prompt you to consider your personal definition of customer service excellence. You’ll also need to agree with your manager on a specific customer service issue to be worked through during the workshop.



Product code: DE0716MG www.civilservice.gov.uk/learning

to the next steps required for your own improvement, as well as that of your team as you help them to continually deliver excellence. By forming a network with your fellow participants, you’ll be able to remain in contact and provide support to each other.

Learning activities

Price bands: OH CP


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/pursuing-customer-excellence

26

Supporting vulnerable customers

How to book

It is important to be aware that not all customers are the same. For example, customers who are vulnerable or disabled may have additional needs. Delivering excellent customer service to these customers may require you to adapt your customer service style. On occasion, dealing with vulnerable customers can be demanding or stressful, so managing your own wellbeing becomes increasingly important.

Description This topic will help you consider the types of vulnerable customers you may encounter in your role and the additional skills you need to deal with them. You’ll learn how to adapt how you currently operate to improve the experience of customers who need extra support (including those at risk). This includes being introduced to practical skills for working with customers who self-harm or are suicidal.

Working with vulnerable customers can become an overwhelming experience. You’ll therefore be introduced to techniques for managing the stress associated with this kind of work and strategies for taking care of your own wellbeing.

What’s the outcome? Completing this topic will remind you that the core principles of providing excellent customer service remain the same, regardless of who the customer is. This means developing productive relationships, identifying problems customers may not even know they had and demonstrating a constant willingness to help the customer, based on their needs. Doing this successfully will improve customer satisfaction and reduce customer complaints.

The learning activities you undertake will help you stay true to these core principles in the context of a more personally challenging customer environment.

What does it involve?The learning activities start with a short video that defines what a vulnerable customer is and a task to identify which vulnerable customer types you currently engage with. Two online tutorials follow, covering the fundamental skills needed to engage with vulnerable customers, which will serve as an introduction or refresher, depending on your level of experience. There is also a workbook, containing activities on how best to maintain your personal wellbeing.

The importance of wellbeing is further explored in a 4 hour 30 minute workshop which will provide practical help and support for establishing effective self-care into your daily routines. This includes managing your own stress and building a personal support network. The topic ends with tasks on dealing with at-risk customers.



Learning activities


Price bands: OD CJ


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/supporting-vulnerable-customers


27

Managing quality

Continuous improvement and quality managment

Continuous improvement and Lean

Introduction to continuous improvement and quality management


Customer insight




28

Continuous improvement and Lean

How to book

Regardless of geography or industry, organisations worldwide are looking to identify and eliminate those ‘wasteful’ activities which would otherwise divert their time and resources from more valuable, useful work. This process lies at the heart of continuous improvement. Over the years, several schools of thought have emerged which define the fundamental principles of continuous improvement. One popular example is lean; a concept first deployed by Japanese manufacturers to make production processes smoother and more cost-efficient. Whether it’s called lean, Six Sigma, re-engineering or process improvement, much of the thinking, the tools and the approaches remain the same. They all now feature in most organisations’ quest for continuous improvement.

DescriptionBuilding on ‘Introduction to continuous improvement and quality management’, this topic provides you with a more detailed insight into continuous improvement techniques. It will demonstrate how a collaborative team effort to systematically remove waste can lead to improved performance, making this topic ideal for senior customer-facing staff and managers.

During the learning activities, you’ll see how the core principles can be applied to customer processes to eliminate eight different kinds of waste – time, inventory, motion, waiting, over-production, over-processing, defects and skills.

What’s the outcome?Completing this topic will leave you with a basic understanding of the methodology, thinking and tools used within continuous improvement. Equipped with a number of continuous improvement techniques, you will be able to review your team’s performance. You’ll be able to address specific aspects of their work and make small changes to day-to-day work processes if required.

What does it involve?This topic, aimed at senior customer-facing staff and managers, is delivered in a 2 day workshop. It provides a comprehensive overview of continuous improvement principles and their application in a customer service environment. It highlights how, more often than not, failing to meet customer expectations is related to deficiencies in systems and processes, rather than people.

This practical workshop will allow you to participate as a team member on a process improvement project. After the workshop, there will also be a short assignment, encouraging you to apply the techniques you have learned back in the workplace.


Estimated learning time:2 days

Product code: CIL0716QA www.civilservice.gov.uk/learning

You will also be able to articulate and promote the business case for lean and the other individual schools of thought, highlighting the important role they can play in the pursuit of continuous improvement.

Learning activities

Price bands: OX CN



https://civilservicelearning.civilservice.gov.uk/learning-opportunities/continuous-improvement-and-lean

“This was great - good pace, knowledgeable trainer and lots of practical activities. It exceeded my expectations and I would recommend it to other managers.”Customer service / Continuous improvement and Lean

MapCustomer service /

30

Introduction to continuous improvement and quality management

How to book

The desire to continually improve levels of customer service flows through any public-facing organisation like the Civil Service. Several factors contribute significantly to this, including understanding what quality really means (and how to improve it) and eliminating the wasteful activities which may prevent us from delivering a quality service. This topic will introduce you to the concepts behind continuous improvement and show how they can be used to improve both our customer service and our own working environment.DescriptionUnderstanding what quality means in a service environment is an important first objective within this topic. From there, you will begin to investigate the processes for managing quality and how to apply basic continuous improvement techniques to improve the levels of quality in everything we do.

Part of this involves identifying (and eliminating) wasteful activity – unnecessary work which delivers no value to our customers – which gets in the way of delivering a quality service.

What’s the outcome?By the end of this topic, you’ll be able to recognise the benefits of implementing and maintaining a culture of continuous improvement and be able to promote such a culture in your workplace. You’ll also have a better understanding of the seven most common sources of waste – things like over-production, over-processing and waiting – and how to combat them.

What does it involve?The majority of this topic is delivered by some pre-reading on what quality is and how we measure it, followed by two online tutorials, focusing on waste, continuous improvement and problem solving. Subsequently, you will have the chance to create an action plan with your line manager to apply what you’ve learned in the workplace.




As an organisation, a culture of continuous improvement will allow us to improve our customers’ experience by simplifying customer interactions and enhancing the service we offer.

Along the way, we should also be able to increase productivity, become more efficient and reduce costs – all through the gradual elimination of wasteful activities.

Learning activities

Price bands: OA


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/introduction-continuous-improvement-and-quality-management-0

31

Managing quality

How to book

When talking about customer service or continuous improvement, the word “quality” is used time and time again. But what does “quality” really mean in a service environment? What does it look like and how can it be measured and maintained? All of these questions – and more – need to be addressed. If not, any discussions around what it means to establish and manage a quality service can be rendered meaningless.

DescriptionQuality can be defined as a service or product that is considered fit for purpose and satisfies customers’ expectations, needs and future requirements. This topic reminds us of the importance of determining what quality means in the eyes of our customers – and then measuring our performance against those expectations.

This topic is intended to help you improve your team’s customer service by using quality management tools that ensure the best possible customer experience. It is designed for customer-facing staff and managers, although it will also be applicable to anyone looking to enact continuous improvement within their departments.

What does it involve?This topic includes 45 minutes of online tutorials, covering what we mean by quality, different perspectives on quality and how to achieve and measure it.

Afterwards, there is a short task, encouraging you to reflect on the quality on display within your own team and to apply what you have learned to improve that quality still further.


Estimated learning time:1 hour

Product code: MG0716KPwww.civilservice.gov.uk/learning

What’s the outcome?Upon completing this topic, you’ll understand how actively managing the quality of what goes on around you can help improve your customers’ experience. Having been shown how to implement quality management processes and procedures, you’ll also have a clearer understanding of the cost of not applying these methods. In addition, being able to measure quality will provide you with a benchmark against which you and your team can look to continually improve.

Learning activities

Price bands: OA


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/managing-quality-0

32

Customer insight

Customer insight






33

Customer insight

How to book

Any successful organisation knows what makes its customers tick. In-depth research to generate customer insight is now undertaken with scientific rigour. Within the Civil Service, that insight can be used to refine today’s services and to design the services of tomorrow. You may not currently collect or analyse customer insight data as part of your job, but knowing how insights are gathered and applied will help you to understand the role that you could play within this process.

DescriptionThis topic will introduce what we mean by customer insight and how we collect, analyse and use it. Learning about the theory and the practise will reveal how customer insight is used to improve the service you provide.

By the end, you’ll know about different research methods and when they are used. The learning activities will show you how the information that is gathered is checked for validity, accuracy and bias. In addition, you’ll see how that information is interpreted and analysed and what you can do to help in that process.

What’s the outcome?Armed with a better understanding of customer insight, you can use this to identify possible service improvements within your department. Refining our services in this way will result in improved customer satisfaction ratings.

What does it involve?You’ll begin by exploring, via online case studies, how customer insight is used in service delivery. You will also have the chance to discuss with your manager how this topic relates to your role.

Three online tutorials will then follow, demonstrating how information is gathered and interpreted and how conclusions are drawn. You’ll then learn how to develop and test hypotheses so that you can help improve the service you offer to customers.

Each tutorial lasts around 15 minutes. Afterwards, you’ll have the chance to design and test your own hypotheses so you can help to improve your organisation’s customer service offering.




Learning activities

Price bands: OB


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/customer-insight-0

34

Handling challenging customers and complaints in different ways – face to face

Handling challenging customers and complaints in different ways – telephone

Handling challenging customers and complaints in different ways – writing

Handling complaints

Handling challenging customers





Customer insight


35

Handling challenging customers

How to book

When you work in a customer service environment, dealing with challenging customers is part of the job. However, some customers can be far more challenging than others. They may be persistently demanding or unreasonable. Such interactions can become emotional and may quickly spiral out of control. There is a skill in knowing how to address such situations. This involves anticipating when a conversation may become challenging and understanding how to avoid making the situation worse.

DescriptionThis topic will show you how best to deal with challenging customers. It is not strictly about managing or resolving their specific complaint – this is covered by other, related topics. Instead, this is about recognising when something is a problem from the customer’s point of view and under-standing how certain types of customer behaviour may only aggravate the situation.

You’ll learn how to spot the types of customers who may become challeng-ing to deal with and you’ll look at strategies for reducing the chances of further difficult conversations occurring in the future.

What’s the outcome?Completing this topic will provide you with a solid understanding of challenging customer behaviour, and maximise your chances of securing a successful and conflict-free outcome. You’ll be able to recognise a problem

What does it involve?This is an online topic, featuring 3 online tutorials that last 40 minutes in total. These will introduce you to what is meant by a challenging customer and the kind of behaviours that you may find most challenging. There is also the chance to consider a customer service scenario and the ways in which it could have been handled differently in order to avoid conflict. Afterwards, you’ll develop a best practice checklist and reflect upon your own behaviour after a difficult interaction. Finally, you’ll produce an action plan for transferring what you have learned back into the workplace.


Learning activities

from what a customer says or does. What you learn will equip you to handle difficult and emotional conversations and be able to tailor your own behaviour accordingly.



Price bands: OB


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/handling-challenging-customers


36

Handling challenging customers and complaints in different ways – face to face

How to book

Dealing with a difficult, angry, distressed or rude customer in a face to face situation can be a challenging experience. The way a customer perceives your answers or even just the tone of your voice can make an already difficult situation worse. In extreme cases, there’s the possibility of the other person becoming aggressive and threatening. Knowing how to handle such behaviour is an important part of providing excellent customer service.

DescriptionBuilding on ‘Handling challenging customers’ and ‘Handling complaints’, this topic explores in detail how to manage challenging face to face conver-sations. This isn’t always about people being rude or abusive. Customers might prove challenging because they are hard to understand, indecisive or distressed. Whatever the reason for their behaviour, you’ll learn how to respond assertively and professionally.

This will include establishing a strategy for handling emotional and confron-tational customers. You’ll learn to be more aware of the effect your actions can have on a situation. For example, you’ll consider how your own typical response to stress can influence how a conversation progresses.

What’s the outcome?Completing this topic will help you remain positive and professional, regardless of how your customer is acting towards you. You’ll know how to take appropriate action when things go wrong, and you’ll have a better understanding of why these situations arise. This will help you to provide an improved customer service where each of your conversations responds to an individual customer’s needs at the first time of asking.


Learning activities



What does it involve?This topic starts with several online learning activities, packaged into a single workbook. This contains an assessment of your preferred method for dealing with conflict and an introduction to techniques for regaining control of a conversation, engaging a challenging customer or calming an aggressive one. Completing the workbook will take about 2 hours and this can be done in bite-sized sections, fitted into your daily routine.

You’ll then move on to a 3.5 hour workshop, during which you’ll have the chance to build on what you learned when completing the workbook. Finally, you’ll develop an action plan for transferring what you have learned back into the workplace.

This topic contains the same workbook as ‘Handling challenging customers and complaints in different ways – telephone’. If you work with customers face to face and on the telephone, choose the topic that covers the majority of your customer interactions. You will not need to study both topics. Price bands: OD CJ


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/handling-challenging-customers-complaints-different-ways-face-face


37

Handling challenging customers and complaints in different ways – telephone

How to book

Dealing with a difficult, angry, distressed or rude customer on the telephone can be a challenging experience. The way a customer perceives your answers or even just the tone of your voice can make an already difficult situation worse. There’s also the possibility of the other person hanging up before a resolution can be found or even, in extreme cases, becoming aggressive and threatening. Knowing how to handle such behaviour is an important part of providing excellent customer service.

DescriptionBuilding on ‘Handling challenging customers’ and ‘Handling complaints’, this topic explores in detail how to manage challenging conversations over the phone. This isn’t always about people being rude or abusive. Customers might be challenging because they are hard to understand, indecisive or even distressed. Whatever the reason for their behaviour, you’ll learn how to respond assertively and professionally.

This will include establishing a strategy for handling emotional and confrontational customers. You’ll learn to be more aware of the effect your actions can have on a situation. For example, you’ll consider how your own typical response to stress can influence how a conversation progresses. Plus, you’ll find out what you should do if a customer hangs up on you.

What’s the outcome?Completing this topic will help you to remain positive and professional, regardless of how your customer is acting towards you. You’ll know how to take appropriate action when things go wrong, and you’ll have a better understanding of why these situations arise. This will help you to provide an improved customer service where each of your conversations responds to an individual customer’s needs at the first attempt.


Learning activities



What does it involve?This topic starts with several online learning activities, packaged into a single workbook. This contains an assessment of your preferred method for dealing with conflict and an introduction to techniques for regaining control of a call, engaging a difficult customer or calming an aggressive one. Completing the workbook will take about 2 hours and this can be done in bite-sized sections, fitted into your daily routine.

You’ll then move on to a 3.5 hour workshop, during which you’ll have the chance to build on what you learned when completing the workbook. Finally, you’ll develop an action plan for transferring what you have learned back into the workplace.

This topic contains the same workbook as ‘Handling challenging customers and complaints in different ways – face to face’. If you work with customers face to face and on the telephone, choose the topic that covers the majority of your customer interactions. You will not need to study both topics.

Price bands: OD CJ


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/handling-challenging-customers-complaints-different-ways-telephone


38

Handling challenging customers and complaints in different ways – writing

How to book

Although electronic forms of communication may have superseded the traditional pen and paper approach, the ability to use the written word to full effect remains just as important as it ever was. In a customer service environment, communicating effectively by email or by letter is a critical part of being able to resolve challenging customer queries and complaints.

DescriptionBuilding on ‘Handling challenging customers’ and ‘Handling complaints’, this topic explores in detail how to manage challenging and dissatisfied customers in writing. You’ll be able to improve your writing skills, helping you respond to written customer queries in a positive and professional manner. This isn’t just about writing tips and techniques though. There’s the opportunity to consider how people react to written communications and the difference that your response could make. You’ll also take time to consider the context and motivation for a particular complaint, as understanding why it has arisen can help you formulate the most appropriate response.

What’s the outcome?By providing the best possible written response the first time, you can reduce the likelihood of customers needing to get in touch again or feeling that their complaint was not properly addressed. You will develop a more in-depth understanding of how to handle difficult written conversations with customers and be able to tailor your communications to meet an individual customer’s needs.


Learning activities



What does it involve?This is an online topic, featuring two online tutorials in which you’ll be given plenty of practical advice for handling difficult issues in writing. You’ll also investigate the different ways in which people might respond to your writing. There will be exercises to practice your own written response in a test situation and a further exercise to collect examples of what you and your team might consider to be excellent written communications. The latter is a chance to see whether you can identify the techniques that the writer has employed. At the end, you’ll develop an action plan for transferring what you have learned back into the workplace.

Price bands: OA


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/handling-challenging-customers-and-complaints-writing-pilot


39

Handling complaints

How to book

For anyone in a customer service environment, dealing with complaints is a fact of life. Delivering excellent customer service includes being able to spot early signs of dissatisfaction and acting before these become something more serious. A well-managed customer interaction can prevent a dissatisfied customer from feeling their only recourse is to trigger a formal complaint process. Complaints are an opportunity for taking positive action and for engaging with customers, taking the time to understand the person, not just their complaint. They help us improve services for the future.

DescriptionThis topic will show you how to manage both complaints and the people who make them. It does not focus on the formal complaints procedure. Instead, it shows you how to identify customer dissatisfaction at an early stage, how to handle that dissatisfaction and to recognise when it does need to trigger a formal complaint.

This means learning why customers complain and how to clarify exactly what lies at the heart of their complaint. You’ll also investigate what options are available to you for resolving the situation, ideally without having to resort to more formal complaint handling procedures.

What’s the outcome?After completing this topic, you’ll have a broader understanding of what motivates a dissatisfaction customer’s behaviour. By learning how best to handle customer dissatisfaction, before it becomes something more

What does it involve?This is an online topic, containing 3 online tutorials, lasting 45 minutes in total. These show you how to recognise and handle dissatisfied customers as well as introducing you to negotiation techniques for dealing with dissatisfied customers. There are also 2 tasks in which you’ll need to research your department’s current complaint handling procedures and assess how well your team follows those procedures. You’ll finish by producing an action plan for transferring what you have learned back into the workplace.


Learning activities



serious, you’ll be able to help reduce the volume of formal customer complaints. This will help the Civil Service to save time and money and will result in improved customer service.

Price bands: OB


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/handling-complaints


DigitalWorking digitally Using digital tools

Map

41

Working more digitally

Working digitally

Using digital tools

Managing in a digital environment

Embracing digital to lead and innovate

Map//Digital

42

Embracing digital to lead and innovate

How to book

Digital innovations are impacting every aspect of our day-to-day lives, at an exponential rate. The Civil Service needs to respond to this and become ‘digital by default’. This requires us to be innovative, identifying emerging trends early and establishing how they can be implemented in our day-to-day work. Our senior managers are an important part of this digital transformation. Part of their role is to promote and effectively explain to colleagues the benefits of embedding a digital culture in the workplace. They need to help make this a reality.

DescriptionCurrently, you might not be a digital leader. You might not be in a specialist digital role. However, as a senior manager in an increasingly digitized workplace, you’ll need to know how to embrace and demonstrate the qualities of digital leadership. This means showing colleagues the benefit of being more digital and encouraging them to follow. This topic will provide you with the skills to create and sponsor ‘digital by default’ practices in the workplace. This means improving how you work with agile teams during the development of new digital services. You’ll learn how to recognise and overcome the challenges of digital transformation.

Most importantly, you will be able to define and show the qualities of a leader in a digital environment. This will allow you to demonstrate the benefits of being more digital and encourage others to follow.

What’s the outcome?On completion, you will be able to identify new technology concepts, emerging trends and how they will affect both you and the public. You’ll be able to champion the use of new digital ideas within your team and to address any cultural and technical challenges that may emerge.



Product code: DG18 www.civilservice.gov.uk/learning

By improving our digital culture and identifying and implementing the latest innovations, business efficiency can be improved across the Civil Service and costs can be reduced. If we don’t improve our digital culture, the Civil Service will get left behind in a rapidly changing world.

What does it involve?This topic features an all day workshop in which you’ll focus on the necessary qualities of a digital leader. You’ll consider what is required for a digital culture, how you can contribute to this and how such a culture may affect your own team. You’ll also consider how best to use data for more informed decision-making within the digital environment.

Prior to the workshop, there are several pieces of preparatory work to be completed. These include an online tutorial, a video, a self-assessment, case studies and an exercise for assessing what role digital could play in your own team’s future. The outputs of these activities will be used within the workshop. A further online tutorial follows the workshop, as well as a task to review your team’s existing culture and consider how it could be made more digital.

Learning activities

Price bands: OG CL

Map/Digital


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/digital-leadership-and-innovation

43

Managing in a digital environment

How to book

Digital technologies are disrupting and transforming everything around us, developing at such a rate that it can often be hard for us all to keep up. Having the skills to make the most of these technologies can be a challenge. However, becoming digital by default is a critical Civil Service initiative so we can respond to the public’s expectations and transform our working practices. This means that our middle managers in particular need to be aware of and comfortable with these technologies and able to encourage their teams to make the best possible use of them.

Description This topic covers a number of factors that will help improve the Civil Service’s digital capability. These include identifying current digital trends, being comfortable with digital change, assessing your team’s digital capability and considering how it can be improved.

You’ll revisit the rationale for why the Civil Service is becoming digital by default and find out how different parts of the organisation have already embraced digital. You’ll consider your personal responsibilities for rolling out new digital innovations across your team; the skills you will require and the challenges you’ll most likely face.

What’s the outcome? Completing this topic will help you establish how technology can make a big difference to the working practices of your team. You’ll be able to articulate why this is so important to the Civil Service and to promote the value of a digital culture where a distinction between digital and non-digital employees no longer exists. Leading through a period of

digital transformation, you’ll be able to inspire your team to be more confident when using those tools, helping them work more collaboratively and productively by doing so.

What does it involve?This topic features an all day workshop during which you’ll investigate how current digital trends are changing customer behaviours and expectations and what this means from a Civil Service perspective. The workshop is designed to inspire you to make greater use of digital in your team and to give your team members the confidence to do so.

Prior to the workshop, there are several preparatory learning activities to undertake, including a couple of online tutorials, a selection of case studies and an introduction to the Basic Digital Skills Framework. You’ll complete an assessment of your team’s existing skills and revisit this after the workshop to identify how to build your team’s capability to make the most of the digital tools available to them.



Learning activities


Price bands: OH CN

Map/Digital

https://civilservicelearning.civilservice.gov.uk/learning-opportunities/managing-digital-environment


“Excellent delivery from the facilitator – he was knowledgeable, dynamic and managed to engage a diverse group with differing levels of understanding.”Digital / Managing in a digital environment

Map/Digital

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Working more digitally

How to book

As the Civil Service evolves to become “digital by default”, it is important to remove the cultural divide which may exist between colleagues who are comfortable with the use of digital tools and those who aren’t. If you aren’t in a specialist digital role, dealing with data and technology on a regular basis, this topic is designed to improve your understanding of how to work more digitally.

DescriptionIn line with the technological demands of modern society, the way in which public services are delivered is changing, with far greater emphasis on doing things digitally. That’s why the Civil Service wants to become “digital by default”, using digital tools to communicate and collaborate more effectively – and making this business as usual.

This topic will provide you with insight into what this means in practise, why it’s important and what’s behind this digital transformation. Whether you deal directly with customers or digital teams in your day-to-day work or whether you have the opportunity to design or improve public services, this topic will provide you with the basic level of awareness required to work more effectively in a digital environment.

What’s the outcome?On completion, you should be more confident using digital tools and services to communicate and collaborate efficiently. Also, with an improved appreciation of the processes used to deliver digital projects, you should feel more assured when collaborating with digital specialists.



Product code: WMDIG www.civilservice.gov.uk/learning

If “digital by default” is to become a reality, breaking down the cultural divide between digital natives and digital novices will be hugely important. If all colleagues have the same basic level of knowledge around how to work digitally, we should see a greater uptake of digital tools and processes.

What does it involve?This topic features a blend of learning activities including videos, case studies and a 3 hour workshop. The workshop is split into 3 separate modules, focusing on what is meant by digital, why digital is a priority for the Civil Service and common digital concepts.

You’ll learn about agile working and what that means within a digital context as well as the benefits of digital communication and collaboration tools. Plenty of digital concepts, jargon and terminology (think “cloud”, “internet of things” or “big data”) will be demystified along the way too.

Learning activities

Price bands: OE CK

Map//Digital


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/working-more-digitally

“Excellent insight into the Government’s vision to be ‘digital by default’ and how to make it happen.”Digital / Working more digitally

Map

47

Excel (Foundation, Intermediate and Advanced)

Introduction to social media

Working digitally

Using digital tools

Basic digital skills

Map//Digital

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Basic digital skills

How to book

The digital world and the real world are now inextricably linked. Our information, communication and entertainment requirements are increasingly delivered by computers, smartphones, tablets and the internet. Being comfortable with this requires digital literacy and an understanding of how to operate within an online environment. This means developing skills which are equally useful at home and in the workplace.

DescriptionTo become more efficient, the Civil Service is embracing more and more digital services and communications. This topic is designed to equip you with the basic digital skills that are required to work in such an environment. These transferrable skills will allow you to work more collaboratively with your colleagues as well as improving your job mobility prospects within the Civil Service.

A large number of subjects are covered within this topic, ranging from how best to search the internet through to understanding what ‘the cloud’ is. You’ll learn about email and other online communications tools and how to conduct online transactions. You’ll even have the chance to improve your typing skills and find out about keyboard shortcuts.

What’s the outcome?Completing this topic will mean learning new digital skills, filling in any knowledge gaps you may have and improving your all-round digital confidence. From being able to define common digital terms through to

making better use of the internet’s functionality, you’ll develop skills to make you more efficient in your job. This will translate into increased productivity as you navigate your digital tasks with greater speed.

What does it involve?This topic comprises a dozen online learning activities, none of which last more than 15 minutes. All activities can be done at your own pace and scheduled to fit in with your work com-mitments. You can revisit the activities too, should you wish to refresh your memory in the future. Completing all of them will take just over 2.5 hours.

Afterwards, you will be encouraged to create an action plan for embedding what you have learned. You will also identify your nearest Civil Service Digital Champion, who can provide further support as required.

Learning activities




Price bands: OY

Map/Digital

https://civilservicelearning.civilservice.gov.uk/learning-opportunities/basic-digital-skills


49

Excel (Foundation, Intermediate and Advanced)

How to book

Every modern day organisation is full of data, so being able to capture and report on that data is now more important than ever. The use of spreadsheet based tools like Microsoft Excel is no longer an activity which is solely restricted to finance professionals. This topic will provide an introduction to Excel for those who need it and more advanced levels of instruction for those who already use it.

DescriptionThis topic is delivered at three different levels – Foundation (for beginners), Intermediate and Advanced. This makes it applicable for anyone in the Civil Service who uses (or will need to use) Excel.

At the Foundation level, this topic will look at how to create, format and manage worksheets as well as provide an introduction to formulae, functions and charts.

At the Intermediate level, you will learn more advanced calculation formulae, how to analyse data and how to create Excel templates.

For those at the Advanced level, you will learn how to create macros, how to create and manipulate pivot tables and charts as well as how to collaborate with others by merging and tracking workbooks.

What’s the outcome?You will gain an understanding of the practicality and purpose of Microsoft Excel, becoming more familiar with the terminology and most

What does it involve?The learning activities vary across the different levels. At the Foundation level, you will work through a series of online activities and at the Intermediate and Advanced levels, you will attend an interactive workshop.

Across all three levels, access to experts, job aids and checklists will be available to embed what you have learnt into your daily work.

Product code: Foundation: 029-00, Intermediate: DG5, Advanced: DG6 www.civilservice.gov.uk/learning

commonly used functions. You will also be able to use the software to perform or automate data processing tasks.

The Foundation level learnings will result in more people using Excel in the workplace while the Intermediate and Advanced levels will ensure that we use Excel to process data even more effectively. By improving and automating existing data processes, we can reduce the amount of time spent on tasks and therefore improve our overall productivity.

Learning activities

Estimated learning time:Intermediate: 1 dayAdvanced: 1 day


Price bands:Price bands: OY / OH / OH

Map//Digital

https://civilservicelearning.civilservice.gov.uk/learning-opportunities/excel-foundation

https://civilservicelearning.civilservice.gov.uk/learning-opportunities/excel-intermediate

https://civilservicelearning.civilservice.gov.uk/learning-opportunities/excel-advanced

https://civilservicelearning.civilservice.gov.uk/learning-opportunities/excel-foundation

mailto:support%40civilservicelearning.uk?subject=

50

Introduction to social media

How to book

Twitter, YouTube, Facebook, LinkedIn – it’s increasingly difficult to remember a time before social media platforms like this existed. They are ever-present in society nowadays and the boundaries between how we use them at home and at work are becoming increasingly blurred. Regardless of what you think about such channels personally, they represent a valuable means of communicating, sharing ideas and gathering information. As the Civil Service embraces more and more digital technology, the importance of social media cannot be underestimated.

DescriptionThis topic will help you appreciate how powerful a tool social media can be and what it can be used for within the Civil Service. Bearing in mind how individual platforms may come and go out of fashion, you’ll consider the different types of platforms, covering everything from blogging and media sharing.

What’s the outcome?Completing this topic will show you how to use social media to your advantage at work. Identifying how the different platforms work will allow you to create content which works across multiple channels. You’ll also know how to monitor and evaluate the social media activity you’re responsible for. Most importantly, you will be able to engage your customers in direct, two-way communication.

What does it involve? This digital topic commences with a short quiz to assess your current social media knowledge, followed by 4 short, online tutorials. These will consider the importance and reach of social media as well as exploring real-life case studies, showing the impact social media can have on an organisation, both positively and negatively. You’ll also investigate the different types of social media platforms, the audiences they appeal to and the most appropriate uses for those platforms. Along the way, you’ll be given plenty of tips on how to get the most out of your own social media activity.

These tutorials will be followed by another short quiz and a case study on social media usage in the Civil Service. There is also a video on how the data which social media can generate can be used to gain customer insight. Subsequently, you’ll be encouraged to discuss how you and your team can make the most of social media in your day to day activities.



Learning activities


Price bands: OB CB

Map/Digital

https://civilservicelearning.civilservice.gov.uk/learning-opportunities/introduction-social-media

mailto:support%40civilservicelearning.uk?subject=

FinanceThe financial cycle

Awareness of finance in government

Map

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The financial cycle


Map//Finance

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How to book

If you’ve never dealt with it before, finance can be a confusing topic. Yet with increasing pressure for public services to deliver excellent value for money, finance is a topic that none of us can afford to ignore.

DescriptionIf you are new to the Civil Service, or have little or no finance expertise, this topic will provide you with insight into how public finances operate. For example, you will learn about the sources of finance and the importance of managing public money. You will be introduced to the main concepts of financial budget management, financial processes and controls and what this all means for your area of work. The issue of accountability will be addressed, alongside the requirements of regularity and propriety.

The learning activities included in this topic will help you understand the role that finance plays in government decision-making. What does it involve?

This topic is delivered through a number of bite-sized online learning activities, none of which last more than 30 minutes, followed by two short tasks and a face-to-face session with a tutor.



Product code: FI1 www.civilservice.gov.uk/learning

What’s the outcome?This topic is designed to improve your confidence when dealing with finance professionals in your day-to-day role. It should also make you more aware of the government’s budgetary cycle and processes and how these will affect your work.

A more financially aware Civil Service will result in more informed decision-making across all government departments. In turn, this should deliver public services which provide even greater value for money.

Learning activities

Price bands: OF CK

Map/Finance


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/awareness-finance-government

54

Understanding and using business cases

Working with finance in the business of government

Working with budgets

The financial cycle


Map//Finance

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Understanding and using business cases

How to book

With the pressure on government finances, how a business case is put together could be the difference between a programme being progressed or not. The more compelling a business case, the more chance it has of being approved and implemented and so improving public services across the country.

Description This topic examines how and why business cases are so important within government and the Civil Service. Considering best practice throughout, it will cover what needs to be included in a business case to make it more successful. This includes using a variety of contributors with different areas of expertise and ensuring there is close collaboration between all groups. It will also explore what work is needed to ensure the business case is robust as well as the review and approval processes that need to be put in place to make it a success.

This topic is for people new to using or contributing to business cases, who require more detailed knowledge of how they are developed. It is also for managers who want to refresh, improve or enhance their skills in this area or civil servants who want to better understand the impact of business cases on their role.

What’s the outcome? On completion, you will be in a position to develop a compelling business case, as well as to distinguish between different types of business case and identify their key features.

You’ll know how to work effectively with other business partners, such as those in policy, commercial, strategic and project management areas, to ensure that all objectives and key performance indicators are aligned.

You will also be able to identify how your role supports the collaborative development of business cases and understand the relationship between rigorously prepared business cases and improved service delivery.

What does it involve? This topic features a variety of learning activities to help you understand the best way to develop a business case. These include case studies and a workshop with a facilitator.

Other preparatory work to be completed before the workshop includes online tutorials, a knowledge check and videos from the Head of the Civil Service, the Chair of the Public Accounts Committee and colleagues from the Finance, Policy and Project Delivery professions. There are also glossaries, top tips and reference documents to support your learning.

These activities last for approximately 5 hours and will conclude with you being given take-away materials so you can refer back to the course as and when you need it as part of your role.


Product code: FI4 www.civilservice.gov.uk/learning

Learning activities


Price bands: OG CM

Map/Finance

https://civilservicelearning.civilservice.gov.uk/learning-opportunities/understanding-and-using-business-cases


“The best blended learning I have done in a long time. I loved the online learning activities.”Finance / Understanding and using business cases

Map

57

Working with budgets

How to book

For anyone spending taxpayers’ money, close public scrutiny and clear accountability are a fact of life. In today’s economic climate, the importance of accurate budget profiling, monitoring and forecasting is greater than ever before. If you’re not a finance professional though, this can all prove rather daunting. At such a time, having a clear understanding of the fundamental principles of budget management will prove incredibly valuable.

DescriptionThis topic will introduce you to the basic budgeting and governance processes you need to be aware of. You’ll learn about creating and managing a budget and the different types of expenditure in your budget such as fixed and variable costs. You’ll also learn about how budget holders in the Civil Service are accountable and how this directly affects you and your work.

The learning activities contained within this topic make it suitable for all civil servants up to grades 6 and 7, particularly those involved or impacted by budget setting and regular budget management. It is also suitable for budget managers wanting to refresh or improve their financial management skills. Ideally, candidates will have already completed the ‘Awareness of finance in government’ topic.

What’s the outcome?Having a better understanding of best practise in public sector budgeting should result in fewer budget management errors.

What does it involve?This topic features a blend of learning activities, including videos of senior government officials, a self-assessment and 3 online tuto-rials. The tutorials provide an introduction to setting a budget at a strategic level, covering topics such as using zero-based approach-es, budget management and forecasting. Furthermore, the topic will take you through a worked example in the form of a case study.

These self-study activities should last around 2 hours and 45 minutes in total. Once these are completed, you’ll attend a 2 hour facilitated workshop. During this workshop, you’ll have the chance to reflect and build upon your learning from the case study.



Product code: FI3www.civilservice.gov.uk/learning

In addition, satisfying the public’s demands for transparency and accountability will be more straightforward if we can improve how we manage our budgets throughout the financial cycle.

Learning activities

Price bands: OG CM

Map//Finance


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/working-budgets

58

Working with finance in the business of government

How to book

Unless you’re a finance professional, finance is a topic which many of us tend to steer clear of. Working in the Civil Service however, means using taxpayers’ money in the best possible way. This means that we cannot afford to ignore the financial implications of every decision we make. Our finance colleagues should be important partners in the strategy and planning phases of our work. Therefore, understanding how they operate is an important step towards making more financially astute decisions.

DescriptionThis topic will introduce you to the processes used to control finances across all departments and how this affects the work we do. You’ll learn about basic financial strategies, management tools and accounting processes. This will help to highlight the importance of monthly to annual finance cycles, financial statements and the role played by auditors, such as the National Audit Office. It will also help you manage regular meetings with your finance team.

The learning activities contained within this topic make it suitable for civil servants of all grades, particularly those who would like a greater understanding of the finance profession in the Civil Service. Ideally, all candidates will have already completed the ‘Awareness of finance in government’ topic.

What’s the outcome?Being more aware of the financial implications of the decisions we make should result in fewer errors arising from financial oversight. By applying

What does it involve?This topic features a blend of learning activities, including videos of senior government officials, a self-assessment and 3 online tuto-rials. The tutorials provide an introduction to financial statements, the importance of accounting standards and an overview of the processes required when paying invoices. Furthermore, the topic will take you through a worked example in the form of a case study.

These self-study activities should last around 2 hours and 45 minutes in total. Once these are completed, you’ll attend a 2 hour facilitated workshop. During this workshop, you’ll have the chance to reflect and build upon what you’ve learnt from the case study.



Product code: FI2www.civilservice.gov.uk/learning

sound financial strategies and helping to proactively manage our finances, working effectively with our auditors and managing our suppliers, every one of us can play a part in improving public services.

Learning activities

Price bands: OG CM

Map/Finance


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/working-finance-business-government

“This topic has increased my confidence and eagerness to learn, and I now want to get more involved in the financial work of my team.”Finance / Working with finance in the business of government

Map/Finance

Leadership & management Leadership developmentAdapting to change

Leading people through change

Map

61

Habits of change

Adapting to change


Change agility

Map//Leadership & management - Leadership development

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Change agility

How to book

When faced with upheaval and change in our personal lives, we often go through a sequence of emotional reactions which include shock, adjustment and then transformation. This is the psychologist’s classic “change curve” and it’s tempting to believe that it can also be applied to periods of change at work. That’s not strictly true though, as modern organisations are now in a near constant state of change. The concept of “business as usual” is receding in the face of change which no longer has a traditional beginning, middle and end. Therefore, your ability to cope with such frequent change will go a long way to determining how effective you are in your role.

DescriptionThis topic is all about developing an agile mindset, meaning that change – even when it occurs on a regular basis – won’t faze you. In fact, you’ll thrive on it.

When enduring change, we can sometimes develop damaging behavioural patterns which can be difficult to shake off in the long run. This is how people can become stuck in the moment, unwilling to change. Change agility is about spotting these behavioural patterns and challenging the assumptions which sit behind them. By doing this and adopting an agile mindset, you can see change as something to be welcomed, rather than endured.

What’s the outcome?By the end of this topic, you will understand your relationship with change and how this determines whether you perceive it to be a threat

What does it involve?This topic involves a 90 minute workshop during which you’ll consider how you typically react in the face of change and how change ready you already are. You’ll be introduced to tools and techniques for stabilising your emotions and feeling less fragile. The importance of building up your psychological capital will also be explored, as well as the strength of your social support networks.



Product code: KPMG_ADT_03 www.civilservice.gov.uk/learning

or an opportunity. You’ll have a better appreciation of the bad habits we have built up as a result of treating change as a single episode, to be tackled in a sequential fashion. By developing your own change agility, you’ll see change in a far more positive light, and will contribute towards the workforce becoming more agile and effective during periods of change.

Learning activities

Price bands: OE CL

Map/Leadership & management - Leadership development

https://civilservicelearning.civilservice.gov.uk/learning-opportunities/change-agility-event

63

Habits of change

How to book

As human beings, we’re very good at operating on autopilot. We can be creatures of habit, forming repetitive routines which allow us to perform complex activities without ever really thinking about them. Sometimes, this can be a handy skill, freeing our minds to think about other, more important, tasks. At other times, it can be a hindrance, allowing bad habits, allowing bad habits to develop or causing us to feel bored and lacking in motivation. Understanding when habits work for us, and when they work against us, is an important part of our personal development and effectiveness.

DescriptionComprehending conscious thought is one of humanity’s finest evolutionary achievements – yet we don’t always make the most of it. We can sometimes switch it off in favour of tried and trusted habits. This topic will help put you back in charge of your conscious thinking. You’ll assess the typical habits you have both in work and at home and you’ll learn skills and strategies for making new habits or breaking old ones. Whether you’re managing change, or experiencing change, this topic will help challenge your cognitive approach.

What’s the outcome?After completing this topic, you won’t just understand what your typical habits are; you’ll also understand why they occur. By learning the techniques for making and breaking habits, you’ll be able to retake control of your cognitive autopilot. You’ll also be able to create a strategy for ensuring that your learning is put to good use back in the workplace. Using triggers, routines and rewards, you’ll be able to establish habits that really work for you.

What does it involve?This topic involves a 90 minute workshop which will introduce you to tips, techniques and insights from the worlds of psychology and related sciences. You’ll consider the importance of motivation and the micro and macro factors which contribute to it. You’ll learn about boosting your willpower, how to minimise your cognitive load appropriately and how to regulate the amount of attention you give to individual tasks.



Product code: KPMG_ADT_04 www.civilservice.gov.uk/learning

Learning activities

Price bands: OE CL


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/habits-change-event

“Extremely useful. I walked away with new found confidence - not only from the workshop but from the other delegates. Everyone will get something from this.”Leadership & management – Leadership development / Habits of change

MapLeadership & management - Leadership development /

65

Adapting to change


Engaging people with change

Planning and implementing change

Managing reactions to change

Engaging people through storytelling

Leading in ambiguity


66

Engaging people through storytelling

How to book

Ever since we started drawing on cave walls storytelling has been a crucial part of human behaviour, helping us to engage, inform and motivate others. Humans remain hard-wired for stories; we respond to them as they engage the emotive part of our brain. This topic will demonstrate how being able to tell compelling stories, which can prompt people into action, is a valuable skill in any environment.

DescriptionStorytelling is a powerful way of connecting with people, especially during periods of change. At such a time, stories can be used to help people understand the reasons for change and what it will mean for them. Used properly, stories can encourage them to support change and play their part in making it happen.

Delivering important messages as best you can is the focus of this topic. You’ll be shown how to influence and engage people through storytelling and asked to consider what makes for an impactful story. You’ll also think about different audiences’ communication preferences and the importance of establishing your own particular storytelling style.

What’s the outcome?Completing this learning will help clarify your role as a leader and communicator during periods of change. You’ll know what it means to tell stories with impact and authenticity and will understand how displays of both vulnerability and courage can contribute to this.

What does it involve?This topic commences with a 15 minute online tutorial, introducing you to a selection of storytelling concepts and techniques. You’ll subsequently have the chance to practise what you’ve learnt during a 3 hour workshop. This will provide you with live opportunities to finesse your storytelling approach, with a particular focus on stories around transformation and change.



Product code: 059www.civilservice.gov.uk/learning

You’ll begin to think more carefully about different audiences’ communication needs and preferences. Through practise and feedback, you’ll become an inspiring and influential storyteller.

Learning activities

Price bands: OF CL


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/engaging-people-storytelling

67

Engaging people with change

How to book

Change can be unsettling. When the aims and ambitions of the organisation around us begin to shift, we can find ourselves unsure of how we fit in. Strong leaders are required at such a time. They provide us with support, direction and motivation. A team that engages with change, and understands why it is necessary, will ultimately make the change smoothly and efficiently.

DescriptionWhether you are a new or experienced manager, this topic will show you how to make your team members feel empowered and engaged during a time of change. This should help them adapt more quickly to the changing environment around them. It should also mean that organisational goals – the very reason for pursuing change – are achieved more rapidly.

This topic will encourage you to understand and develop your role as a change leader. Being able to construct a compelling vision for change – and communicating this in a way which resonates with your team – will be a crucial factor in your success.

What’s the outcome?As a change leader, you’ll have a better understanding of the critical factors which can affect how we prepare for a period of change. You’ll know how to keep people motivated and engaged at this time. By building this change management capability across the Civil Service, the whole organisation will be better equipped to cope with significant future challenges.

What does it involve?This topic features a half day workshop, focused on how to create an engaging – but flexible – narrative for change. Prior to the workshop, there is about an hour of preparatory work, combining videos and an online tutorial. These activities will introduce you to the value of crafting a powerful vision for change and flexing that vision for different audiences.

After the workshop, you will reconvene with your fellow participants as an Action Learning Set (ALS). The purpose of the ALS is to test the change management narratives you will each have developed back in your own departments.



Product code: LM27 www.civilservice.gov.uk/learning

Learning activities

Price bands: OX CP


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/engaging-people-change

68

Leading in ambiguity

How to book

In business terms, ambiguity is a fact of life nowadays. There are fewer certainties than there were because change seems to occur at such a rapid rate. Leading a team or an organisation in these uncertain, ambiguous times can prove to be extremely challenging. At such times, even when a leader does what they think is right, circumstances beyond their control can often leave those efforts appearing as a failure. Operating in an environment of near constant change requires us to rethink what good leadership looks like. DescriptionIn times of uncertainty, leaders need to develop their ability to understand and influence the volatility around them while also maintaining the productivity of their teams. Suitable for all civil servants – especially those on the Fast Stream – this topic will assess your own tolerance for ambiguity, considering how you typically respond to – and manage – it.

You will learn how to manage the tensions in your role which can be created by ambiguity, paying particular attention to the importance of personal resilience.

What’s the outcome?At the end of this topic you should be more resilient when it comes to dealing with ambiguity. You will be in control of the personal tension which ambiguity can create and be able to make effective decisions, whatever the circumstances. Crucially, you will also be equipped with the influencing skills required to guide your colleagues through unsettling times.

What does it involve?The majority of this topic is delivered in a full day workshop, covering aspects such as performing under pressure, communicating in ambiguity, influencing skills, and group decision making. The workshop is preceded by 45 minutes of preparatory work, including a self-assessment exercise and a video on how strong leadership makes people feel safe. After the workshop, you will be sent a reflective questionnaire, encouraging you to consider how you will apply what you have learnt and to discuss this with your Fast Stream cohort leader.



Product code: LA0716L4 www.civilservice.gov.uk/learning

Learning activities

Price bands: OF CL


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/leading-effectively-through-ambiguity

“This is the best course I’ve been on – my confidence in communicating in situations of uncertainty has already improved!”Leadership & management - Leadership development / Leading in ambiguity

MapLeadership & management - Leadership development /

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Managing reactions to change

How to book

The way in which people typically react during a period of change can take them on an emotional rollercoaster. Apprehension, fear and denial can be commonplace but may eventually give way to excitement and enthusiasm. As a manager, understanding the psychology behind these reactions is really important. By understanding what’s going on, you can predict, manage and minimise any negative impact that change can have on your team members. Forewarned really is forearmed.

DescriptionThis topic will encourage you to think about the impact you can have as a manager in a time of change. This means dealing with any negative reactions your team may have but also considering the impact your own behaviour may have on them.

Everyone reacts to change differently. Some may ride out the emotional rollercoaster far more quickly than others. If negative emotions remain in place for too long though, change management projects can soon find themselves stalled. Making the ride as smooth as possible minimises the chances of this happening.

What’s the outcome?Completing this topic will equip you to manage your team’s reaction to change and to address some of the resistance they might have. It will also help you to personally cope with change and manage your own reactions in the best possible way. Knowing how to identify and overcome the most common pitfalls, you’ll be able to ensure that your change programmes are successful.

What does it involve?This topic features a half day workshop, during which you’ll learn about the psychology of change, helping you understand the reactions people can typically have. You’ll be introduced to tools and techniques for pre-empting, identifying and managing those reactions and given the chance to practise using them.

Ahead of the workshop, there is an hour’s worth of preparatory work. This features online presentations, videos, tutorials and self-assessment tasks. After the workshop, you’ll be encouraged to embed what you’ve learnt back in the workplace. There is also the option to re-group with your fellow participants to share your experiences.




Learning activities

Price bands: OX CQ


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/managing-reactions-change

71

Planning and implementing change

How to book

Successful change management has a lot to do with vision and leadership. Effective change leaders present and manage change in a way that their teams can cope with. It’s about much more than just inspiring words and motivational speeches though. It’s about building a strong case for change, articulating it clearly and understanding how people will react. And it goes without saying that it requires indicators against which success can be measured.

DescriptionThis topic introduces you to the detailed planning required for leading people through a period of change. For example, you’ll be encouraged to think about how any changes you initiate will interact with other change initiatives. You’ll have to think about who your most important stakeholders are, how committed they are to this change and how you can engage them fully.

You’ll find out how best to articulate your vision and rationale for change to the people most affected by it. The learning activities will also introduce you to a range of tools for identifying and capturing the impact of change.

What’s the outcome?You’ll have a better understanding of how to plan and implement a change strategy. By building this change management capability across the Civil Service, the whole organisation will be better equipped to cope with future challenges.

What does it involve?This is an online topic, delivered through a series of online tutorials, reading materials, a video and reflective tasks, all brought together in your individual workbook. You’ll start by looking at the importance of leadership and vision before considering your own personal vision for change. You’ll then move on to consider stakeholder engagement, the impact of change, a range of different change models and action planning.

In total, the learning activities will last just under 6 hours but, being digital, can be undertaken at whatever pace suits you best.




Learning activities

Price bands: OB


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/planning-and-implementing-change

Leadership & management Managing peopleManaging effectively


Building your team

Dealing with challenging management situations


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73

Giving feedback

Managing performance

Mental health at work



Building your team



Developing people

Becoming disability confident

Objective setting

Map/Leadership & management - Managing people /

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Becoming disability confident

How to book

As a manager, being able to respond to the needs of disabled colleagues starts with understanding the different types of disability which you may encounter. Becoming ‘disability confident’ means seeing past the misconceptions which can exist regarding disabilities and being able to have open, honest and well-informed conversations with disabled colleagues. Managers who can exhibit such behaviours are a leading indicator of an inclusive workplace culture.

Description This topic is designed to raise your awareness of disabilities in the workplace and the challenges they can pose. By becoming more aware, you’ll be able to create, or contribute to, a work environment in which disabled colleagues can thrive. This can mean knowing what workplace adjustments they may require, but it’s equally important to understand and address the psychological factors which may impact your dealings with these colleagues.

What’s the outcome? Colleagues who have a disability will be more effective in their roles if they can work in a disability-aware environment, led by a manager who understands and adopts inclusive working practices. By completing this topic, you’ll be more aware of the specific needs of disabled colleagues and you’ll know how to access workplace support for them. You’ll also understand how to mitigate your unconscious bias or behaviours which may otherwise negatively affect how you engage with these colleagues.

If such an approach is adopted across the whole Civil Service, instances of bullying, harassment and other undesirable situations experienced by colleagues with a disability will be reduced.

What does it involve?This topic features 6 online tutorials and an assessment, which last just over an hour in total. The tutorials will introduce you to visible and non-visible disabilities, the Equality Act and how to manage an inclusive team.

From there, you move on to 5 online scenarios, in which you’ll consider how you would respond to specific situations featuring different disability types. These include visible and non-visible disabilities as well as other acquired, learning and neurological disabilities. These demonstrate the value of listening, building trust, asking certain common questions and not being afraid of saying the wrong thing.


Product code: DI1 www.civilservice.gov.uk/learning

Learning activities


Price bands: OB

Map/Leadership & management - Managing people

https://civilservicelearning.civilservice.gov.uk/learning-opportunities/becoming-disability-confident


“This topic could improve the workplace immeasurably for disabled staff”.Leadership & management - Managing people / Becoming disability confident

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Developing people

How to book

One of the most important responsibilities of any manager is to develop the skills and capabilities of the people around you. The success of your team and the entire organisation can depend on individual employees being able to realise their full potential.Personal development is about gaining knowledge, learning new skills and behaviours – and applying all this in the workplace. As a manager, it is your job to create the environment within which this development can take place.

DescriptionThis topic is designed to help you understand your role in developing the individuals in your team. You will be introduced to the 3 core components of the development process – assessing an individual’s development needs, identifying opportunities for development and then supporting the individual through that development process.

You’ll be encouraged to think about how you can create development opportunities for your team and make the most of those which already exist. Attention will also be paid to how you can apply coaching and feedback skills to contribute to a team member’s successful development.

What’s the outcome?Being more proactive in the development of your team will allow individuals to realise their full potential. In turn, this makes the Civil Service as a whole more likely to achieve its objectives. By doing this,

What does it involve?This topic consists of a series of online tutorials, lasting approximately 80 minutes in total, which will take you through the sequence of assessing, planning and supporting an individual’s development needs.

The final of these activities will present you with a series of employee development scenarios, within which you will be asked to apply what you’ve learned in the previous activities. 0203 640 7985

[email protected]


Product code: DPC0716KPwww.civilservice.gov.uk/learning

you will also help to retain talented individuals. Along the way, you will have created a productive and creative environment within which people can work together, coming up with ideas for solving problems and doing things better.

Learning activities

Price bands: OA


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/developing-people

77

Giving feedback

How to book

Being able to give constructive feedback is an important managerial skill. It can play a crucial role in developing team members and raising their awareness of what they do well and how they can improve. Giving and receiving feedback allows us to build authentic and trusting relationships which, in turn, help get the best from ourselves and the people we work with. However, some managers can struggle to do this effectively.

DescriptionThis topic is designed to introduce you to the fundamental components of effective feedback conversations. It is also about appreciating the individual differences in the people you manage, how to bring the best out of them and how to flex your feedback style accordingly.

Improving performance by recognising achievements and sharing developmental feedback is only half the story though. Just as important is that you exhibit a real desire to see your direct reports develop their capabilities.

What’s the outcome?Completing this topic means that you’ll appreciate the benefits of giving feedback and you’ll have a clear structure in place for doing so. You’ll know what constructive feedback looks like and you’ll feel confident in your ability to provide it. By building a healthy degree of trust, you’ll be able to have positive conversations with team members, allowing their development needs to be identified.

What does it involve?During a 3 hour workshop, you’ll explore the attitudes and skills required for providing feedback effectively. You’ll be introduced to the tools and techniques for giving – and receiving – feedback and given the chance to practise using them.

Prior to the workshop, you’ll be encouraged to think through instances of when you have wanted to give feedback but didn’t – and consider why this happened – as well as examples of when you benefited from receiving feedback. Afterwards, you’ll be prompted to report back on how you’ve used what you’ve learnt and what, if anything, has prevented you from doing so.



Product code: GVFB www.civilservice.gov.uk/learning

Price bands: OG CL

Learning activities

Map//Leadership & management - Managing people

https://civilservicelearning.civilservice.gov.uk/learning-opportunities/giving-feedback-workshop

“This topic was excellent. I’ve been on similar courses in the past and this was by far the best.”Leadership & management – Managing people / Giving feedback


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Managing performance

How to book

Managing the performance of people in your team means much more than simply conducting a year-end review. Nor is it just about dealing with under-performing members of staff. Done properly, managing performance is something which happens on a day-to-day basis and plays a vital part in empowering and motivating team members.

DescriptionIt is a manager’s responsibility to ensure that team members are achieving their objectives and working to the required standards. Success in this regard typically depends on ongoing performance conversations, featuring open, honest and constructive feedback.

This topic is designed to help you create the trusting and collaborative working environment within which those conversations can take place. In such an environment, good performance is praised and recognised and those conversations become part of the culture of the team. In addition, there is a reduced likelihood of having to resort to formal action to resolve any performance issues.

What’s the outcome?This topic will provide you with a range of tools and techniques for actively managing the performance of your team members on an ongoing basis, meaning that there should be no surprises – for either side – when the time comes for formal review discussions.

What does it involve?A series of bite-sized online tutorials, lasting no more than 90 minutes in total, will take you through the different components of your performance management responsibilities. This will include an introduction to the Civil Service performance management system, an exploration of what being a performance manager really means and how to manage dips in performance.

The final tutorial comprises an online scenario exercise, within which you can apply what you’ve learned.



Product code: MP0716KPwww.civilservice.gov.uk/learning

You’ll be shown how to plan and construct evidence-based performance conversations and how to hold individuals to account for their performance. By the end, you should be able to create an inclusive environment that encourages high performing individuals and teams.

Price bands: OA

Learning activities


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/managing-performance

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Mental health at workDealing with mental health is an issue which many organisations continue to find challenging. Allowing a culture of fear and silence to develop around the topic can prove costly to employers and can prevent employees with mental health conditions from realising their full potential. As a manager, being able to create a supportive environment for such employees begins with understanding the challenges they face and dispelling the common misconceptions of mental health which still exist.

Description This topic is designed to improve your understanding of mental health issues and the impact they can have if they remain unaddressed, in terms of a colleague’s attitude, behaviour and decision-making. You’ll find out how you can help colleagues who may have a mental health condition and when to seek professional support.

By becoming more knowledgeable and empathetic, you should feel more confident in starting, encouraging and promoting open conversations about the effects of mental ill health. You can also help confront some of the fears and misapprehensions which other team members may have regarding mental health conditions.

What’s the outcome? Completing this topic should help you feel more confident in your ability to support colleagues with mental health conditions within your team. This should allow you to create an inclusive environment within which issues connected to mental health can be openly discussed and addressed.

Achieving this should mean that, across the Civil Service, we can prevent employees with a mental health condition from experiencing negative situations, such as bullying and harassment. We should also be able to better manage any grievances in relation to the performance management of employees with such conditions.

What does it involve? This online topic commences with a short video sharing insights from 3 employees who are dealing with mental health issues. This is followed by a further 40 minutes of online tutorials – covering mental health conditions, how to help and your managerial responsibilities in this regard – and a short quiz to check what you have learned.

There are also three scenarios to be completed in which you can safely practice handling situations involving an employee with a mental health condition.




Price bands: OB

How to book

Price bands:

Learning activities


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/mental-health-work


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Objective settingIn the workplace, our objectives can influence our behaviour which in turn can influence our performance, for better or for worse. It stands to reason that having meaningful, aspirational goals which your team members can really buy into can help improve their performance. Agreeing objectives is therefore an extremely important part of motivating people and creating high performing teams. It is also the first step in having structured and worthwhile performance conversations throughout the year.

DescriptionThis topic will show you how to have motivational objective setting conversations with the people you manage. This means learning how to agree on objectives that are SMART (specific, measurable, achievable, realistic and timed). It’s also about the bigger picture though, helping a team member to appreciate how their objectives align with those of their peers and their department.

This topic is suitable for new managers as well as more experienced managers looking for a skills refresher.

What’s the outcome?Upon completing this topic, you’ll be able to agree objectives which are challenging but achievable. You’ll appreciate how this can motivate and develop the individual and help them to contribute to a high performing team. Not only will you be able to identify what good objective setting looks like, you’ll be able to explain the rationale behind it to your team members.

What does it involve?During a 3 hour workshop, you’ll be introduced to the tools and techniques for setting objectives which are motivational but also provide the clarity that people need to perform to a high standard. You’ll also consider how your own objectives can be translated into meaningful goals for your team members. The workshop will feature a mix of exercises, discussions and case studies as well as the chance to practice your new-found skills.

Ahead of the workshop, you’ll be asked to think about the last time you set objectives, what went well and what could have been better. Afterwards, you’ll be encouraged to show how what you’ve learnt has been implemented back in the workplace.



Product code: OBST www.civilservice.gov.uk/learning

How to book

Price bands: OG CL

Learning activities


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/objective-setting-workshop

82

Coaching skills for managers

Delegation: achieving results through others

Disability inclusive management



Building your team




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Coaching skills for managersManaging people isn’t about having the right answers all of the time, nor is it about pushing people to behave in a certain way. Effective managers understand the value of coaching as a way of motivating and empowering the people around them.

Done properly, coaching is about pulling someone towards a desired outcome rather than pushing them, remembering that people are more likely to support solutions they’ve helped to develop, rather than solutions they’ve had imposed on them.

DescriptionIf you regularly need to coach colleagues, especially around personal development and performance improvement, this topic will help you to understand the main principles of coaching. You’ll be introduced to a framework for effective coaching and to techniques for active listening, questioning and summarising.

You will also be encouraged to differentiate between when it’s appropriate to coach ‘on the go’ and when this should take place behind closed doors. This will also help adapt your coaching style to both formal and informal situations, improving the likelihood of securing consensus and buy-in after a coaching discussion.

What’s the outcome?Completing this topic will allow you to conduct meaningful and effective coaching conversations in a variety of situations. You’ll be able to spot appropriate opportunities for coaching and respond confidently to common coaching challenges.

What does it involve?This topic starts with a brief online tutorial and two pieces of preparatory reading, ahead of a 3 hour workshop. During the workshop, various coaching scenarios (outlined in the preparatory reading) will be played out, allowing you to practise the techniques you’ve been taught.




You’ll also know how to create a safe, supportive and blame-free environment within which longer coaching conversations can be held. Crucially, you’ll be able to use your coaching skills to explore a situation with a team member, identify a solution and secure their buy-in.

How to book

Price bands: OF CL

Learning activities


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/coaching-skills

84

Delegation: achieving results through othersDelegation is about achieving through other people what you can’t achieve by yourself. Not everyone is a natural delegator though. Some of us struggle to let go and others pass off responsibility too easily. It’s an important management skill; smoothly handing over responsibility while retaining accountability. Done properly, it frees up the time we need to focus on our main objectives - but it’s not just about us. Delegating the right work at the right time also means empowering team members by showing faith in their capabilities.

DescriptionWhether you’re a new or experienced manager, this topic will show you how to delegate effectively. You’ll consider the importance of trust within what is essentially a contract between manager and team member. You’ll be introduced to tips and techniques for ensuring that work is done on time, in budget and to the required standard. In addition, you’ll learn how you can best support people who are working on a project you’ve delegated to them.

What’s the outcome?Becoming a better delegator will let you allocate work in a way that makes best use of available resources. You’ll understand what’s appropriate to delegate and who to delegate to. By doing this, you’ll develop the skills of the people around you, stretch their capabilities and confidence and help them to become more productive team members.

What does it involve?This topic features 6 online activities, followed by a 3 hour workshop. The pre-workshop activity includes 2 self-assessment tasks, establishing what sort of delegator you are and what opportunities for delegation exist within your team. The remaining online tutorials introduce you to the theory, behaviours and frameworks behind effective delegation.

The workshop provides a chance to discuss what you have learned and to practise your delegation techniques. You’ll be able to use the experiences and feedback of your peers to consider how to approach the delegation challenges you’re facing. One further reflective task follows, in which you will assess your delegation strengths and weaknesses with your line manager, a peer and someone you manage.




How to book

Price bands: OG CL

Learning activities


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/delegation-achieving-results-through-others

“The online learning was some of the best I have done and the workshop was great – relaxed, delivered very well and I was able to draw upon the experience of others in the room.”Leadership & management - Managing people / Delegation: achieving results through others

MapLeadership & management - Managing people /

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Disability inclusive managementFeeling comfortable when managing people with disabilities or mental health conditions will not come easily to all managers. Being unsure how to act or feeling uncertain about having the ‘right’ answers can lead to a loss of managerial confidence. In turn, that can result in an ineffective relationship between manager and team member.The answer lies in developing an inclusive management style, based around understanding the implications of disability, which builds trust. This is a crucial component of creating a supportive working environment within which disabled staff can realise their full potential.

DescriptionArmed with an awareness of disability in the workplace (from the ‘Becoming disability confident’ topic), this topic will provide further practical advice on how best to manage team members with disabilities. A significant part of this stems from building the trust required to allow for open and honest conversations.

You’ll learn about the value of emotional intelligence, active listening, self-disclosure and paying attention to what really matters to the individual. You’ll consider what an inclusive management approach looks, sounds and feels like, as well as the behaviours which can enable or impede that approach.

What’s the outcome? The learning activities in this topic will help you understand that a disability may not have a consistent and predictable impact on a colleague’s physical, emotional or psychological well-being. You’ll also appreciate that having a disability does not automatically translate into impaired workplace performance.

With this in mind, you’ll be more sensitive to each individual’s unique situation and able to create an environment in which they can perform to their fullest ability. Completing this topic will improve your confidence but will also make you more aware of the impact of your own actions, behaviour and bias on the relationships you have with your disabled colleagues.

What does it involve? This topic commences with a short task in which you consider the experiences you’ve already had in dealing with disability, mental health or other personal issues. This is then followed by a half-day workshop that offers practical guidance on things like performance management, making workplace adjustments, discussing sensitive issues and the limits of what managers are expected to do.




How to book

Price bands: OF CL

Learning activities


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/disability-inclusive-management


87

Building effective teams

Resolving team tension

Building your team

Leading inclusive teams






88

Building effective teamsHigh performing teams don’t just emerge overnight. They are nurtured in an environment which helps to bring out the best in them. Whether you are a new, emerging or experienced leader, it’s part of your job to create that environment in which your team can thrive. Done properly, this should help your team to feel proud about where they work and what they do.

DescriptionThis topic will show you how to create the conditions within which all your team members can work to their maximum potential. To do that, you’ll learn about the typical characteristics of a high-performing team and consider how your team matches up against them.

You’ll also investigate the barriers which typically prevent teams from performing effectively and consider how to get past these barriers.

What’s the outcome?Armed with new tools and techniques, you’ll be encouraged to transfer what you have learned back into your team. Building on the team charter exercise which forms the final part of the workshop, you’ll consider the characteristics and behaviours you’ll want to encourage in your own team. You will then translate these into goals which everyone can buy in to.

What does it involve?The learning activities start with a short video and 5 interactive online tutorials, introducing you to the conditions required for high performing teams. You will also be asked to assess the current performance of your own team. All of these activities should last just under 90 minutes.

Subsequently, during the course of a 3 hour workshop, you’ll learn about the core principles behind building and developing a team. There’s some theory involved too, allowing you to distinguish between pseudo-teams, potential teams and high performing teams.




How to book

Price bands: OG CM

Learning activities


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/building-effective-teams

“It was useful to learn about the principles for building effective teams and the different types of motivation. I really enjoyed the topic and came away feeling positive about developing my team.”Leadership & management – Managing people / Building effective teams


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Leading inclusive teamsAlthough often mentioned in the same breath, diversity and inclusion are two quite separate things. Diversity relates to the traits, characteristics and qualities which make every one of us unique. Inclusion is about harnessing that diversity; creating a working culture that embraces individual differences. Team leaders have an important part to play in creating an inclusive workplace culture where no one feels marginalised for being different. Where an inclusive culture does exist, team members are likely to feel more valued and will be more productive as a result.

Description This topic will demonstrate how an inclusive team is one which feels safe to work in, can cope with creative conflict and tolerates challenges to the status quo. Leading an inclusive team means that team members feel valued for who they are as much as what they know or do. You will learn how to draw on the diversity of your team to maximise their performance; working with different identities, backgrounds, experiences and perspectives to make sure individuals and teams thrive.

You’ll learn about considering the needs of the individuals in your team and the importance of trust, considering how you build it within your team. Challenging your own unconscious bias and assumptions is an important part of this, as is being able to constructively challenge other people’s inappropriate behaviour.

What does it involve? This topic is centred on an all day workshop, preceded by an online tutorial on ‘looking at the overlooked’ in inclusive teams and a short preparatory task. During the workshop, you’ll learn how to create a

safe environment where team diversity becomes a performance advantage. You’ll be introduced to skills and techniques for encouraging the development of an inclusive culture and improving the working experience within your team.

Two post-workshop tasks follow, including one in which you’ll evaluate how your team communicates with each other and how this could be used to demonstrate inclusive priorities.

What’s the outcome? Completing this topic will help you understand the link between inclusion and improved team performance. You’ll appreciate what an inclusive leadership approach looks like and will be able to challenge non-inclusive attitudes and behaviours in the workplace. You’ll become a role model yourself for inclusivity, championing honesty, integrity and authenticity in your behaviour and relationships. In doing so, you will contribute to creating a more inclusive Civil Service workforce, in which differences and diversity are celebrated and nurtured.




How to book

Price bands: OG CM

Learning activities


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/leading-inclusive-teams


91

Resolving team tension

DescriptionAimed at new, emerging and experienced leaders, this topic will demonstrate the value of trust and harmony in a team environment. You’ll learn about Lencioni’s ‘5 dysfunctions of a team’, exploring how undesirable behaviours can undermine team performance. They are fear of conflict, lack of commitment, avoidance of accountability, inattention to results and an absence of trust. These can result in ambiguity, false consensus and low quality standards across a team.

You’ll learn how to recognise the triggers and causes for these unhealthy tensions and how to resolve them without compromising your team’s diversity. Allowing for an honest dialogue when disagreements arise among the team is part of this, as is encouraging team members to be open about their particular weaknesses and vulnerabilities.

What’s the outcome?By completing this topic, you’ll be able to resolve tension within your team quickly and confidently, maximising its performance. You’ll be able to create the conditions within which all employees can demonstrate their

What does it involve?This topic features a 3 hour workshop in which you’ll be introduced to the tools and techniques for maintaining team harmony and encouraging healthy intellectual tension. You’ll also consider the causes and symptoms of tension and how this can affect team performance.

In advance of the workshop, there is a one hour task to be completed, in which you assess the current tensions in your team, in relation to Lencioni’s model. After the workshop, you will be expected to use what you have learned to consider how best to deal with the unhealthiest tensions you previously identified.




Tension among work colleagues is something which most of us will have experienced in some shape or form. Tension needn’t be a bad thing though. Healthy tensions exist in teams where diverse views and approaches are accommodated and encouraged. This can make a team more productive and efficient.In contrast, a team which exhibits unhealthy tension between team members can quickly become dysfunctional. A manager’s job is therefore two-fold: managing any tensions which arise and creating an environment in which such tensions can be allowed to develop for the good of the team.

full capability and realise their potential. The tools and techniques learned during the workshop will help you achieve this – but so will having the confidence to create a working environment where differing views and approaches are encouraged and managed.

How to book

Price bands: OG CM

Learning activities


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/resolving-team-tension


92

Conducting high quality conversations

Managing poor performance


Attendance management

Discipline and grievance




Building your team


93

Attendance management In any working environment, people who never have a day off sick are rare indeed. Most of us succumb to illness at some point. Many of us also go to work, even when we know we’re not quite well enough to do our job properly. If you manage a team, you’re the person who has to deal with the ramifications of this. Add in the complications arising from more prolonged periods of employee absence, or from employees whose attendance record is unacceptably poor, and this can become a challenging task for even an experienced manager.

DescriptionPoor attendance can be costly. It can affect team performance, productivity, morale and even retention. Just as costly can be ‘presenteeism’, when employees come to work but are not productive due to illness or injury. As a manager, you have a big part to play in tackling these issues and minimising the loss of performance that they lead to.

You also have a duty of care to your team members, meaning you’ll need to know how to support employees who are struggling with long-term health issues or who are preparing to return to work after an extended period away. This topic will guide you in how to do all of this, as well as outlining when you might need to resort to formal procedures to address poor attendance.

What’s the outcome?Upon completing this topic, you’ll know how to support staff with health issues or disabilities which may affect their attendance. You’ll be clear on the policies and procedures which apply to attendance management.

This will allow you to conduct effective discussions on unsatisfactory attendance or returning to work, whether this be in a formal or informal situation. You’ll be able to support team members in flexible working arrangements and will know when you can exercise your discretion in dealing with any particular attendance management situation.

What does it involve?After an introduction to the importance of attendance management and a short quiz, this topic features 2 online tutorials. The first looks at the essentials of attendance management, such as how to manage periods of sickness. The second considers the process for managing unsatisfactory attendance. Two case study activities follow, in which you will need to decide how you would act in the scenarios they describe. The activities conclude with one final task in which you’ll need to research your own department’s particular rules and trigger points concerning attendance.




How to book

Price bands: OA

Learning activities


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/attendance-management


94

Conducting high quality conversationsNo-one ever really likes being on the wrong end of an awkward conversation. The emotional side of our brain takes over from the rational side, we struggle to think clearly and our primeval ‘fight or flight’ mechanisms begin to stir. Being able to conduct a constructive, productive conversation, no matter how challenging the topic, depends on our ability to recognise and control those negative emotions. This topic will prepare you for engaging in such conversations.

DescriptionConversations which focus on giving feedback, discussing personal issues or addressing inappropriate behaviour all have the potential to take a turn for the worse and spiral out of control. As managers, we may not be able to control how we feel in such a situation, but we can control how we act.

This topic will help you to understand the emotional triggers which can change the tone of a conversation. You’ll be introduced to techniques for keeping your own emotions – and those of the other person – in check, as well as a framework for conducting constructive conversations, even in challenging situations.

You will also find out about the role that constructive conversations can play in improving performance, making this ideally suited to anyone who is new to a management role, as well as anyone looking for a handy refresher.

What does it involve?The learning activities include a 3 hour workshop, preceded by some preparatory work, a short online tutorial (introducing the 4S framework for how to have quality conversations) and a self-assessment questionnaire. The workshop will take you through real-life conflict conversation examples and how the 4S framework can help.




What’s the outcome?You will be able to plan and prepare better for productive conversations, whether they are challenging or not, which will lead to meaningful action plans. You will develop skills such as being able to listen and ask questions more effectively. Plus, when the need arises, you’ll be able to manage the emotions which may be in play on both sides of the conversation.

Underpinning all of this will be a better understanding of how you can use this learning to motivate people to improve their performance.

How to book

Price bands: OF CL

Learning activities


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/conducting-high-quality-conversations

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Discipline and grievance Managing discipline and grievance cases can prove challenging for even the most experienced team managers. Rarely are two cases exactly the same. What can help is ensuring that all such issues are resolved promptly, consistently, fairly and – if at all possible – informally. Sometimes, this can be achieved because of the open, honest and supportive working environment which a manager has helped to create. There will be other occasions however, when more formal policies and procedures need to be called upon to resolve a problematic situation. How situations like this are handled can have a significant impact on a manager’s credibility with his or her team.

DescriptionThis topic is designed to improve your confidence and ability in handling discipline issues (problems with an employee’s conduct) and grievance issues (problems that an employee raises with you). Your department will have its own policies and procedures which you need to understand and follow. These learning activities will provide you with further guidance on how best to apply those policies.

In addition, you’ll learn how to spot the early signs of misconduct, the three categories it falls under (minor, serious and gross) and the required actions for each. You’ll find out about the most common types of grievance and the steps available for resolving them. In both cases, you’ll consider how to handle these issues quickly and fairly, with no semblance of unconscious bias.

What’s the outcome?By completing this topic, you’ll understand why early intervention is so important in dealing with discipline and grievance issues. By doing

so, you can help reduce the number of formal cases. When a case does end up going through a formal resolution process, you’ll know how to conduct that process fairly and efficiently. Knowing what the relevant policies and procedures are in your department, you’ll be able to adhere to these throughout.

What does it involve?This topic features a number of online learning activities, starting with an introduction to the value of early intervention and a clarification of the differences between discipline and grievance issues. Five further online tutorials follow on assessing individual cases, carrying out investigations and making decisions which are both proportionate and reasonable. Two interactive modules also feature; a quiz for checking what you have learned and a case study to test your decision-making. Once completed, you’re encouraged to research your department’s own policies and procedures in this area.




How to book

Price bands: OC

Learning activities


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/discipline-and-grievance


96

Managing poor performanceWhenever a team member is performing poorly, it’s all too easy to point the finger of blame solely at them. As well as addressing the performance issue, strong managers will think about – and address – the circumstances which allowed it to happen, in order to prevent it from being repeated. They’ll proactively confront under-performance at an early stage before it has a detrimental effect on the whole team, managing this in a fair and objective manner.

DescriptionThis topic, aimed at both new and experienced managers, will show you how to tackle poor performance in your team. As well as learning to identify the signs of poor performance, you’ll think about the reasons for poor performance in detail too. This means considering whether there is anything you’re doing (or not doing) which is contributing to the situation.

This topic also covers the necessary preparation for a conversation about poor performance and considers when an informal approach is preferable to a formal approach. As this can be a challenging and emotional process, you’ll also learn how to remain resilient and objective throughout.

What’s the outcome?Completing this topic will help you get under-performing individuals back on track quickly and effectively. By addressing poor performance before it becomes a regular occurrence, you can avoid resorting to further formal and time-consuming action. You’ll understand the Civil Service

procedures for managing under-performers and learn how to create the working conditions within which examples of poor performance become less and less frequent.

What does it involve?This topic includes several online activities which should take about 3 hours to complete. You’ll begin with a short self-assessment of the performance environment that you have created for your team. Three online tutorials follow this, considering all aspects of managing poor performance.

These are followed by 2 interactive exercises where you’ll respond to a number of performance management scenarios. You’ll finish by producing an action plan to help apply what you have learned back in the workplace.




How to book

Price bands: OB

Learning activities


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/managing-poor-performance

“It made the whole process much clearer and I would be confident in knowing how to deal with poor performance effectively. Fantastic for new managers and also for existing managers as a refresher.”Leadership & management – Managing people / Managing poor performance


98

Recruitment and selection (coming soon)

Interview skills (Interviewer)


Assessment options

Job descriptions and adverts (coming soon)



Building your team



99

Assessment options In a competitive job market, finding the best candidate to fill a vacancy can be a challenging process. Thankfully, today’s recruiters have plenty of assessment tools available to them to help narrow the field of potential candidates. Applied properly, these tools improve the chances of getting the right person for the job. Understanding exactly how these different assessment options work, when they should be used and how they can be combined are critical factors in a successful recruitment process.

DescriptionThis topic will introduce you to several different assessment tools and techniques for shortlisting candidates. Assessment centres, staff panels and competency or strength based interviews are just a few of the options you’ll cover. By learning about their individual advantages and disadvantages, you’ll be able to select the most appropriate combination of assessment options for any given recruitment process.

You’ll also learn about the context within which recruitment takes place. This includes learning about the Civil Service Recruitment Principles and the role of diversity and inclusion in the assessment process.

What’s the outcome?Completing this topic will leave you feeling confident about determining the most appropriate assessment techniques. You’ll be able to consistently complete the process of sifting applications, meaning that the number of appeals from unsuccessful applicants should fall.

By doing this, you’ll help save time, especially in large recruitment activities. This is time which can then be spent focusing solely on the best candidates for a role. Most importantly, you’ll help ensure that new recruits accurately meet the needs of the Civil Service.

What does it involve?This topic is delivered entirely online. After hearing about why the assessment process is important, you’ll then undertake 3 online tutorials, starting with an introduction to the different assessment options available to you. You’ll then consider the ways in which these options are typically combined before finishing on the implications of diversity and inclusion. It will be rounded off with a short quiz where you’ll need to match the best assessment options to a range of recruitment scenarios and a handful of case studies on innovative Civil Service recruitment strategies.




How to book

Price bands: OB

Learning activities


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/assessment-options


100

Interview skills (Interviewer) Job interviews can be a stressful experience, for the interviewer as well as the interviewee. The pressure of having to make the right recruitment decision at the end of the process can be nerve-racking. It doesn’t have to be though. The trick lies in knowing how to conduct an effective formal job interview. Preparing the right questions, actively listening to the answers and creating a professional and welcoming environment for all candidates are just some of the factors that can make for effective interviewing.

DescriptionThis topic will show you how best to prepare for an interview, whether individually or as part of a panel. It is designed to help you feel confident in assessing an interviewee’s answers to your questions and, ultimately, in deciding who to recruit.

You’ll learn about creating an interview environment which is fair, supportive and non-discriminatory. Eliminating unconscious bias is a consideration here but so too is being mindful of your body language and how quickly you may jump to conclusions. You’ll also receive plenty of practical guidance – on everything from the factors which may hamper your active listening through to tactics for putting a candidate at ease.

What’s the outcome?By completing this topic, you’ll be equipped with the interviewing techniques required to properly test a candidate’s competence, strengths and transferable skills. This should make you more confident in your ability to select the right candidate. By making the interview

process fair and non-discriminatory, you’ll also help the Civil Service to build a more diverse workforce. This should result in fewer appeals from unsuccessful applicants; something which should, in turn, save the Civil Service both time and money.

What does it involve?This topic comprises an all-day workshop, preceded by a variety of online learning activities. There are 8 preparatory activities, lasting an hour in total. These include a self-assessment of your interviewing strengths and weaknesses, guides to preparing questions and assessing candidates, videos on interviewing technique and 2 reflective tasks.

In the subsequent workshop, you’ll have the chance to reflect on what you have learnt and to practice your own interviewing technique. After the workshop, you’ll be encouraged to create a personal action plan to continue developing your skills and to apply what you have learned back in the workplace.




How to book

Price bands: OF CL

Learning activities


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/interview-techniques-interviewer


v

MandatoryMOT(coming soon)

Map

Other curriculum – Working essentialsPre-retirement Literacy Numeracy First aidHealth and

safety

Map

103

Pre-retirement

Pre-retirement Literacy Numeracy First aid

Health and safety

Map/Other curriculum - Working essentials /

104

Pre-retirement

How to book

Retirement should never be something which simply happens to you. It represents a major shift in your lifestyle, which should be planned for accordingly, and involves many choices – choices which you should be in control of. Heading into retirement can be exciting and scary in equal measure, but this topic will help you prepare by taking you through the different aspects you need to consider.

DescriptionThis workshop-based topic is designed to highlight and explore the broad range of lifestyle and financial considerations that might emerge when you retire. Today’s standard of living means that many people could enjoy 20 years, or even more, living in retirement. Planning for this period of your life makes it very important to be clear in your own mind of what retirement means for you and how you can get what you want out of it.

From dealing with the loss of a working routine and figuring out how best to fill your time through to understanding your investment options, this workshop will help you prepare for what is a life changing moment. Above all, it will highlight how retirement is the period of your life over which you should have the most control, creating the lifestyle you have been working towards for many years.

What’s the outcome?At the end of this workshop, you will have identified and prioritised those aspects of retirement which are most relevant for you.

You will also have been given guidance on financial planning, investments and personal budgeting.

The workshop will provide the opportunity to consider the personal implications of retirement and the impact it may have on your relationships, home life and health. Armed with that insight, you’ll be able to prepare strategies to help you manage your change in circumstances.

What does it involve?This topic is delivered in an all-day workshop. The morning session focuses on the financial considerations of retirement while the afternoon session will explore what retirement is likely to mean for you. Throughout the day, you will be pointed towards support materials or groups who can assist with anything from securing voluntary work through to healthcare and insurance.


Estimated learning time:1 day

Product code: 060-00www.civilservice.gov.uk/learning

Learning activities

Price bands: OX CX

Map/Other curriculum - Working essentials

https://civilservicelearning.civilservice.gov.uk/learning-opportunities/pre-retirement

105

Literacy

Pre-retirement Literacy Numeracy First aidHealth and safety


106

Literacy

How to book

Being able to express ourselves clearly and without ambiguity is a critical skill within the Civil Service. Our reputation as an organisation can depend on how effectively we communicate with the general public. However, this is not something which comes easily to all of us, especially if we are lacking in literacy skills. This can affect our ability to do our job but it can also have a damaging effect on our confidence and self-esteem. This topic provides the opportunity to develop or refresh basic literacy skills.

DescriptionThis topic is designed to build confidence in your reading and writing skills to make you a stronger communicator. That confidence should translate into being able to handle instructions, questions and challenges from your colleagues effectively.

Learning literacy skills can be challenging and these skills can only really be developed through plenty of practice. However, this can have a hugely positive impact on our personal well-being, not just our workplace effectiveness.

What’s the outcome?By completing this topic, you’ll better appreciate the importance of literacy skills in your day-to-day work. The clearer you make your writing, for example, the more likely you are to get the response you need from the reader.

Improving your fundamental literacy skills will provide you with the opportunity to present yourself in the best possible light at work, when pursuing promotion or when applying for other roles within the Civil Service.

What does it involve?To begin this topic, you’ll spend some time with your manager, discussing the skills you are looking to develop. You’ll need to agree on an action plan which outlines your learning goals and how you’ll use those new skills in the workplace.

From there, you are able to select from a number of online resources which can help develop your literacy skills. These include bite-sized courses from Learn Direct, BBC Skillswise, Futurelearn and the Open University, along with resources from the Plain English Campaign.

These are extensive resources but you can prioritise those areas which you want to spend more time on. How long this takes will depend on how much you want to cover and the pace you want to work at.

Estimated learning time:1 to 3 hours

Learning activities

Product code: CB2 www.civilservice.gov.uk/learning


Price bands: OY


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/literacy


107

Numeracy

NumeracyPre-retirement First aidLiteracyHealth and safety


108

Numeracy

How to book

We are surrounded by numbers at work. The explosion of data in recent years has massively increased the volume of facts and figures which feature in our day-to-day work. Being able to interpret basic numerical information is now a factor within most jobs, to some degree. It’s also a skill which is vitally important to the reputation of the Civil Service.

This is not something which comes easily to all of us however, especially if we are lacking in numeracy skills. This can affect our ability to do our job but it can also have an effect on our confidence and self-esteem. This topic provides the opportunity to develop or refresh our basic numeracy skills.

DescriptionThis topic is designed to make you feel more confident when it comes to dealing with simple calculations, including percentages, fractions, units of measurement and graphs. This will have the added benefit of improving your digital awareness and your data management ability. These are important factors in the Civil Service’s ambition to become ‘digital by default’.

Learning numeracy skills can be challenging and these skills can only really be developed through plenty of practice. However, this can have a hugely positive impact on our personal well-being, not just our workplace effectiveness.

What’s the outcome?By completing this topic, you’ll better appreciate the importance of numeracy skills in your day-to-day work. You’ll be more confident

Estimated learning time:1 to 3 hours

Learning activities



when using percentages and fractions, for example, and when making simple calculations.

Improving your fundamental numeracy skills will also provide you with the opportunity to present yourself in the best possible light at work, when pursuing promotion or when applying for other roles within the Civil Service.

What does it involve?To begin this topic, you’ll spend some time with your manager, discussing the skills you are looking to develop. You’ll need to agree on an action plan which outlines your learning goals and how you’ll use those new skills in the workplace.

From there, you are able to select from a number of online resources that can help develop your numeracy skills. These include bite-sized courses from Learn Direct, BBC Skillswise, Futurelearn and the Open University.

These are extensive resources but you can prioritise those areas which you want to spend more time on. How long this takes will depend on how much you want to cover and the pace you want to work at. Price bands: OY


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/numeracy


109

First aidPre-retirement Literacy NumeracyHealth and safety

NEBOSH general certificate

IOSH managing safely refresher

IOSH managing safely


110

IOSH managing safely

How to book

Health and safety is an important workplace consideration which should never be far from our minds. This is true whether we work in a traditional office environment or a more physically hazardous location.

Managers and supervisors are responsible for the health and safety of their teams. It’s important therefore that they are armed with the knowledge and tools for identifying and tackling the issues that their teams could face.

DescriptionThe Institution of Occupational Safety and Health (IOSH) is the world’s leading professional body for people responsible for health and safety in the workplace. This topic is designed to help staff with health and safety responsibilities attain the IOSH managing safely certification. Holding this certification demonstrates that you have the skills to assess and control risks and hazards in the workplace.

As well as understanding the various policies and procedures for managing health and safety risks, you’ll be able to contribute towards creating a safer workplace. In turn, this can result in greater productivity as a result of fewer hours being lost to sickness and accidents.

What’s the outcome?Successfully completing this topic will see you awarded with your nationally recognised IOSH managing safely certificate. Gaining this certification means you’ll have a better understanding of the risks which


Learning activities



What does it involve?This topic comprises a 4 day practical workshop, offering step-by-step guidance on assessing and controlling risks, identifying hazards and investigating accidents and incidents. You’ll also learn about your own personal responsibilities, how best to protect your working environment and how to measure the performance of your health and safety measures.

On the fourth day, you will take a classroom theory assessment and a practical assessment. You will need to successfully complete both assessments to gain your certification.

may be present in the workplace. You’ll know how to undertake basic risk assessments and be able to recommend suitable measures for controlling those risks. When accidents occur, you’ll be able to investigate, determine the cause and take appropriate action.

Price bands: OX CX

Map//Other curriculum - Working essentials

Exam

https://civilservicelearning.civilservice.gov.uk/learning-opportunities/iosh-managing-safely-certificate


111

IOSH managing safely refresher

How to book

When it comes to something as important as health and safety, it’s no surprise that best practice and legislation are continually evolving. If you’re responsible for health and safety in your workplace, it’s important to stay abreast of these changes with regular knowledge updates.

If you hold a managing safely certification, issued by the Institution of Occupational Safety and Health (IOSH) within the last three years, this topic provides you with the opportunity to renew your certification and refresh your knowledge.

DescriptionIOSH is the world’s leading professional body for people responsible for health and safety in the workplace. In this refresher topic, you’ll find out about the latest legislative updates you need to be aware of. You’ll also revisit the most important points from your original IOSH certification training.

Holding this certification means that you understand the various policies and procedures for managing health and safety risks. You’ll also be able to contribute towards creating a safer workplace. In turn, this can result in greater productivity as a result of fewer hours being lost to sickness and accidents.

What’s the outcome?Completing this topic means that your nationally recognised IOSH managing safely certificate will be updated. Holding this certification means you’ll have a better understanding of the risks which may be


Learning activities



present in the workplace. You’ll also know how to monitor the main health and safety indicators against which legislative compliance and organisational performance can be measured.

What does it involve?This topic comprises an all day workshop, which uses video material, discussions and practical exercises to provide a dynamic and stimulating learning experience. To get the most from this, you should aim to review the managing safely workbook issued during your original managing safely workshop.

The workshop concludes with a classroom theory assessment which you will need to successfully complete to gain your certification.

Price bands: OX CX


Exam

https://civilservicelearning.civilservice.gov.uk/learning-opportunities/iosh-managing-safely-refresher


112

NEBOSH general certificate

How to book

Whatever our line of work, there are always health and safety issues which can pose a risk to our personal well-being. Managing these risks and proactively improving our working environment is an ongoing task. It requires managers and supervisors to be armed with the knowledge and tools for identifying and tackling the issues that their teams could face. Gaining a professional qualification reassures colleagues that health and safety procedures are being properly observed but also provides a platform for carving out a career in this field.

DescriptionCompleting this topic will result in you being awarded a General Certificate in Occupational Safety and Health, which is accredited by the National Examination Board in Occupational Safety and Health (NEBOSH).

Gaining this qualification provides an excellent foundation for anyone who currently has – or hopes to have - a career in health and safety. Workplace and transport hazards; fire and electrical safety; and organising and policing health and safety management systems are just some of the many subjects covered in this extensive topic.

What’s the outcome?As well as gaining a nationally recognised qualification, you will develop a deep understanding of how to manage occupational health and safety. By managing the related risks more efficiently, you’ll be able to help create and maintain a safer work environment. In turn, this can result in greater productivity as a result of fewer hours being lost to sickness and accidents.

Holding this qualification means you’ll also meet the academic requirements for Technician membership of the Institution of Occupation


Learning activities



Safety and Health (IOSH) and Associate membership of the International Institute of Risk and Safety Management (IIRSM).

What does it involve?This topic begins with a week-long learning module. The second week is set aside for private study and a half-day exam on what was covered in the first week. The third week again features a week-long learning module with a half-day exam in the fourth week.

There is also a practical assessment to be completed back in the workplace and submitted within 14 days. All exams and assessments must be successfully completed to achieve the full qualification.

NEBOSH recommends at least 50 hours of private study and background reading to supplement what you learn during the workshop. In advance of the workshop, you’ll need to identify your workplace’s current risk assessment procedures. This background knowledge will come in handy during your workshop.


Exam

https://civilservicelearning.civilservice.gov.uk/learning-opportunities/nebosh-general-certificate


113

First aid

Automated external defibrillator

Emergency first aid at work

First aid annual refresher

First aid at work requalification

Automated external defibrillator requalification

First aid at work

First aid for lone workers

Pre-retirement Literacy NumeracyHealth and safety


114

Automated external defibrillator

How to book

An automated external defibrillator (AED) is a piece of medical equipment, designed to be used when someone suffers a cardiac arrest. By delivering a short electric shock, the AED is used to bring a patient’s heart back into a normal rhythm. AEDs can be found in most workplaces and require only a small amount of training to know how to use one.

DescriptionThis topic will show you how to use an AED correctly. Although this topic is suitable for anyone interested in improving their emergency aid skills, no previous first aid knowledge is required.

However, only employees who have been identified as eligible through a first aid assessment of needs should apply for this topic. If required, consult your manager about the first aid arrangements already in place in your department.

What’s the outcome?By completing this topic, you will be formally certified as an AED operator. You will be able to help treat an unconscious cardiac arrest casualty, using the AED to resuscitate them.

What does it involve?During the course of a 3 hour workshop, you will be introduced to the AED equipment and instructed in how to operate and maintain it. You’ll also be shown how to identify the course of events leading up to a cardiac arrest as well as how to distinguish between angina and a heart attack. You’ll also consider how best to treat a casualty in order to reduce their anxiety.



Product code: CB9www.civilservice.gov.uk/learning

Learning activities

Price bands: OX


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/automated-external-defibrillator

115

Automated external defibrillator requalification

How to book

An automated external defibrillator (AED) is a piece of medical equipment, designed to be used when someone suffers a cardiac arrest. By delivering a short electric shock, the AED is used to bring a patient’s heart back into a normal rhythm. AEDs can be found in most workplaces and require only a small amount of training to know how to use one. However, it is important that this training is refreshed on a regular basis.

DescriptionThis topic is designed so that existing, certified AED operators can maintain their skills for dealing with a cardiac arrest situation. It refreshes the skills learned on the initial AED topic and revalidates the operator’s AED user certification. As such, it is aimed at current AED operators whose certification is due to expire shortly.

What’s the outcome?By completing this topic, you will demonstrate that you can still use an AED safely and effectively – and your user certification will be renewed.

What does it involve?During the course of a 2 hour workshop, you will be able to refresh your knowledge of the AED equipment and how to operate it. You’ll also learn how to identify the course of events leading up to a cardiac arrest. By focusing on the importance of good communication, you’ll also consider how best to treat a casualty in order to reduce their anxiety.




Learning activities

Price bands: OX


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/automated-external-defibrillator-re-qualification

116

Emergency first aid at work

How to book

Accidents happen, even at work. That’s why it’s been a legal requirement since the early 1980s to have at least one qualified first aider present in any office. If you’re interested in learning basic – but potentially life-saving – first aid skills, you could be that person.

DescriptionThis topic is designed to accredit you as an emergency first aider. The learning activities are especially suited for first aiders in a small, low risk working environment such as an office.

Although emergency first aid training is open to all grades, this topic can only be applied for by employees who have been identified as eligible through a first aid assessment of needs. If required, consult your manager about what first aid arrangements are already in place in your department.

What’s the outcome?Completing this topic will provide you with an ‘Emergency first aid at work’ accreditation which will be valid for 3 years. Plus, knowing that there is a qualified first aider on site will have a beneficial impact on workplace confidence and well-being.

What does it involve?During the course of an all-day, face-to-face workshop, you’ll learn about the most common workplace injuries as well as the health and safety regulations relating to first aid.

Having been introduced to the basic principles of managing an emergency incident, you’ll be shown how to treat an unconscious casualty. You’ll also find out how to deal with, amongst other things, choking, seizures, shock and bleeding.


Estimated learning time:1 day


Learning activities

Price bands: OX


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/emergency-first-aid-work

117

First aid annual refresher

How to book

Having a qualified first aider in the workplace is important - and mandatory - and it’s equally important to keep those first aid skills up to date. If you’re a qualified first aider, your qualification is valid for 3 years. However, attending a refresher session once a year is strongly recommended by the Health and Safety Executive.

DescriptionThis topic provides you with an opportunity to practise and update your skills at any time during your 3 year period as a qualified first aider. To be eligible, you must hold a current ‘First aid at work’ or ‘Emergency first aid at work’ certificate.

What’s the outcome?This topic will build your expertise and confidence by getting you involved in realistic situations with simulated casualties.

Additionally, knowing that there is a qualified first aider on site will have a beneficial impact on workplace confidence and well-being.

What does it involve?You will be required to attend a 3 hour face-to-face workshop. During that time, you’ll have the chance to practise first aid in a series of practical, hands-on scenarios. This will entail a recap on how to help someone who is unresponsive, bleeding, having a seizure or choking.



Product code: CB5www.civilservice.gov.uk/learning

Learning activities

Price bands: OX


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/first-aid-annual-refresher-0

118

First aid at work

How to book

Having a qualified first aider in the office isn’t just a legal requirement. Employees also find it highly reassuring to work in an environment where medical emergencies can be dealt with promptly and efficiently.

DescriptionThis topic is aimed at anyone who wants to be either an accredited first aider or the appointed person who oversees first aid arrangements.

Although first aid training is open to all grades, this topic can only be applied for by employees who have been identified as eligible through a first aid assessment of needs. If required, consult your manager about what first aid arrangements are already in place in your department.

What’s the outcome?On completion of this 3 day workshop, you’ll receive your ‘First aid at work’ certification. This remains valid for 3 years, although annual refresher courses are recommended.

Additionally, knowing that there is a qualified first aider on site will have a beneficial impact on workplace confidence and well-being.

What does it involve?This topic – delivered in a 3 day workshop – goes further than the related ‘Emergency first aid at work topic’. It still covers how to respond to emergencies when a casualty may be unconscious, not breathing, choking or bleeding. However, it also covers how to treat injuries and medical conditions such as breaks, sprains, burns, poisoning and eye injuries.

You will also be shown the correct procedures for handling major incidents involving heart attacks, strokes, epilepsy, asthma and diabetes.




Learning activities

Price bands: OX


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/first-aid-work

119

First aid at work requalification

How to book

If you are a qualified first aider, your qualification lasts for 3 years. This topic, approved by the Health and Safety Executive, will refresh your first aid knowledge and skills as well as renew your qualification for a further 3 years.

To be eligible, you must hold a current ‘First aid at work’ certificate which is due to expire shortly. It is recommended that you renew your qualification within a month of your certificate expiring.

DescriptionAs a first aider, it is essential that you hold a valid ‘First aid at work’ certificate. As well as renewing your certification, this topic will help you maintain your skills and confidence in dealing with workplace emergencies.

What’s the outcome?On completion of the 2 day workshop, your ‘First aid at work’ qualification will be renewed for a further 3 years.

What does it involve?This topic is delivered in a 2 day, face-to-face workshop. During the workshop, you’ll look at the role of the first aider, the recording of incidents and accidents and how to assess an emergency situation. You will also refresh your knowledge of how to administer first aid to a casualty who may be unconscious, choking or in shock.

Dealing with bone injuries, poisoning, burns and anaphylactic shock will also be covered alongside how to recognise, and respond to, medical emergencies such as heart attacks or strokes.




Learning activities

Price bands: OX


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/first-aid-work-requalification

120

First aid for lone workers

How to book

If the nature of your work means that you often work alone, it is sensible to have some basic first aid training in case you are ever required to administer first aid. Similarly, such training may come in useful if an accident were to befall you while working alone.

DescriptionThis topic provides basic first aid skills to lone workers. These are people who work by themselves without close or direct supervision.

Lone workers could be people in fixed establishments such as small workshops or kiosks where only one person works. Alternatively, they could be people who work outside normal hours, such as cleaners, maintenance staff or security personnel. Lone workers also include people who work away from their home base such as construction workers, postal workers, community nurses or drivers.

What’s the outcome?Completing this topic will give you the basic skills required to administer first aid in a range of emergency situations. You’ll also have a better understanding of the first aider’s role, covering items like record-keeping and basic hygiene procedures.

What does it involve?This topic is delivered in a half-day workshop during which you will be introduced to the basic principles of first aid and what to do in an emergency. You’ll also learn the techniques for dealing with a casualty who may be wounded, unconscious or bleeding. In addition, you’ll find out how to assess and treat fractures, dislocations, soft tissue injuries, burns and other miscellaneous medical conditions.


Learning activities





https://civilservicelearning.civilservice.gov.uk/first-aid-lone-workers

Personal effectivenessCareer development

Communications Making an impact

Map

122

Applying for jobs

Interview skills (Interviewee)

Career development Communications

Making an impact

Map/Personal effectiveness /

123

Applying for jobs

How to book

In an organisation as large as the Civil Service, new roles and vacancies are always becoming available. These represent opportunities for you to continue developing your career as a civil servant. However, making the most of these opportunities requires more than simply submitting your CV. From identifying the best opportunities and understanding the application process, through to making your application stand out above all others, there are plenty of factors which will determine whether you are successful.

DescriptionThis topic is designed to help you present yourself at your absolute best when applying for another Civil Service role. If all of us can feel confident in doing this, it means that the best possible pool of candidates will be available for each vacancy.

You’ll learn how to be alerted to new roles as they become available and what you’ll need to do in the application process. You’ll be introduced to the various assessment and selection methods which may be used within that process, including competency based questions and how to answer them with STAR (Situation, Task, Action, Result) and WHO models. Being able to evidence your strengths, competencies and transferable skills in a way which relates directly to the job specification will also be covered.

What’s the outcome?Ensuring that talented civil servants are sufficiently well-informed and confident in putting themselves forward for new roles is a primary aim of this topic. That confidence may well inspire you to apply for roles outside of

your grade and department – and it should certainly improve your chances of securing your next role. It should also mean that groups which are under-represented across the Civil Service have a better opportunity to gain broader experience and secure promotion.

What does it involve?This is a digital topic, delivered through 2.5 hours of online tutorials, videos, tasks and self-assessments. It starts with a self-assessment exercise which allows you to examine how you typically go about applying for jobs. You’ll then look at some excellent examples of job applications, learn about the Civil Service competency framework and have the chance to rewrite some poorly written competency examples. In one final task, you’ll be put in the recruiter’s shoes, presented with a number of applications and asked to decide who you would appoint and why.




Learning activities

Price bands: OC

Map/Personal effectiveness

https://civilservicelearning.civilservice.gov.uk/learning-opportunities/applying-jobs

124

Interview skills (Interviewee)

How to book

There can be few things in life more stressful than a job interview. With so much potentially riding on the outcome of a single conversation, it’s no surprise your nerves can sometimes get the better of you. Managing your emotions in these situations requires proper preparation. You also need to know how to answer the types of question you’re most likely to be asked and how to remain in control of your body language. It’s also worth remembering that interviews are a two-way street and represent an opportunity for you to decide whether the role is right for you.

DescriptionThis topic is designed to help you perform at your best during an interview. It’s about creating a favourable first impression and giving yourself the best possible chance of being offered the role. Some of this relates to your physical demeanour, your tone of voice and body language, and to your preparation; researching the role and understanding the competencies it demands.

But it’s also about evidencing your strengths in a way which is relevant to the role and coping with the occasional negative question which may be thrown your way. This will cover competency based questions and how to answer them using the STAR (Situation, Task, Action, Result) and WHO models. Although preparing for competency questions will be the focus, it will also touch on strengths based questions. With proper preparation and more confidence in your own interviewing ability, dealing with the inevitable nervousness should be far easier.

What’s the outcome?As your career develops in the Civil Service, opportunities will inevitably arise for new challenges, roles and promotions. By being the best

interviewee you can possibly be, you’ll improve your chances of having a long, varied and fulfilling career within the organisation.

From the Civil Service’s point of view, this should result in the best possible pool of internal candidates applying for each available role. It also means that under-represented groups have a better opportunity to gain broader experience and secure promotion.

What does it involve?You’ll start by completing a questionnaire to assess your interviewing strengths and weaknesses. This is followed by a number of online learning activities, including tutorials, tasks and videos, on various aspects of interview preparation and technique.

Subsequently, during the course of a 3.5 hour workshop, you’ll have the chance to practice what you have learned. This will involve at least 2 opportunities to role-play a competency based interview and receive feedback on your performance.




Learning activities

Price bands: OF CL


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/interview-techniques-interviewee

125

Presenting confidently

Influencing skills

Running effective meetings

Career development Communications

Assertiveness

Making an impact


126

Assertiveness

How to book

Being assertive in the workplace means treading a fine line between confidence and aggression. It also means recognising what causes you to behave in a certain way – be that passive or aggressive – and tailoring your behaviour accordingly.

Assertiveness isn’t just about how you think or behave though. It’s also about how you communicate. As such, it forms an important part of the impact you’re able to make at work, alongside your resilience and influencing skills.

DescriptionThis topic is designed to help you recognise what assertive behaviour looks like and the skills you may need to develop to become more assertive yourself. You’ll examine the personal impact of assertiveness on day-to-day working life as well as the most typical barriers to being assertive.

The learning activities will help you determine where you currently stand on the ‘assertiveness continuum’ and to identify the emotional triggers which affect your behaviour. You’ll also have a better understanding of how you come across to different people in different situations and how you can begin to stretch and flex your personal style in response.

What’s the outcome?This topic should provide you with the skills and resources needed to boost your personal impact and present a positive image of yourself in a variety

of situations, whether that be with colleagues or customers. In turn, this will improve your ability to build effective relationships and further develop your leadership ability.

What does it involve?This topic features a 3 hour workshop, during which you’ll be introduced to the core components of making an impact, as well as considering first impressions and behavioural triggers.

Prior to the workshop, there are a couple of short preparatory tasks and 5 online tutorials to undertake, covering the benefits and requirements of assertive behaviour and communication. As part of the workshop, you’ll be encouraged to devise an action plan to help apply what you have learned back in the workplace.



Product code: AS0716KP www.civilservice.gov.uk/learning

Learning activities

Price bands: OH CM


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/assertiveness-0

127

Influencing skills

How to book

Effective influencing skills are critical if you want to build successful relationships with colleagues, customers and clients. Your influence is a measure of your ability to affect other people’s attitudes, beliefs and behaviours without using force or formal authority. Contrary to popular belief, it is not a manipulative, one-way process, nor is it about getting your own way and never having to compromise. This topic introduces you to what influencing really is and the skills you need to develop.

DescriptionAs part of your job, the groups you will typically be looking to influence include customers, colleagues and management; none of whom you can force to think or act in a certain way. Even with those groups over which you have more direct authority, such as suppliers or junior colleagues, your relationships will be more effective if they are based on influence, rather than control.

This topic will increase your awareness of the different perspectives within those groups and how this should inform your own influencing behaviour. You’ll be introduced to the different ‘push’ and ‘pull’ styles alongside the techniques you will need to be able to respond positively when you meet resistance.

What does it involve?A 3 hour influencing workshop sits at the heart of this topic, preceded by an online tutorial, a questionnaire, some pre-reading and a video on the science of persuasion. Following the workshop, with its focus on influencing skills and styles, you will liaise with your line manager to apply what you’ve learned back in the workplace.



Product code: 047 www.civilservice.gov.uk/learning

What’s the outcome?Developing your influencing skills should help you to communicate more persuasively, which in turn will enhance your personal credibility. Using your powers of persuasion and adapting your own behaviour to suit any given situation, you’ll be able to generate outcomes which are beneficial for everyone involved. You’ll also be encouraged to subsequently deploy your new-found skills in short-term and long-term follow-up activities.

Learning activities

Price bands: OF CL


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/influencing-skills

128

Presenting confidently

How to book

Having to give a presentation at work is something which many people can find uncomfortable. However, memorable presentations – delivered confidently and articulately – are a cornerstone of any organisation’s ability to communicate effectively, both internally and externally. This topic will help you to give presentations which are impactful and engaging, considering the content of the presentation as well as its delivery.

DescriptionPresentations don’t have to be given in front of hundreds of people. Once you start thinking of anything from one-to-one discussions through to job interviews as a presentation, the value of strong presentation skills becomes ever clearer.

Within this topic, you’ll explore how to design a range of face-to-face presentations. As well as learning how best to deliver your presentation, you’ll also consider how to tailor the content to the needs of your audience. You’ll also be introduced to the skills required to build rapport with your audience, something which should help build your confidence in handling their questions and challenges.

What’s the outcome?This topic is a very practical one, meaning that you’ll have the chance to prepare a presentation, deliver it and then improve it. You will benefit from having both your presentation content and delivery style reviewed by a

What does it involve?This topic is centred on an all-day workshop, during which groups of up to 15 participants deliver and subsequently refine a pre-prepared presentation on a topic of their choosing (which is agreed in advance with the workshop facilitators). The workshop is preceded by one online tutorial and one online resource, introducing some of the principles which underpin effective presentations. After the workshop, participants are encouraged to undertake a self-assessment exercise following their next live presentation.



Product code: 041 www.civilservice.gov.uk/learning

workshop group, allowing you to incorporate that feedback into future presentations. In doing so, you’ll learn about the qualities and behaviours which the best presenters typically display.

You’ll also gain a better appreciation of the importance of communication skills, helping us to provide clearer, more effective communications across the whole Civil Service.

Learning activities

Price bands: OX CL


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/presenting-confidently

“This is excellent for building confidence - ideal for someone new to presenting or with limited experience. I loved it.”Personal effectiveness / Presenting confidently


130

Running effective meetings

How to book

Enduring an unproductive or pointless meeting is something we’ve probably all experienced at some time. The real frustration is that, when conducted properly, meetings are an excellent vehicle for communicating, planning and making decisions. If they fail to deliver on these points, it is typically down to poor planning from the organiser or poor behaviour from the participants. Both these shortcomings can be combated by taking a more proactive approach to meetings, making them a more productive use of everyone’s valuable time.

DescriptionThis topic will show you how to plan, run and conclude a range of different meetings. You’ll learn the value of having a clearly defined purpose for each meeting and consider how you go about determining that purpose. You’ll also learn about the other typical causes of poor meetings and how these can be addressed.

Poor meetings typically elicit poor behaviours. These may involve people arriving late, dominating the meeting or contributing nothing at all. Addressing these behaviours, and the conflict which they can give rise to, can be difficult, especially when they involve more senior people. You’ll therefore be given a range of practical tips and techniques for dealing with challenging behaviours and attitudes.

What’s the outcome? Having completed this topic, you’ll know how to determine when a meeting is actually needed and how to run one in the most efficient and effective way. Clear on both the purpose of a meeting and the role every participant has to play, you’ll ensure that meeting objectives are met.

If challenging situations do arise within a meeting, you’ll feel confident in dealing with them.

If less time can be wasted on unproductive meetings, there is an obvious benefit to the Civil Service as a whole. Equally importantly, meetings which are well run, with all relevant points of view considered, will result in better decisions being made.

What does it involve? This topic begins with 1.5 hours of online tutorials and tasks. The subjects covered include the purpose and format of a meeting, as well as the responsibilities of the chair, the facilitator and the participants. There are also opportunities to reflect on recent meeting experiences, whether positive or negative.

These activities precede a half day workshop, during which you’ll have the chance to practice your own meeting skills through role-play scenarios and group activities. Afterwards, you’ll be tasked with applying what you have learned; planning how to get the best possible outcome from any forthcoming meetings you may have.



Learning activities


Price bands: OF CL


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/running-effective-meetings-0


131

Collaboration across departments, government and beyond

Unconscious bias

Resilience and wellbeing

CommunicationsMaking an impact

Emotional intelligence

Career development


132

Collaboration across departments, government and beyond

How to book

Collaboration is an important factor in the successful delivery of public services. This can involve collaborating with other government departments or with private and not-for-profit organisations. Either way, it’s important to feel confident in your ability to work effectively with these partners. Efficient collaboration typically stems from strong relationships and partnerships, which take time and effort to develop and maintain. Effective leaders approach such relationships with a high degree of empathy and self-awareness.

DescriptionIncreasingly, working collaboratively is a regular part of any civil servant’s life, regardless of profession or grade. This topic will introduce you to the essential skills and behaviours that underpin successful collaboration. These include: building and maintaining relationships; sharing control; and recognising and responding to situations of conflict.

You’ll learn about the value of collaboration, how to articulate a shared vision for collaboration and how to maximise the benefits it brings. By being mindful of your partners’ interests and ambitions, you can help ensure that collaboration objectives are met. You’ll consider the importance of looking for future partners and making new contacts.

What’s the outcome?By the end of this topic, you’ll know how to get the most out of professional collaborative relationships, ensuring that all parties are clear on their roles and responsibilities. Improving the quality and efficiency of collaborative working across the Civil Service will result

in the delivery of more high quality services. It will result in improved sharing of best practice and innovative ideas, helping the Civil Service to become less siloed and creating more positive working relationships.

What does it involve? This online topic will provide you with real-life examples of collaboration in practice. An online tutorial will introduce you to the 6 hallmarks of effective collaboration and will also cover some of the obstacles which typically get in the way.

A further tutorial will then explore the skills and techniques required for effective collaboration, covering areas such as negotiation, influencing and conflict resolution. In a subsequent relationship mapping exercise, you’ll be encouraged to recognise the types of relationships you may need to develop to successfully collaborate on a project. The learning activities conclude with a range of tips and advice on relationship building and collaboration tools.



Learning activities


Price bands: OB


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/collaboration-across-department-government-and-beyond


133

Emotional intelligence

How to book

The concept of emotional intelligence first emerged during the mid-1990s and is now considered an important component of building relationships and developing leadership skills.

Defined as the ability to monitor your own – and other people’s – emotions and to discriminate between different types of emotions, emotional intelligence is about using that emotional information to guide your behaviour and decision making.

DescriptionIn a work environment, being able to fuse together intelligence, empathy and emotion can be a powerful tool. This topic is designed to demonstrate how you can harness your emotional intelligence to increase your capability for leadership and relationship building.

During the learning activities, you will be introduced to the 3 core concepts of emotional intelligence. These are: emotional awareness (knowing what feelings we, and others, have), emotional literacy (expressing feelings and understanding others’ expressions of theirs) and emotional honesty (being open about our emotions and creating an environment in which people feel safe to do the same).

What’s the outcome?By improving your understanding of emotional intelligence, this topic should help you to understand how you react to certain situations and how to adjust your style accordingly.

What does it involve?One hour’s worth of online tutorials will provide you with an overview of what is meant by emotional intelligence. This will include tutorials on building emotional intelligence, building self-awareness and, finally, how to move from self-awareness to self-management.

Afterwards, you will be given access to further resources and suggested follow-up reading to help you embed what you’ve learned back in the workplace.



Product code: EI0716KP www.civilservice.gov.uk/learning

By learning to listen to and control your emotions, as well as reading other people’s emotions, you should be able to make better decisions in the workplace. Channelling your emotions in this way should also help you to use your energy and enthusiasm to motivate others.

Learning activities

Price bands: OB


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/emotional-intelligence

The learning can easily be applied in and out of the workplace. It has opened my eyes to dealing with situations in a more empathetic, mature way.”Personal effectiveness / Emotional intelligence

MapPersonal effectiveness /

135

Resilience and wellbeing

How to book

Having to cope with the stresses and pressure that our work can bring is an inescapable fact of life for civil servants of all grades. The resilience which we demonstrate in dealing with day-to-day pressure will determine how effective we are in our jobs. In turn, the more resilient we are, the more likely we are to be able to maintain our own mental and physical well-being in even the most testing of circumstances.

DescriptionThis topic is an important part of improving our professional effectiveness; maximising the impact we have at work. Becoming more assertive and displaying greater emotional intelligence are two other core components. What this topic recognises is how our effectiveness can be diminished if the trials and tribulations of our daily work get out of hand and our wellbeing suffers as a result.

The objective of this topic is to understand what resilience means in practise and to learn how to remain resilient in the face of mounting stress. You will be shown how to develop personal strategies for dealing with the pressures of work, particularly during periods of change when our resilience can be tested the most.

What does it involve?This topic commences with a short online tutorial on stress management, considering what stress is and how best to cope with adversity and set-backs. The majority of the learning is then delivered in a 3 hour workshop, exploring the meaning of resilience and how to build it. There are also two short questionnaires and a small amount of preparatory work (all of which should take just over half an hour) to be completed ahead of the workshop.




What’s the outcome?The skills you develop will help you to manage high volumes of work and day-to-day stress in a way that protects your overall wellbeing.

As part of the larger ambition to increase the personal effectiveness and impact of all civil servants, this learning will help create a Civil Service with a greater capacity for strong leadership and relationship building.

Learning activities

Price bands: OF CL

Map//Personal effectiveness

https://civilservicelearning.civilservice.gov.uk/learning-opportunities/resilience-and-wellbeing

136

Unconscious bias

How to book

Biased decision-making has no place in any modern, progressive organisation. Recruiters and managers know they need to make decisions as fairly as possible. But science now tells us that unconscious bias – being biased in ways that you’re not even aware of – is just as big a problem as conscious bias. This topic will help you better understand what unconscious bias is and to identify and tackle your own sources of unconscious bias.

DescriptionUnconscious bias, or confirmation bias, can lead us to make instant decisions which feel instinctively right because of our own background, gender, age or personal circumstances. This does not necessarily make them the right decisions however.

This learning will help you to recognise examples of unconscious bias in action and to understand why they occur. You will also look at the impact this can have on your own decision making, your working relationships and the team environment within which you operate.

You will then learn techniques for challenging, preventing and removing issues of unconscious bias in the workplace. These will help you to develop strategies for overcoming your own bias and that of your colleagues.

While this topic is applicable for all staff, it is particularly relevant for line managers making decisions in important areas such as recruitment, development, reward and promotion.

What’s the outcome?Completing this topic will allow you to challenge your own prejudices and stereotypes. You will be able to understand and explain how unconscious bias affects individual judgement and decision-making.



Product code: D13www.civilservice.gov.uk/learning

You will be armed with evidence-based identification tools to spot bias in action and you’ll have the confidence to challenge your colleagues’ actions and behaviours, should the need arise.

Removing unconscious bias will result in a more inclusive Civil Service which is truly representative of modern British society. It will create an organisation where all our differences are respected and embraced. That then creates a more effective organisation because more inclusivity means more new and innovative ideas. It also means that we are likely to have more confidence in the decisions made by our managers, as well as our own.

What does it involve?The majority of this topic is delivered in a 3 hour workshop (preceded by a short video and a few preparatory questions) which focuses on the prevention of unconscious bias. You will develop strategies for overcoming the effect of your own bias and that of your colleagues. This will lead to producing an action plan for reducing the effect of unconscious bias back in the workplace.

Learning activities

Price bands: OG CL


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/unconscious-bias

“A really worthwhile session, enhanced by an excellent facilitator and some thought provoking and powerful learning activities.”Personal effectiveness / Unconscious bias

MapPersonal effectiveness /

Policy and working in governmentPolicy framing

Communicating policy effectively


Policy context, design and implementation

Working in government

Map

139

Policy framing: problem structuring and analytical thinking

Policy framing





Map/Policy and working in government /

140

Policy framing: problem structuring and analytical thinking

How to book

A key part of developing policy is to quickly identify the problem that the policy is addressing. This can be achieved with a number of tools and techniques that, if used effectively, can successfully move the project forward. Policy professionals will often find themselves up against tight deadlines to come up with a solution that is understood and accepted by colleagues and then put into action promptly.

DescriptionThis topic is part of the core curriculum for policy professionals. It draws on management consultancy techniques to help you define problems quickly and precisely. In this way, advice, policy analysis and strategy projects can be focused effectively.

It will also give you the skills to think in a clearer, more structured way. This will enable you to present arguments effectively and swiftly, as well as helping you be focused and efficient when assessing options and making decisions.

What’s the outcome? On completing the topic, you will be able to apply the techniques you have learnt in complex policy areas and at all stages of the policy development process to define a problem swiftly and in clear and simple terms.

You will also be able to arrive at good options, recommendations and decisions after taking all relevant information into account. You will also have the skills to work more efficiently, reducing turnaround times and the number of iterations a policy may go through. This will allow you to better meet – or even exceed – stakeholders’ expectations.

What does it involve?This topic comprises a 4 hour, face to face workshop, during which you will learn about structured-thinking tools. These techniques are an essential building block to giving sound policy advice.

Before joining the workshop, you will be asked to select a suitable policy project, problem or question that you think would benefit from the structured-thinking approach. You will also need to review online materials and prepare a preliminary problem definition sheet for your project.

The initial workshop will be followed a month later by a further 2 hour, face to face group mentoring session. This will provide the opportunity to discuss your experiences and share lessons in applying the new tools and skills, as well as drawing on the support of expert practitioners.

During the whole course, you will also have access to written materials as well as an online toolkit of templates and videos.


Product code: PL10 www.civilservice.gov.uk/learning

Learning activities


Price bands: OX CX

Map/Policy and working in government

https://civilservicelearning.civilservice.gov.uk/learning-opportunities/policy-framing


141

Communicating and negotiating policy with influence

Advising, briefing and drafting


Policy framing






142

Advising, briefing and drafting

How to book

Policy professionals have a duty to ensure ministers and senior officials are briefed, kept informed of the latest developments and have responses ready should they be questioned by the public, the media, government colleagues or Parliament. Preparing this information in the correct way is crucial if the minister, their senior officials and the department are to function effectively.

DescriptionGovernment ministers and senior officials are busy people and require information presented to them as clearly and as concisely as possible. This topic will help you draft documents for ministers in different contexts. It will include writing briefings, submissions, ministerial correspondence, writing for different audiences and drafting ‘lines to take’.

You will be better able to interpret and understand the needs of ministers and senior officials, and their personal preferences, ensuring their requirements are fully met. This will enable you to tailor briefings and submissions specifically to them. You’ll also be able to incorporate their style when briefing in writing or orally, drafting replies to ministerial correspondence and Parliamentary Questions.

You’ll also learn how to present an argument with impact so ministers and senior officials can make timely and well informed decisions.

What’s the outcome?On completion of the topic, you will be able to ensure your writing is accurate, brief and clear. This will enable you to produce concise and clear briefings and submissions, in a short timescale. You’ll be able to

present information accurately and clearly in a structure that is easy to read and understand.

By learning how to present information to ministers accurately and clearly, it will enable senior Civil Servants and ministers to make better decisions.

What does it involve?This topic features an all day workshop in which you’ll focus on drafting documents to engage your minister’s interest and to persuade them through logical and clear arguments. During the workshop you will also have the opportunity to practice writing in ‘live’ situations and a variety of formats.

Before the workshop, there will be a selection of background material available to help you prepare, including a comprehensive workbook, videos and documents explaining drafting models and key techniques. Afterwards, you will be asked to use your new skills in a reflective task, reviewing a piece of relevant policy using one of the models you discovered in the workshop. You will do this with the guidance of your manager.


Learning activities



Price bands: OX CO


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/advising-briefing-and-drafting


143

Communicating and negotiating policy with influence

How to book

Formulating policy successfully requires negotiations between various stakeholders, often with competing interests. Policy professionals will often find themselves in a position where they need to influence – and negotiate between – assorted groups, not only in order to develop the policy but also once the work has been completed.

DescriptionThis topic examines the principles of stakeholder engagement. It allows you to practice your influencing skills when handling a consultation. It will also cover being effective in negotiations over preferred policy recommendations with others once you have chosen the correct options to develop a policy.

This course is aimed at everyone involved in consultations or negotiations and policy professionals who wish to progress to more complex challenges. It provides a practical and interactive approach to using influence when consulting with stakeholders and provides opportunities to practice negotiation skills within a workshop environment, as well as back in the workplace.

What’s the outcome?On completion, you will be more aware of how your behaviour affects your ability to influence and negotiate with others, as well as building rapport and relationships. You will also be able to build your credibility with stakeholders to increase your influence and obtain your goals.

You’ll know how to prepare for successful negotiation that achieves a win-win outcome. And you’ll know how to modify your approach to allow for the different preferences and behavioural styles held by those you are working with.

By improving negotiating skills, policy professionals will be able to better conduct successful negotiations and achieve results in situations where they don’t necessarily have direct authority.

What does it involve?This topic features an all day workshop in which you’ll focus on government consultations, collaborating, influencing and negotiating. It will provide an interactive and practical environment in which to develop your skills in stakeholder engagement, consultation with influence and negotiation.

Before joining the workshop, it is recommended you speak to colleagues within your own department with experience of stakeholder engagement and ask them to share their experience of managing a consultation and the negotiations involved.

Other preparatory work includes a video and self-assessment. After the workshop, you will compete a reflective task to review your understanding of the skills learnt.



Learning activities


Price bands: OF CL


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/communicating-and-negotiating-policy-influence


144


How to book

For a policy to be a success, not only must it be developed and implemented correctly, it also needs to be communicated effectively to those it will affect. It also needs to command the confidence of ministers and senior officials who have been instrumental in its design and development. How it will be communicated therefore can’t be an afterthought. Plans for the full range of effective communications should be an integral part of the whole process of developing a policy. While you will have communication professionals working with you in your department, it is important to understand the basic principles of clear communication and especially of drafting correspondence relating to policy design and delivery, both for internal and external purposes.

DescriptionHow to recognise the political context within communications is a critical part of this topic. You will be made aware of the principles of high quality drafting for both written and oral communications. This topic will be beneficial for those new to policy making whether they be policy professionals or those in other professions, such as analysts.

This topic will give you the skills to understand how different techniques can be targeted to different audiences. You will also learn about the communications expertise within your department and how to make best use of it as a ‘customer’.

What’s the outcome?Once you have completed the course, you will come to appreciate how communications can be structured differently, depending on the intended audience. These will include white/green papers, submissions, briefings and responses to Parliamentary Questions. You will also have an understanding of the communications expertise within your department and how to access these services.

You will learn how to select and present information that enables someone to understand a subject quickly, which is particularly important when dealing with ministers and senior managers under pressure.

By improving communication, it will be possible to engage efficiently and effectively with senior policy professionals in the policy review process.

What does it involve?This topic features a 4 hour workshop focusing on communicating policy effectively. It will explain how to work with accuracy, brevity and clarity (ABC) and how to conduct briefings and submissions, both oral and written, and deal with ministerial correspondence. You will also learn how to draft complex documents and work collaboratively. Other aspects include writing for different audiences and ensuring your communication is suitable for the digital age.

You will have an opportunity to practice your writing skills in line with the ABC framework. There will also be follow-up tasks after the workshop to ensure you have understood what you have learnt and can continue to build your skills back in the workplace.


Learning activities



Price bands: OF CL


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/communicating-policy-effectively-cpe


145



Policy framing





146


How to book

Working in public policy within the Civil Service is a privilege, allowing you to work with government ministers and advisers to make decisions that will impact the lives of people around the country.

Whether you are joining the Civil Service as a policy professional or moving into a policy role from another discipline, this topic will provide you with the essential knowledge to help you make sense of the policy landscape.

DescriptionThis topic will introduce you to some of the issues policy professionals need to consider both when formulating policy recommendations and when planning and implementing the proposals.

You’ll learn what policy is, how it is developed and what policy makers do. You’ll also come to understand what decision-makers need from policy advice, what expectations senior decision-makers such as ministers and officials have and how your advice is used.

This is ideal for those new to the Civil Service and with limited experience of policy development, as well as those moving from an operational role into a policy role.

What’s the outcome?After completing this topic, you’ll understand the critical components of policy development. You’ll appreciate the importance of analysis and the use of evidence when making recommendations. You’ll also be able to recognise the Standards within the Policy Profession Career Path, what these mean for policy professionals and how to create a personal development plan.

By understanding the tools, techniques and methodologies that underpin robust policy development, policy professionals and those who are tasked to implement policy across the Civil Service will have a better appreciation of why policies succeed or fail. In addition, they will know how using a range of approaches and techniques can help support successful policy outcomes.

What does it involve?This topic will provide general awareness of policy work. It features a variety of learning activities including videos that explain the role of a policy professional and the processes behind policy development. It includes an online tutorial and a reflective task. The tutorial will help you understand ways to develop robust policy by looking at the 3 core components of policy making in government – politics, evidence and delivery.

The activities will last for approximately 2 hours in total. At the end you will have access to take-away materials to refer back to as and when you need them.


Learning activities



Price bands: OA


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/introduction-policy


147


Devolution and intergovernmental working - online

EU: Understanding the essentials

Policy framing




Devolution and intergovernmental working - online and workshop (coming soon)

Working in government (coming soon)


148

Devolution and intergovernmental working (online only)

How to book

In recent years, more and more powers have been transferred from the UK Parliament to the assemblies in Wales and Northern Ireland and the Scottish Parliament. All policy professionals need to be aware of how devolution affects the policies they work on and the services they deliver, the similarities and differences of decision making in each of the administrations and the support the Civil Service provides.

DescriptionThis topic is aimed at all new and existing civil servants who, as part of an ongoing awareness campaign, need to understand how the Civil Service supports multiple governments in the UK.

The learning activities explain the arrangements for devolution in the UK, including the role of the devolved administrations and devolved legislatures, the difference between reserved and devolved powers and the asymmetrical nature of devolution.

You will also learn about the devolution settlements, decentralisation and City Deals and English Votes for English Laws.

It will also explain the importance of the Devolution ‘Memorandum of Understanding and Supplementary Agreements’, which sets out a framework and principles for how the administrations in the UK work together.

What’s the outcome?On completion of the topic, you will be able to describe what devolution is and recognise the different arrangements in Scotland, Wales and

Northern Ireland, as well as for decentralisation in England and English Votes for English Laws.

You will be in a position to identify examples and the benefits of intergovernmental working, outline how devolution affects the work of civil servants and recognise who to approach for further advice.

Having this knowledge will increase your awareness of how different devolution settlements impact on policy and delivery across the UK - improving your ability to take a UK-wide view on delivering your objectives. It will support enhanced communication, cooperation and collaboration across the UK’s administrations.

What does it involve?This topic is made up of online tutorials that provide information on how the UK is governed and how the different governments operating in the UK work together. You will hear from civil servants in a variety of roles on why devolution and intergovernmental working matters to them and you.



Learning activities


Price bands: OB


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/introduction-devolution-and-intergovernmental-working


149

EU: Understanding the essentials

How to book

Understanding how the European Union (EU) works has never been more important. Even before the EU referendum, Cabinet Secretary Jeremy Heywood stated that EU awareness needs to be improved across the entire Civil Service.

This topic will improve your knowledge of the EU’s core principles and institutions. This will help you understand the context within which the Civil Service operates as we begin the process of leaving the EU.

DescriptionThis topic will introduce you to what the EU is, why it exists and how it works. This will begin with an exploration of the EU’s origins and its founding principles, followed by a look at the role and functions of its major institutions. The different types of EU law, the legislative process and the importance of qualified majority voting will also be covered here.

An overview of the single market will be provided next, looking at the free movement provisions which are a central tenet of the EU. You’ll also find out how EU budgets are agreed and hear about the role the EU plays on the global stage.

What’s the outcome?Upon completing this topic, you will be able to explain the fundamental concepts which underpin how the EU operates. You’ll understand the

most important EU treaties as well as the issues which the Union now faces - all of which provides vital context for the discussions which will take place in the coming months and years.

What does it involve?After a short introductory video, this topic is delivered through a series of 4 online tutorials, which will take 2 hours in total to complete. These tutorials cover the founding principles and history of the EU; EU law and institutions; responsibilities and finance and EU external relations.

Afterwards, you will be encouraged to identify colleagues who already have considerable expertise in the implementation of EU legislation and whose support you can call on in future.



Product code: IEU0716KP www.civilservice.gov.uk/learning

Learning activities

Price bands: OA

Map//Policy and working in government /

https://civilservicelearning.civilservice.gov.uk/learning-opportunities/european-union-understanding-essentials

“Gaining a better understanding of the EU and how it works has enabled me to really appreciate how much my current work is dependent upon, and intrinsically linked to, the EU.”Policy and working in government / EU: Understanding the essentials

MapPolicy and working in government /

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Behavioural insights

Policy framing





152

Behavioural insights

How to book

Human beings don’t always behave in a completely understandable, rational way. We certainly don’t always behave in a way that traditional economic models might predict; something which can prove challenging for government policy-makers. As a result, behavioural science now plays a larger role in policy-making by anticipating and testing how people might react. This topic highlights how this can be applied in practise.

DescriptionBehavioural science teaches us to consider how people are currently behaving and to ask why. We can then use those insights to consider how services or policies might be designed in a way which positively influences those behaviours – helping customers to make better choices for themselves. Rather than assuming what might work however, any new interventions are trialled and tested first, just as they would be in business or in medicine, for example.

This topic will give you a set of tools to help you apply the latest behavioural science thinking to your own policy areas. Led by the government’s Behavioural Insights Team, you’ll be introduced to the EAST (Easy, Attractive, Social and Timely) framework for applying behavioural insights. You’ll also discover how randomised control tests can be used to assess and adapt policy interventions.

This topic is suitable for anyone who has an awareness of behavioural insights but is yet to learn about the practical applications.

What does it involve?This topic is predominantly delivered by an all-day workshop which introduces behavioural insight tools and studies a number of examples where behavioural science has informed policy making. The workshop is preceded by some useful pre-reading on the theory behind behavioural science.


What’s the outcome?Upon completing this topic, you should be able to articulate what behavioural insights are and make the case for using them to help form policy.

You will be able to apply the EAST framework to your own particular policy concerns and will understand the importance of testing and trialling your suggested policy interventions. In doing so, you will demonstrate how behavioural insights can help create more efficient and effective public services.

Learning activities



Price bands: CX

Map//Policy and working in government


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/behavioural-insights-0

153


How to book

Policy design and implementation is a critical activity for the Civil Service working with government. You will need to work with and advise ministers and senior officials and ensure that policies can be developed and implemented effectively.

When any policy is formulated, it’s important to consider the context in which it is being generated, to future-proof it and to look beyond the national picture to incorporate international perspectives. Policy professionals therefore need to be able to fully appraise all the policy design options available to them and to test that the preferred option will work in practice.

DescriptionThis topic will help you look at policy design in an innovative and creative way, giving you a range of tools and techniques to be able to apply to all aspects of policy making.

You’ll learn how to develop a range of evidence-based options that acknowledge the politics involved and how that might change a policy’s direction. You will also learn how you use various evidence and tools to fully appraise your options before making effective, reasoned recommendations to senior managers and ministers.

This topic will be ideal for policy professionals who are involved in the development of policy recommendations and their implementation. It will also be of use for those in higher levels of other professions who work in the area of policy development.

What’s the outcome?After completing this topic, you will be able to use a range of innovative approaches to stimulate creative and workable solutions to policy

development and will recognise the challenges faced when implementing policies. You will also recognise how politics can sway the direction of a policy and what is needed to bridge the gap between strategy and delivery, thereby increasing the likelihood of policy implementation being a success.

This topic will develop your skills as a policy professional, showing you the tools and techniques to support the design, delivery and implementation of policies, and develop innovative and creative policy options. You will also be able to appraise options and make recommendations based on evidence, as well as anticipating and resolving potential delivery issues.

What does it involve?This topic features a workshop in which you will focus on how policies are designed. It will use a policy case study to build your skills in innovative and creative policy design and implementation. You’ll look at how to scope and define problems, respond to political change and how to factor delivery into the initial thinking on the policy issue.

Before the workshop, there are a number of pieces of preparatory work to be completed. These include online tutorials and reading through the case study. Afterwards, you will carry out a reflective, work-based assignment supported by your manager and have the opportunity to look at further reading and activities.


Learning activities



Price bands: OX CP


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/policy-context-design-and-implementation


Programmes (including Leadership & management)New manager Experienced

managerStep in to leadership (coming soon)

Positive action pathway(coming soon)

Fast stream(coming soon)

Crossing thresholds

Map

155

New manager

New manager programme

Experienced manager

Step in to leadership (coming soon)

Crossing thresholds



Map/Programmes (including Leadership & management)

156

New manager programmeWhen becoming a manager for the first time, there can be a lot to take on board. Setting objectives, developing staff, giving feedback - all these activities, and more, can feature in a typical list of new managerial responsibilities.

To accelerate the rate at which new managers become comfortable with these responsibilities, a comprehensive learning programme has been created to cover the fundamentals of management in the Civil Service. This programme is intended to help new managers get the basics right, develop their personal management style and build confidence as a leader.

DescriptionThis programme combines a selection of topics from Civil Service Learning (CSL), grouped into 2 modules. The first module on good performance management covers objective setting, giving feedback and managing performance. The second module looks at building capability by focusing on delegation, developing people, attendance management and conducting high quality conversations.

Throughout the course of the programme, managers will learn the tools and techniques to help them better understand, manage and get the best out of their teams.

What does it involve?The learning activities within the new manager programme are spread out over a period of up to 3 months and include online tutorials, tasks, self-assessments and workshops.

At the start of the programme, delegates will join a cohort of new managers. This will give them the opportunity to form a build relationships with peers and share ideas, experiences and feedback.

After each of the 2 modules, there may be the opportunity to join a Peer Learning Group (PLG) - which is a small, informal group designed to help participants reflect on the learning and embed skills back in the workplace. As PLGs are optional, the attendance of learners is determined by their department.

continued overleaf...


157

Module 1 – Good performance managementGood performance management starts with understanding that this means more than simply conducting a year-end review. Done properly, managing performance is something which happens on a day-to-day basis and plays a vital part in empowering and motivating team members.

The managing performance topic, delivered through 1.5 hours of online tutorials, is designed to help managers create a trusting and collaborative working environment. Only within such an environment can open, honest and constructive conversations about an individual’s performance take place.

Within this module, objective setting will also be explored. The objectives we are given can influence our behaviour which in turn can influence our performance, for better or for worse. It stands to reason that having meaningful, aspirational goals which team members can really buy into can help improve their performance. This topic will show new managers how to have motivational objective-setting conversations with the people they manage. It features a 3 hour workshop during which they will be introduced to the tools and techniques for setting objectives which are inspirational but also provide the clarity that people need to perform to a high standard.

The final component of this module looks at giving feedback. Being able to give constructive feedback can play a crucial role in developing team members, raising their awareness of what they do well and how they can improve. This topic, which also features a 3 hour workshop, will introduce learners to the fundamental components of successful feedback conversations. It is also about appreciating the individual differences in the people they manage, how to bring the best out of them and how to flex their feedback style accordingly.

Module 2 – Building capabilityThere are 4 topics in the second module, all focused on building a team’s capability and capacity for working productively. A core component of this is knowing how to develop the skills and capabilities team members. The success of a team and the entire organisation can depend on individual employees being able to realise their full potential.

The developing people topic – delivered through 1.5 hours of online tutorials – will show new managers how to create the environment within which this development can take place. They will be encouraged to think about how they can create development opportunities for their team, as well making the most of those which already exist.


New manager programme (cont.)


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The conducting high quality conversations topic which follows looks at the role constructive conversations can play in improving performance. During a half-day workshop, they will learn about the emotional triggers which can change the tone of such a conversation and be introduced to techniques for keeping their own emotions – and those of the other person – in check; something which can prove useful if a conversation has the potential to take a turn for the worse.

The attendance management topic covers an area that sometimes has negative connotations. Poor attendance can be costly and can affect team performance, productivity, morale and even retention. However, ‘presenteeism’ can be just as costly, when employees come to work but are not productive due to illness or injury. Managers have a big part to play in tackling these issues and minimising the loss of performance that they lead to. Through several online learning activities, they’ll explore their duty of care in this area, as well as learn about when they might need to resort to formal procedures to address poor attendance.

Delegation is the fourth and final topic in this module. Delegation is about achieving through other people what you can’t achieve by yourself. As such, it is an important management skill; smoothly handing over responsibility while retaining accountability. Delegating the right work at the right time also means empowering team members by showing faith in their capabilities. Featuring online tutorials and a half-day workshop, this topic will show learners how to delegate effectively. They will consider the importance of trust within what is essentially

a contract between manager and team member, and be introduced to tips and techniques for ensuring that work is done on time, in budget and to the required standard.

What’s the outcome?Combining these particular learning activities into a single programme will quickly bring new managers up to speed on the fundamental requirements of strong performance management.

Armed with the tools and techniques for dealing with these topics, they will be able to take the appropriate actions to ensure that staff are motivated and empowered to perform their duties.

By being a confident and competent manager, they’ll deliver greater teamwork and productivity as well as overseeing staff being developed and utilised to their full potential.

New manager programme (cont.)

Product code: PM01 www.civilservice.gov.uk/learning


How to book


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/pm01-%E2%80%93-new-manager-programme


159

New manager

Experienced manager programme

Experienced manager


Crossing thresholds




160

Confidence is the critical factor here. Having the confidence to lead and the confidence to address these issues - and doing this consistently in both settled and unsettled times, will typically translate into an ability to inspire team members.

For this reason, an experienced manager programme has been created, covering 6 of the most critical components of management within today’s Civil Service. Its aim is to help managers with more than 12 months of management experience to guide their teams through current and future challenges with confidence.

Description This programme combines a selection of topics from Civil Service This programme combines a selection of topics from Civil Service Learning (CSL), grouped into 2 modules. The first module - confident leadership - looks at emotional intelligence, building effective teams and coaching skills. The second module – leading and inspiring in challenging situations – focuses on managing poor performance, leading inclusive teams and resolving team tensions.

What does it involve? The learning activities within the experienced manager programme are spread out over a period of up to 4 months and include online tutorials, tasks, self-assessments and workshops.

At the start of the programme, delegates will join a cohort of experienced managers. This will give them the opportunity to form a build relationships with peers and share ideas, experiences and feedback.

After each of the 2 modules, there may be the opportunity to join a Peer Learning Group (PLG) - which is a small, informal group designed to help participants reflect on the learning and embed skills back in the workplace. As PLGs are optional, the attendance of learners is determined by their department.


Leading a team can be challenging for even an experienced manager. Teams need to be built, individuals coached and performance maintained. Along the way, there may be tensions which need resolving or behaviours which need addressing.

Experienced manager programme


161

Module 1 – Confident leadershipThe first topic in this module explores emotional intelligence; the ability to monitor their own – and other people’s - emotions and to discriminate between different types of emotions. In this all-digital topic, they will learn how to use this emotional information to guide their behaviour and decision-making.

The building effective teams topic looks at how leaders need to work with their teams to bring out the best out of them. In a half-day workshop, they’ll learn how to create the conditions within which all team members can work to their maximum potential. They’ll also explore the typical characteristics of a high performing team and consider how their team matches up against them.

The coaching skills topic rounds off the first module by investigating how coaching is a valuable way of motivating and empowering the people around them. Done properly, coaching is about pulling someone towards a desired outcome, rather than pushing them, remembering that people are more likely to support solutions they’ve helped develop. This topic features also features a half day workshop, during which they will learn to differentiate between when it’s appropriate to coach ‘on the go’ and when this should take place behind closed doors.

Experienced manager programme (cont.)



162

Module 2 – Leading and inspiring in challenging situationsIncluded in the second module is the topic of managing poor performance, which features a 3 hour series of online learning activities. Strong managers will proactively confront under-performance at an early stage before it has a detrimental effect on the whole team, managing this in a fair and objective manner.

They’ll think about – and address – the circumstances which allowed this to happen, to prevent it from being repeated. This topic will show how to do all of this, as well as how to prepare for a conversation about poor performance, remaining resilient and objective throughout.

The leading inclusive teams topic features an all-day workshop and will demonstrate how an inclusive team is one which feels safe to work in, can cope with creative conflict and tolerates challenges to the status quo. Leading an inclusive team means that team members feel valued for who they are as much as what they know or do. They will learn how to draw on the diversity of their teams to maximise their performance.

The resolving team tensions topic completes this module. Tension needn’t be a bad thing. Healthy tensions exist in teams where diverse views and approaches are accommodated and encouraged, making a

team more productive and efficient. In contrast, a team which exhibits unhealthy tension between team members can quickly become dysfunctional. Over the course of a 3 hour workshop, they’ll learn about a leader’s dual responsibility to resolve any negative tensions when they arise and to create an environment in which healthy creative tensions can be allowed to develop for the good of the team.

What’s the outcome? Completing these learning activities will provide experienced managers with the critically important skills for leading teams with confidence. The leadership model which these skills underpin is one which supports and embeds the Civil Service Leadership Statement.

Embedding these skills will allow learners to identify and deploy an authentic personal team management style and to recognise the role they can play in enabling team members to perform well. They’ll be able to resolve team tensions, address poor performance and conduct effective coaching conversations.

While every one of these outcomes is valuable in its own right, it is the combination of skills which should prove most valuable to experienced managers.

Experienced manager programme (cont.)

Product code: PM02 www.civilservice.gov.uk/learning


How to book


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/pm02-%E2%80%93-experienced-manager-programme


163

Crossing thresholds

New manager


Crossing thresholds



Experienced manager


164

Crossing thresholds

How to book

The Civil Service is committed to recruiting and developing a diverse workforce, representative of the people it serves. Ensuring that capable, hard-working women fulfil their potential is an important part of this ambition.

The Crossing Thresholds programme is aimed at women who want the time, space and support to explore the next steps in their career. It helps you to be clearer in your own mind about your career goals and how you can achieve them.

DescriptionCrossing Thresholds is a 12 month career mentoring programme that allows women looking to develop their career in a structured and supportive environment. On average, 76% of participants have either been promoted or moved to a more suitable job within a year of completing the programme. It enables each participant to honestly examine her career aspirations – but is not solely aimed at women looking to be promoted.

Delivered via 5 facilitated, themed modules, monthly mentoring sessions and peer support groups, the programme aims to improve your confidence, personal impact and self-awareness.

What’s the outcome?The purpose of this programme is to help you define – clearly and honestly – what you want to do with both your life and your career. It will show you how to create a strategy for achieving those ambitions and

how to present yourself with confidence and credibility. You will also become part of a supportive peer network that can actively support your ongoing development.

What does it involve?Within the programme, you’ll be mentored by someone of a more senior grade. The majority – but not all – of the mentors are civil servants, many of whom have themselves been through the programme.

Each of the 5 modules lasts 2 days. After the first module on goal-setting and action planning, you will be able to select your preferred mentor. The remaining modules focus on balancing work and personal life, interview techniques, impactful communication and positioning for success.

www.civilservice.gov.uk/learning


Price bands: OX CX


https://civilservicelearning.civilservice.gov.uk/crossing-thresholds


Project deliveryAgile APM MSP PRINCE2® Project

delivery

Map

166

Agile

Agile project management (APM)– Foundation and Practitioner

APM MSP PRINCE2®Project delivery

Map/Project delivery

167

How to book

Agile Project Management (APM) combines project management with the principles of agile product development. Using APM means managing a project in an iterative and incremental way. It allows for projects to be concluded rapidly and more efficiently, without any loss of control and quality. This topic allows you to gain both your Foundation and Practitioner APM accreditation in the course of a 5 day accelerated workshop.

DescriptionThis topic will introduce you to the DSDM (Dynamic Systems Development Method) framework for APM. At the Foundation level, you will find out about the philosophy and principles of agile working. At the Practitioner level, you’ll then look at how a project manager can practically apply this framework, considering issues like risk management, project planning and roles and responsibilities.

This topic is based upon version 2 of DSDM’s Agile Project Management Handbook. It complements (and is easily integrated with) the PRINCE2® project management methodology. Delegates are expected to have some experience of project management, project support or leading teams.

Agile project management (APM) – Foundation and Practitioner

What’s the outcome?Upon completing this topic, you’ll understand and be able to articulate the benefits of an agile approach to project management. You’ll also be able to operate productively as a project manager in an agile environment.

What does it involve?Guided by skilled lecturers with plenty of project management experience, you’ll work towards your Foundation exam on day 2, followed by the Practitioner exam on day 5. You’ll have to pass the 40 minute, multiple choice Foundation exam in order to progress to the Practitioner stage. The Practitioner exam lasts 2.5 hours and marks the end of the topic.

In addition, during the workshop, delegates should be prepared to set aside time in the evening for further study of the DSDM Handbook and mock exam questions.



Product code: PD13 www.civilservice.gov.uk/learning

Learning activities

Price bands: OX CX

Map//Project delivery

Exam

https://civilservicelearning.civilservice.gov.uk/learning-opportunities/agile-qualification

168

APM project fundamentals qualification

Agile

APM project management qualification

APM MSP PRINCE2®Project delivery


169

How to book

Learning activities

For anyone considering a career in project management or simply looking to improve their knowledge of the subject, this introductory certificate will guide you through the fundamentals of project management.

Accredited by the Association of Project Management (APM), this topic will provide you with enough understanding of the subject to be able to apply project management skills in a practical environment.

DescriptionOver the course of a 2 day accelerated workshop, you’ll learn to appreciate the difference between a project management environment and the ‘business as usual’ operating environment. You’ll cover areas such as project planning, project life cycles and quality management. Communication will also be looked at, alongside teamwork models and the role of the leader.

Gaining this certification is an ideal stepping stone to more advanced certification, such as the APM project management qualification (APM).

What’s the outcome?Having gained your introductory certificate, you’ll have a broad understanding of the tools, techniques and principles which underpin successful project delivery. You’ll understand the accepted terminology and be able to make a positive contribution to any project you’re involved with.

APM project fundamentals qualification

What does it involve?Led by accredited trainers with plenty of experience of applying the APM approach, you’ll be taken through a blend of interactive presentations, discussions and exercises. This will help prepare you for the subsequent exam which is a multiple choice, closed book exam, lasting 1 hour and requiring a 60% pass mark.

This is an intensive course and requires around 10 hours of preparatory reading. In addition, during the workshop, delegates should be prepared to set aside time in the evening for further reading and mock exam questions.




Price bands: OX CX


Exam

https://civilservicelearning.civilservice.gov.uk/learning-opportunities/apm-introductory-certificate

170

How to book

The APM qualification is designed to give project managers an even broader understanding of the different elements of project management. Accredited by the Association of Project Management (APM), this topic will help you to understand how those elements interact with each other.

Ideally suited to project managers with at least two years’ experience, this topic equips you to participate in projects ranging from individual assignments through to large capital projects.

DescriptionDuring the course of a 5 day accelerated workshop, you’ll learn about the tools, techniques and principles which are fundamental to successful project management and delivery.

Within this, you’ll learn about the structure of project lifecycles and the principles of leadership and teamwork. You’ll find out how to prepare for effective project management and to recognise the link between configuration management and change control. How to plan and manage communication in the project environment is another one of the many areas covered.

What’s the outcome?Successfully completing this topic means you will be awarded the internationally recognised APMP qualification. You’ll be able to make a positive contribution to any project you’re involved with, while also demonstrating how your project aligns with the strategic aims of the Civil Service.

APM project management qualification

What does it involve?Led by accredited trainers, you’ll be taken through the APM syllabus in preparation for an exam on the final day. This will be a closed book, 3 hour exam, during which you will be required to answer 10 of the 16 exam essay questions.

This is an intensive course and requires around 15 hours of preparatory reading, which will be issued to you 2 weeks prior to the start date. In addition, during the workshop, delegates should be prepared to set aside 2-3 hours per evening for further reading and mock exam questions.




Learning activities

Price bands: OX CX


Exam

https://civilservicelearning.civilservice.gov.uk/learning-opportunities/apmp-qualification

171

Managing successful programmes (MSP)– Foundation and Practitioner

MSPAgile APM PRINCE2®Project delivery


172

How to book

Managing Successful Programmes (MSP) is an internationally recognised method for managing programmes. Gaining your MSP accreditation provides you with the knowledge, tools and techniques required to work in, engage with or manage government programmes. This topic allows you to gain both your Foundation and Practitioner accreditation in the course of a 5 day accelerated workshop.

DescriptionThis topic will show you how to identify and document the vision of a programme, ensuring it is aligned to the strategic aims of the Civil Service. Using the MSP guiding principles and methods, you’ll learn how to coordinate all the projects within a programme, overseeing items like risk management and resource allocation.

To attend this topic, you will ideally have some experience of managing or working on programmes. Knowledge of the PRINCE2® project management methodology is advantageous but not mandatory.

What’s the outcome?Upon completing this topic, you’ll be familiar with the MSP concepts, processes, techniques and vocabulary. You’ll understand how MSP can add value in a programme environment and will have the confidence to apply it to your own programmes. In doing so, you’ll ensure that the planned outcomes of a programme are actually achieved.

Managing successful programmes (MSP) – Foundation and Practitioner

What does it involve?Multi-media case studies, practical exercises and accelerated learning techniques are all used in this intensive 5 day workshop. Guided by an accredited expert, you’ll work towards your Foundation exam on day 3, followed by the Practitioner exam on day 5. You will have to pass the Foundation exam in order to progress to the Practitioner stage.

There is some preparatory reading which will take 1-3 hours. In addition, during the workshop, there will be evening work in the shape of further reading and mock exam questions (approximately 2 hours per evening).




Learning activities

Price bands: OX CX


Exam

https://civilservicelearning.civilservice.gov.uk/learning-opportunities/managing-successful-programmes-msp-%E2%80%93-foundation-and-practitioner

173

PRINCE2® Foundation

PRINCE2®

PRINCE2® Foundation and Practitioner

PRINCE2® Practitioner

PRINCE2® Practitioner re-registration

APM MSPProject deliveryAgile


174

How to book

PRINCE2® is a project management methodology, designed to help you deliver projects in a coordinated and consistent fashion. There are 3 different levels of PRINCE2® accreditation – Foundation, Practitioner and Professional. This topic allows you to gain your Foundation accreditation within 2 days of accelerated learning.

DescriptionThis topic will introduce you to the PRINCE2® project management concepts, processes, techniques and vocabulary. You’ll learn about the 7 principles that characterise a PRINCE2® project as well as the 7 themes (such as quality and risk) which must be continually addressed. You’ll find out how – and when – to tailor the methodology for your individual projects.

What’s the outcome?As well as providing you with an industry recognised certification, this topic is designed to make you a more rounded project manager. This means being able to apply the PRINCE2® methodology to any given scenario and understand the value it can bring to your projects – and to the Civil Service as a whole.

Having your Foundation accreditation means you can progress to the next stage (Practitioner). However, please do not sign up for the Practitioner topic until you receive confirmation of having passed your Foundation exam.

What does it involve?Multi-media case studies, formal presentations, practical exercises and accelerated learning techniques are all used in this intensive 2 day workshop. Guided by an accredited expert, you’ll work towards your Foundation exam on the second day. This will be a closed book, multiple choice exam, lasting 1 hour.

There are some preparatory online activities which will take approximately 2 hours. In addition, during the workshop, there will be evening work in the shape of further reading and mock exam questions (approximately 2 hours).




You can however progress through both stages at the same time by signing up to the combined Foundation and Practitioner topic. This is a 5 day workshop where the Foundation exam is provisionally marked during the workshop.

PRINCE2® Foundation

Learning activities

Price bands: OX CX


Exam

https://civilservicelearning.civilservice.gov.uk/learning-opportunities/prince2-foundation

175

How to book

PRINCE2® is a project management methodology, designed to help you deliver projects in a coordinated and consistent fashion. There are 3 different levels of PRINCE2® accreditation – Foundation, Practitioner and Professional. This topic allows you to gain both your Foundation and Practitioner accreditation within 5 days of accelerated learning.

DescriptionThis topic will introduce you to the PRINCE2® project management concepts, processes, techniques and vocabulary. You’ll learn about the 7 principles that characterise a PRINCE2® project as well as the 7 themes (such as quality and risk) which must be continually addressed. You’ll find out how – and when – to tailor the methodology for your individual projects.

What’s the outcome?As well as providing you with an industry recognised certification, this topic is designed to make you a more rounded and confident project manager. This means being able to apply the PRINCE2® methodology to any given scenario and understand the value it can bring to your projects – and to the Civil Service as a whole.

PRINCE2® Foundation and Practitioner

What does it involve?Multi-media case studies, formal presentations, practical exercises and accelerated learning techniques are all used in this intensive 5 day workshop. Guided by an accredited expert, you’ll work towards your Foundation and Practitioner exams by day 5. You’ll have to pass the Foundation exam in order to progress to the Practitioner stage.

There are some preparatory online activities which will take approximately 2 hours. In addition, during the workshop, there will be evening work in the shape of further reading and mock exam questions (approximately 2 hours).



Learning activities


Price bands: OX CX


Exam

https://civilservicelearning.civilservice.gov.uk/learning-opportunities/prince-2-qualification

176

How to book

PRINCE2® is a project management methodology, designed to help you deliver projects in a coordinated and consistent fashion. There are 3 different levels of PRINCE2® accreditation – Foundation, Practitioner and Professional. This topic allows you to gain your Practitioner accreditation within 3 days of accelerated learning.

DescriptionBuilding on what you will have learned at the Foundation level, this topic will continue to explore the PRINCE2® project management concepts, processes, techniques and vocabulary. As well as better understanding the tools at your disposal, you’ll find out how – and when – to tailor the methodology for your individual projects.

What’s the outcome?As well as providing you with an industry recognised certification, this topic is designed to make you a more rounded and confident project manager. Gaining your Practitioner accreditation means being able to apply the PRINCE2® methodology to any given scenario and understand the value it can bring to your projects – and to the Civil Service as a whole.

PRINCE2® Practitioner

What does it involve?Multi-media case studies, formal presentations, practical exercises and accelerated learning techniques are all used in this intensive 3 day workshop. Guided by an accredited expert, you’ll work towards your Practitioner exam on the final day. This will be an open book, multiple choice exam, lasting 2.5 hours.

There are some preparatory online activities which will take at least 2 hours. In addition, during the workshop, there will be evening work in the shape of further reading and mock exam questions (approximately 2 hours).




Learning activities

Price bands: OX CX


Exam

https://civilservicelearning.civilservice.gov.uk/learning-opportunities/prince2-practitioner

177

How to book

PRINCE2® is a project management methodology, designed to help you deliver projects in a coordinated and consistent fashion. There are 3 different levels of PRINCE2® accreditation – Foundation, Practitioner and Professional. This topic allows you to renew your Practitioner accreditation.

DescriptionYour Practitioner accreditation is valid for 5 years. Once you enter the final 2 years, it can be renewed to ensure that you remain confident in the application of PRINCE2® tools and techniques. As well as refreshing your knowledge, this topic will update you on any recent developments within the PRINCE2® methodology.

What’s the outcome?As well as renewing your industry recognised certification, this topic is designed to make you a more rounded and confident project manager. This means being able to apply the PRINCE2® methodology to any given scenario and understand the value it can bring to your projects – and to the Civil Service as a whole.

PRINCE2® Practitioner re-registration

What does it involve?Multi-media case studies, formal presentations, practical exercises and accelerated learning techniques are all used in this intensive 2 day workshop. Guided by an accredited expert, you’ll work towards your Practitioner re-registration exam on the second day. This will be an open book, multiple choice exam, lasting 1 hour.

There are some preparatory online activities which will take at least 2 hours. In addition, during the workshop, there will be evening work in the shape of further reading and mock exam questions (approximately 2 hours).


Learning activities



Price bands: OX CX


Exam

https://civilservicelearning.civilservice.gov.uk/learning-opportunities/prince2-practitioner-re-registration-0


178

Identifying customer and stakeholder requirements Working with Agile

(coming soon)

Getting ’it’ right: scope and change

Project planning

Managing risk, issues and dependencies

Outcomes and benefits

Project delivery

How projects run

Introduction to project delivery

Agile APM MSP PRINCE2®

Map/Project delivery /

179

Getting ‘it’ right: scope and change

How to book

Anyone who has ever worked on a project knows that, as it develops, change is inevitable. Changes occurring in the scope of a project – the timelines, the deliverables, the budget – are perfectly natural, not a sign of something going wrong. As long as these changes are proactively managed, the project should still be a success. It’s when changes aren’t managed appropriately that ‘scope creep’ becomes a factor. Even seemingly harmless changes can have a significant impact on the direction of a project. Scope creep is therefore something which requires careful management at all times.

DescriptionThis topic is designed to introduce you to the processes for managing the scope and quality of a project. You’ll learn how and why things can change within a project, considering factors such as political developments or changing customer requirements. You’ll find out how change can be accommodated, managed and communicated through a change control process.

Thinking of project scope as a triangle, with the three corners representing time, cost and quality, you’ll discover how changes to any of the three can quickly distort the balance of that triangle. You’ll learn that distortion, if left unchecked, can make the project no longer fit for purpose.

What’s the outcome?By completing this topic, you’ll understand the relationship between time, cost and quality and the project trade-offs which may be required in order to accommodate change. You’ll be aware of the principles for


controlling change within a project and your responsibilities for recognising and reporting change. By doing this, you’ll ensure that both scope and quality are effectively managed, resulting in more efficient project delivery and a reduced likelihood of scope creep.

What does it involve?This is an online topic, featuring over an hour of online tutorials, a video and a quiz. These activities cover how to define scope and quality, the value of upfront planning and the impact that optimism bias can have on this process. Different change control processes will also be examined as well as the concept of tolerance; just how much change can be accommodated within a project’s contingency plan? You’ll finish with a quiz to test what you have learned and will be provided with top tips for implementing what you have learned back in the workplace.

Learning activities



Price bands: OB


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/getting-it-right-scope-and-change


180

How projects run

How to book

You sometimes hear of projects being described as temporary organisations. That’s because, in many ways, a project can resemble a micro-business, complete with leadership structures, defined roles, activities, governance and assurance. Appreciating how these business characteristics feature within a project – and why they matter – is an important part of understanding what makes a project successful.

DescriptionThis topic introduces you to the DNA of a typical public sector project. You’ll learn about the importance of organisational structures and how they allow for timely and effective decision-making and communication. The critical leadership roles and responsibilities will also be explored.

You’ll understand how governance processes exert control over that decision-making and make clear who’s accountable for what. You’ll also explore the role that assurance plays in assessing whether a project’s activities are organised, executed and controlled appropriately.

The topic is applicable for civil servants of all grades, whether you are working on a project for the first time, involved in developing policy or are new to the Civil Service.

What does it involve?A variety of learning activities feature within this topic, including online tutorials, a video and a self-assessment task. Lasting just over an hour, these activities cover structures, governance and assurance – and you’ll also hear from a Senior Responsible Officer (SRO) regarding their project management experiences.




What’s the outcome?Completing this topic will leave you with a better appreciation of how Civil Service projects are structured and delivered. This will help you participate in, or lead, projects which are run effectively and in the public interest. This means delivering the outcome that was expected in the most effective way and achieving the best possible value for the taxpayers’ money.

Learning activities

Price bands: OB


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/how-projects-run

181

Identifying customer and stakeholder requirements

How to book

Projects are the vehicles via which government policy is translated into public services or improvements to existing services are made. Establishing from the start who the most important customers and stakeholders are, and their requirements, is critically important for successfully delivering a project. Projects may soon run into problems if their requirements are not properly defined.

Once a project is up and running, maintaining contact with those customer and stakeholder groups is equally important; updating them, managing expectations or even revising the project’s requirements as it develops.

DescriptionAt the start of any project, defining its requirements can be tricky. For example, there can be a tendency to aim to deliver what customers want, rather than what they need. On some projects, customers might not even know what they want or need. This topic will introduce you to the importance of customer requirements, how to define them and when they should be identified.

You’ll also consider how agreeing project requirements is not enough. You need to ensure that you identified the right customers and stakeholders in the first place and that they understand the project requirements. You’ll also learn how best to communicate with those groups and how to make the most of their involvement throughout the project lifecycle.

What’s the outcome?By completing this topic, you’ll understand how to identify your customers and stakeholders. You’ll be able to design projects that


meet these groups’ requirements from the outset – and you’ll understand the value of maintaining regular contact with them throughout. By more proactively engaging with, and managing, these groups you’ll produce better outcomes with clear benefits for the end user.

What does it involve?This is an online topic, featuring an hour and a half of online tutorials, videos, a task and a quiz. You’ll hear from experienced project delivery professionals as well as finding out about an example of a project where requirements weren’t properly considered. You’ll look at the process of defining requirements and how to create a customer and stakeholder engagement strategy. You’ll have the chance to work through a case study to determine how you would manage the process and will be given tips and advice for transferring what you have learned back into the workplace.

Learning activities



Price bands: OB


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/identifying-customer-and-stakeholder-requirements


182

Introduction to project delivery

How to book

In the context of the Civil Service, project delivery is inextricably linked to change. This could mean change within a department of the Civil Service or it could mean change which directly affects society as a whole. Either way, that change will be as a direct result of implementing government strategy and policy. It’s therefore hugely important that we get it right, first time.

DescriptionThis topic will introduce you to the fundamentals of successful project delivery and how your involvement can help bring about change. It is designed to help you better understand projects and how they relate to government policy. You’ll learn about project lifecycles, as well as commonly used project delivery features and approaches.

The topic is applicable for civil servants of all grades, whether you are working on a project for the first time, involved in developing policy or are new to the Civil Service.

What’s the outcome?Completing this topic will help you appreciate the importance of effective project delivery and the role you can play. By increasing civil servants’ confidence in delivering and participating in projects, we can make project delivery more effective across government as a whole.

What does it involve?A variety of learning activities, lasting about an hour, feature within this topic, including online tutorials, videos and self-assessment tasks. These cover a range of subjects from typical roles and responsibilities within a project, through to project delivery within the context of the Civil Service and the impact on wider society. You’ll also be introduced to Agile and Waterfall, two of the more commonly used project management approaches.

Afterwards, following a discussion with your manager and the creation of a personal action plan, you will be able to embed what you’ve learned back in the workplace.




Learning activities

Price bands: OB

Map//Project delivery

https://civilservicelearning.civilservice.gov.uk/learning-opportunities/introduction-project-delivery

“A simple, accessible introduction to some very useful concepts, delivered in plain English and bite-sized chunks – a valuable topic!”Project delivery / Introduction to project delivery


184

Managing risk, issues and dependencies

How to book

Risks are a fact of life. They can never be completely avoided; only managed and mitigated. Risk surrounds us at work, whether that be on large projects or as part of our business as usual activity. That’s normal as without accepting some element of risk, we would never get anything done. Within a project environment, the challenge lies in understanding where the biggest risks lie and then mitigating the causes of those risks.

DescriptionThis topic will introduce you to the fundamentals of project risk manage-ment. You’ll learn about risks and issues, as well as assumptions and dependencies (both of which have the potential to become risks). You’ll find out how all of these are identified, assessed and managed.

Risk appetite and tolerance will also be explored. This can vary from person to person and project to project, and is therefore an important point to be considered early in any project. You’ll consider how risks are monitored on an ongoing basis and what happens when one materialises and becomes an issue. When this occurs it can prevent you achieving your objectives; the impact of which can be felt far beyond the confines of your project. You’ll therefore consider what actions may need to be taken to resolve such a situation.


What’s the outcome?Completing this topic means you can play your part by contributing fully to the risk and issue management processes within a project team. By ensuring that risks, issues and dependencies are correctly monitored and managed, the projects you are involved with stand a far greater chance of succeeding.

What does it involve?This is an online topic, comprising 2 hours of online tutorials, videos and quizzes. These activities will introduce you to a range of tools and techniques for managing, prioritising and tracking risks within a project environment. There is also an offline research task, which provides real world context for the learning activities within this topic.

Learning activities



Price bands: OB


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/managing-risk-issues-and-dependencies


185

Outcomes and benefits

How to book

The Civil Service has a responsibility to the public and our projects deliver a wide range of benefits to society. It is important to focus on the desired outcomes and benefits throughout the lifecycle of any project as there are likely to be influences and changes that could steer it in a new direction.

By maintaining focus on the outcomes and benefits, a project is more likely to be delivered on time and on budget. It will also have more chance of being a success once it is completed, having a positive impact on those it was designed to help in the first place.

DescriptionThis topic will introduce you to the role of projects in government, helping you to understand what we mean by outcomes and benefits and how these are achieved and realised.

It is important to understand that the benefits are the entire reason for undertaking a project. You will learn how to identify project outcomes and benefits and how to remain focused on them to get the best results, not just considering them at the beginning and end of a project.

What’s the outcome? You’ll be able to recognise what project outcomes and benefits are and you’ll know how they are important throughout the lifecycle of the project and how they are planned, delivered and measured.

Civil Service projects have many different benefits, which you will be able to identify. You’ll also be able to explain who is responsible for realising the benefits of a particular project.

Your understanding of why stakeholders must be engaged and consulted if these project benefits are to be realised will also be improved.

What does it involve? This is an online topic, made up of tutorials, online resources providing information and tools, a video and quiz. There is also an exercise for you to complete, where you are asked to identify the outcomes and benefits of an example project. This should take around an hour and a half to complete. The activities can be accessed at any point in the working day.

They will detail the importance of the benefits of Civil Service projects and how these benefits should remain in focus throughout a project’s lifecycle. You’ll also be given information on how to measure the benefits, which will be vital as you work on live projects.

A video of a projects benefit expert from the Infrastructure and Project Authority will give you the benefit of their experiences. A list of top tips and additional learning material will also be available. There is also a quiz for you to complete that tests your understanding of the way projects are run.



Learning activities


Price bands: OB


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/outcomes-and-benefits-beta-1


186

Project planning

How to book

Dwight D. Eisenhower famously once said “in preparing for battle, I have always found that plans are useless but planning is indispensable.” Whether at home or at work, it is the act of planning something which tends to prove most valuable. It forces us to evaluate the constraints of time, resources, costs and quality. The Civil Service is no different in terms of how we go about delivering projects. The resulting project plan is more than just a schedule of activities though. It is a living, breathing document which communicates everything of relevance to a project. Getting it right is therefore crucially important.

DescriptionThis topic will show you how best to plan your projects in order for them to be proactively managed, delivered and evaluated. That starts with understanding the importance of a project plan and the role it has to play. You’ll be introduced to the tools available to help you create an effective plan and taken through the most important considerations of the planning process. These include giving the planning time it deserves, learning from previous projects, fully involving the appropriate stakeholders and building in sufficient flexibility.

The value of strong communication and relationships will be stressed throughout this topic. You’ll therefore discover how the plan is an important communication tool as a project develops. This means thinking about the various pieces of information that different interested parties will want to be able to see.


What’s the outcome?You’ll be able to create an effective project plan by being aware of all the considerations and using the necessary tools. By learning to use the project plan as a live document, updated regularly through the project lifecycle, you’ll be able to exert greater control over the projects you are involved with.

What does it involve?This is an online topic, involving just over an hour of online tutorials, videos and a quiz. This will introduce you to the core concepts and principles of project planning, as well as debunking a few myths along the way. You’ll be introduced to a typical project plan and shown how it can best be used. You’ll also have the chance to show how you would amend that plan in light of various circumstances which could affect the project. Afterwards, you’ll be given the opportunity to create your own project plan for a hypothetical activity, complete with a communications plan, governance plan and schedule.

Learning activities



Price bands: OB


https://civilservicelearning.civilservice.gov.uk/learning-opportunities/project-planning


187

Topic Subject Subject Area PageAAdvising, briefing and drafting Communicating policy effectively Policy and working in government 142

Agile project management (APM) - Foundation and Practitioner Agile Project delivery 167

Analysing evidence: effective collaboration Evidence and analysis Analytical 4

APM project fundamentals qualification APM Project delivery 169

APM project management qualification APM Project delivery 170

Applying for jobs Career development Personal effectiveness 123

Assertiveness Communications Personal effectiveness 126

Assessment options Recruitment and selection Leadership & management - Managing people 99

Attendance management Dealing with challenging management situations Leadership & management - Managing people 93

Automated external defibrillator First Aid Other curriculum - Working essentials 114

Automated external defibrillator requalification First Aid Other curriculum - Working essentials 115

Awareness of finance in government Awareness of finance in government Finance 53

BBasic digital skills Using digital tools Digital 48

Becoming disability confident Managing effectively Leadership & management - Managing people 74

Behavioural insights Policy context, design and implementation Policy and working in government 152

Building effective teams Building your team Leadership & management - Managing people 88

CChange agility Adapting to change Leadership & management - Leadership development 62

Coaching skills for managers Enabling high performance Leadership & management - Managing people 83

Collaboration across departments, government and beyond Making an impact Personal effectiveness 132

Commercial awareness The commercial cycle Commercial 10

Commercial cycle (1): Setting the direction The commercial cycle Commercial 11

Commercial cycle (2): Shaping your approach The commercial cycle Commercial 12

Topic index

Map/

188

Topic Subject Subject Area PageCommercial cycle (3): Procuring your solution The commercial cycle Commercial 13

Commercial cycle (4): Contract management The commercial cycle Commercial 14

Communicating and negotiating policy with influence Communicating policy effectively Policy and working in government 143

Communicating policy effectively Communicating policy effectively Policy and working in government 144

Conducting high quality conversations Dealing with challenging management situations Leadership & management - Managing people 94

Continuous improvement and LEAN Continuous improvement and quality management Customer service 28

Crossing thresholds Crossing thresholds Programmes (including Leadership & management) 164

Customer insight Customer insight Customer service 33

DData and analysis Evidence and analysis Analytical 7

Delegation: achieving results through others Enabling high performance Leadership & management - Managing people 84

Developing people Managing effectively Leadership & management - Managing people 76

Devolution and intergovernmental working - online Working in government Policy and working in government 148

Devolution and intergovernmental working - online and workshop Working in government Policy and working in government Coming soon

Disability inclusive management Enabling high performance Leadership & management - Managing people 85

Discipline and grievance Dealing with challenging management situations Leadership & management - Managing people 95

EEmbracing digital to lead and innovate Working digitally Digital 42

Emergency first aid at work First Aid Other curriculum - Working essentials 116

Emotional intelligence Making an impact Personal effectiveness 133

Engaging effectively with customers Delivering excellent customer service Customer service 22

Engaging people through storytelling Leading people through change Leadership & management - Leadership development 66

Engaging people with change Leading people through change Leadership & management - Leadership development 67

EU: Understanding the essentials Working in government Policy and working in government 149

Excel (Foundation, Intermediate and Advanced) Using digital tools Digital 49

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189

Topic Subject Subject Area PageExperienced manager programme Experienced manager Programmes (including Leadership & management) 160

FFast stream Fast stream Programmes (including Leadership & management) Coming soon

First aid annual refresher First Aid Other curriculum - Working essentials 117

First aid at work First Aid Other curriculum - Working essentials 118

First aid at work requalification First Aid Other curriculum - Working essentials 119

First aid for lone workers First Aid Other curriculum - Working essentials 120

GGetting 'it' right: scope and change Project delivery Project delivery 179

Giving feedback Managing effectively Leadership & management - Managing people 77

Going the extra mile for your customer Delivering excellent customer service Customer service 23

HHabits of change Adapting to change Leadership & management - Leadership development 63

Handling challenging customers Handling challenging customers and complaints Customer service 35

Handling challenging customers and complaints in different ways - face to face

Handling challenging customers and complaints Customer service 36

Handling challenging customers and complaints in different ways - telephone


Handling challenging customers and complaints in different ways - writing


Handling complaints Handling challenging customers and complaints Customer service 39

How projects run Project delivery Project delivery 180

IIdentifying customer and stakeholder requirements Project delivery Project delivery 181

Influencing skills Communications Personal effectiveness 127

Interview skills (Interviewee) Career development Personal effectiveness 124

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190

Topic Subject Subject Area PageInterview skills (Interviewer) Recruitment and selection Leadership & management - Managing people 100

Introduction to communicating effectively Communicating effectively with customers Customer service 17

Introduction to continuous improvement and quality management Continuous improvement and quality management Customer service 30

Introduction to delivering excellent customer service Delivering excellent customer service Customer service 24

Introduction to policy Introduction to policy Policy and working in government 146

Introduction to project delivery Project delivery Project delivery 182

Introduction to social media Using digital tools Digital 50

IOSH managing safely Health and safety Other curriculum - Working essentials 110

IOSH managing safely refresher Health and safety Other curriculum - Working essentials 111

JJob descriptions (Interim) Recruitment and selection Leadership & management - Managing people Coming soon

Job descriptions and adverts Recruitment and selection Leadership & management - Managing people Coming soon

LLeadership (large teams) Leadership (large teams) Leadership & management programmes Coming soon

Leadership (policy / specialist teams) Leadership (policy / specialist teams) Leadership & management programmes Coming soon

Leading in ambiguity Leading people through change Leadership & management - Leadership development 68

Leading inclusive teams Building your team Leadership & management - Managing people 89

Literacy Literacy Other curriculum - Working essentials 106

MManaging in a digital environment Working digitally Digital 43

Managing performance Managing effectively Leadership & management - Managing people 79

Managing poor performance Dealing with challenging management situations Leadership & management - Managing people 96

Managing quality Continuous improvement and quality management Customer service 31

Managing reactions to change Leading people through change Leadership & management - Leadership development 69

Managing risk, issues and dependencies Project delivery Project delivery 184

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191

Topic Subject Subject Area PageManaging successful programmes (MSP) - Foundation and Practitioner

MSP Project delivery 172

Mental health at work Managing effectively Leadership & management - Managing people 80

NNEBOSH general certificate Health and safety Other curriculum - Working essentials 112

New manager programme New manager Programmes (including Leadership & management) 156

Numeracy Numeracy Other curriculum - Working essentials 108

OObjective setting Managing effectively Leadership & management - Managing people 81

Outcomes and benefits Project delivery Project delivery 185

PPlanning and implementing change Leading people through change Leadership & management - Leadership development 70

Policy context, design and implementation Policy context, design and implementation Policy and working in government 153

Policy framing: problem structuring and analytical thinking Policy framing Policy and working in government 140

Positive action pathway Positive action pathway Programmes (including Leadership & management) Coming soon

Pre-retirement Pre-retirement Other curriculum - Working essentials 104

Presenting confidently Communications Personal effectiveness 128

PRINCE2® Foundation PRINCE2® Project delivery 174

PRINCE2® Foundation and Practitioner PRINCE2® Project delivery 175

PRINCE2® Practitioner PRINCE2® Project delivery 176

PRINCE2® Practitioner re-registration PRINCE2® Project delivery 177

Project planning Project delivery Project delivery 186

Pursuing customer service excellence Delivering excellent customer service Customer service 25

QQuality of evidence, uncertainty and risk Evidence and analysis Analytical 5

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192

Topic Subject Subject Area PageRRecruitment and selection Recruitment and selection Leadership & management - Managing people Coming soon

Resilience and wellbeing Making an impact Personal effectiveness 135

Resolving team tension Building your team Leadership & management - Managing people 91

Running effective meetings Communications Personal effectiveness 129

SStep in to leadership Step in to leadership Programmes (including Leadership & management) Coming soon

Supporting vulnerable customers Delivering excellent customer service Customer service 26

UUnconscious bias Making an impact Personal effectiveness 136

Understanding and using business cases The financial cycle Finance 55

VVerbal communication Communicating effectively with customers Customer service 18

WWorking in government Working in government Policy and working in government Coming soon

Working more digitally Working digitally Digital 45

Working with Agile Project delivery Project delivery Coming soon

Working with budgets The financial cycle Finance 57

Working with finance in the business of government The financial cycle Finance 58

Written communication Communicating effectively with customers Customer service 19

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193

Action plan

Action planPersonal goals or commitments to help you

practise and apply your learning back in the workplace.

Onlineresources

Online resourcesOnline tasks that require you to read or watch informative content. Examples include: case

studies, videos or preparatory documentation.

Discussion

DiscussionConversations that are either one-to-one or in a small

group. Examples include: a discussion with your manager, a meeting with a tutor or a re-group with

workshop delegates.

Workshop

Workshop Interactive sessions with a facilitator and

other delegates that are highly participative.

Onlinetutorial

Online tutorialInteractive online learning that you will need to work through step-by-step. Examples include:

tutorials, quizzes and questionnaires.

Self-assessmentA review of your strengths and weaknesses in a

particular area to identify your learning needs or test your level of understanding back in the workplace.

Self assessment

A guide to: learning activity icons

Map/

A guide to: price bands

How to look up individual topic prices using the price bands in this prospectus:

To access a detailed table of prices, which correspond to the price bands used in this prospectus, please follow the link to the CSL website below:

https://civilservicelearning.civilservice.gov.uk/price-bands-guide

Alternatively, topic prices for both individual (open) bookings and group (closed) bookings can be found on the individual topic pages on the CSL website.

For enquiries and support you can contact the helpdesk between 08:30-17:30, Monday to Friday. You can call 0203 640 7985 or email [email protected].

Price band icons:

Individual (open) bookings

Group (closed) bookings

Map

194

https://civilservicelearning.civilservice.gov.uk/price-bands-guide

https://civilservicelearning.civilservice.gov.uk/


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