iipadviser - pre-course work
TRANSCRIPT
Module oNe BusiNess iMproveMeNt through iNvestors iN peoplepre work
IMPROVING BUSINESS PERFORMANCE
Your task1. ReviewtheCaseStudydocumenttogetherwiththeInvestorsinPeopleStandard.Pleasenotethis
casestudyonlyrelatestotheInvestorsinPeopleStandardandnotthefullframework. Theterm‘seniormanagers’inthecasestudyisusedtodescribetopmanagersintheframework.
2. Yourfirsttaskistoidentifytheindicatortowhichthefindingsoneachpagerelateandwritethenumberintheboxatthetopofthepage.Onceyouhaveidentifiedthecorrectindicator,pleasesortthepagesintotheorderofLevel1oftheInvestorsinPeopleFramework.
3. Youarethenaskedtoworkthrougheachassessorfindingforeachindicator.Youshouldidentifythefollowing:
•Whichevidencerequirementthefindingprovidesevidencefor,ifatall.Pleaserecordagainsteachfindingwhetheritrepresentspositive(+),negative(-)ornoevidence(NE).Intheeventthatafindingmeetspartofanevidencerequirementpleasestillmakeanoteofthis.
•Whethertheindicatorismet. •Theoverallrationaleforyourjudgement.
4. Usetheproformaonpage1torecordyourjudgementoneachevidencerequirement.Acopyofthisproforma,completedwithyourresults,shouldbebroughttotheworkshop
5. Pleasemakeanoteofanyareasofgoodpractice/strengthsandareasfordevelopment.
6. Finally,pleasemakeanoteofanyissues(casestudyrelatedorotherwise)thatyouwishtodiscussattheworkshop.
7. Pleasenotethatforthepurposesofthisexerciseyoushouldassumethatanyquestionsyoumayhavehadhavebeenasked,allavenueshavebeenexploredandnofurtherevidencehascometolight.Inotherwordsthesummarydocumentsdetailalltherelevantevidencefound.
� Module oNe BusiNess iMproveMeNt through iNvestors iN people pre work
Module oNe BusiNess iMproveMeNt through iNvestors iN people pre work �
Case studY: Belvedere hoMesIndicator Evidence
RequirementMet/Not Met Rationale (please link to assessor findings e.g. B3)
1 1
2
3
4
5
6
2 1
2
3
4
3 1
2
3
4
5
4 1
2
3
5 1
2
3
4
6 1
2
3
7 1
2
3
8 1
2
3
9 1
2
3
4
5
10 1
2
3
� Module oNe BusiNess iMproveMeNt through iNvestors iN people pre work
Case studY: Belvedere hoMesBaCkgrouNdBelvedereHomeswasestablishedin1990toprovideservicestoadultswhohavelearningdisabilities.Thesesupportservices(residentialcare,supportedlivingandactivityservices)areprovidedtousersinsmall,unobtrusivehomesorintegratedsettingsinthecommunity.TheservicesaredeliveredbyworkinginclosepartnershipwithanumberofotherinterestedpartiesincludingHousingAssociations,SocialWorkTeams,NHSstaff,relatives/advocatesandneighbours.
Belvedere’smissionstatementstatesthattheorganisationexiststo“meettheuniqueneedsofindividualswithlearningdisabilities,whilemaximisingtheirindependenceandautonomy”.
HavingheardoftheInvestorsinPeopleStandard,theorganisationdecidedthatnowwouldbeagoodtimetoseehowtheymeasuredup.TheChiefExecutivehopedthatanexternalreviewwouldconfirmthattheorganisationdoesindeed“practicewhatitpreaches”.
Atthetimeoftheassessment,thecompanyemployed150peopleoperatingfromeighteenlocationsaroundSheffield.Theseniormanagementteam(SMT)comprisedtheChiefExecutive,threeHeadsofDepartmentfromeachoftheserviceareasplustheHeadofFinanceandtheHeadofHumanResources.Inaddition,theorganisationhas8members(excludingtheChiefExecutive)servingonitsBoardofManagement.
the assessMeNt proCessAttheinitialmeetingwiththeChiefExecutive,itwasagreedthattheoverallpurposeoftheassessmentwouldbetoidentifywhethertheorganisationmeetstheInvestorsinPeopleStandard.ThiswouldinvolveassessingBelvedere’scurrentpracticesagainsttherequirementsofthe10indicatorsoftheStandard.
Inadditiontogaininginformationontheorganisation’ssystemsandprocesses,theassessmentplan,formsofevidenceandthemethodofprovidingfeedbackwerediscussedandagreed.TheorganisationhadchosentoprepareaselfassessmentdocumentwhichdetailedtheSMT’sviewofhowBelvederematcheduptotherequirementsoftheStandard.TheyalsoprovidedtheAssessorwithanumberofkeydocuments.ItwasagreedthattheAssessorwouldreviewthisdocumentationandgatheradditional“relevant”evidenceonsiteasnecessary.
ItwasagreedthatevidencewouldbegainedpredominantlythroughonetooneandgroupinterviewsandalthoughtheAssessorwouldnotobserveanyspecificmeetingsshewould“walkthesite”,asappropriate,inordertogainobservableevidence.
TheAssessorconductedtheinterviewsasplannedandspenttwodaysseeing24employeesfromalllevelswithintheorganisation.
Module oNe BusiNess iMproveMeNt through iNvestors iN people pre work �
Case studY: Belvedere hoMesA Indicator? ER
1 Interviewswithpeopleintheorganisationindicatedthatasignificantamountofworkhasgoneintocreatingaculturewherepeopleenjoycomingtowork,workingwiththeircolleaguesandlearninganddevelopingforthebenefitofthemselvesandtheorganisation.IntervieweeshadnothingbutpraiseforhowtheSMTis‘professionalising’Belvedereandforthemanagementstandardstheseniormanagersaresetting.
2 Asaresult,peoplewereabletoprovidemanyexamplesofhowtheyfeeltheirmanagersareeffectiveinleading,managinganddevelopingthem.Commentsincluded:
•“Ithinksheisverygood.SheisalwaysapproachableandisverysupportivewhenIhaveatrainingneed–shehasreallysupportedmewithmyNVQ”.
•“WhenIwashavingtroublegettingtogripswiththenewcareplanformat,Petesatdownwithmeandwewentthroughittogether”.
•“Tamlaisagoodrolemodelasshealwayslistensandisverygoodatcoachingmethroughanewchallenge”.
•“Patenergisespeoplebymakingthemfeeltheycanmakeadifference”.
3 Interviewswithmanagersindicatedthattheyfeeltheirapproachtomanaginganddevelopingpeopleis‘payingoff’andarenowseeingamuchmoremotivatedworkforcethaninthepast.
4 Theyexplainedthatinadditiontoinductionactivities,appraisalsandsupervisionsandcoachingtheydemonstrateBelvedere’smanagementcompetencies,by“helpingstafftoidentifylearninganddevelopmentopportunities”,“inspiringasharedvisionfortheirparticularhome”,“encouragingstafftoshadowmoreexperiencedcolleaguesandgettingthemtotakeonadditionalresponsibility”,“valuingdiversityandencouragingandleveragingpeople’suniqueabilities”.ExamplesofspecificsupportgivenincludedanelderlyemployeewhohadbeenencouragedbyhismanagertoundertakeadesktoppublishingcourseinordertoproduceBelvedere’sinternalnewsletterandateamleaderwhohadspenttwodaysshadowingotherteamleadersinordertoestablishgoodteammanagement.
5 Intermsofmanagershelpingstafftounderstandwhatthelatteraredoingwellandwhattheyarenotdoingsowell,themonthly1-1supervisionmeetingwhichallstaffhavewiththeirlinemanagerwasseentobeakeyelement.Managersexplainedthatthesemeetingstogetherwiththeannualappraisalallowthem‘quality’timewiththeirstafftoexploreperformanceanddevelopmentissueswhichthedaytoday‘keepintouch’chatsdon’talwaysallowfor.
6 Thissentimentwasechoedbystaff,withintervieweesfeelingthattheyreceivesufficientconstructivefeedbackontheirperformance.Theyexplainedthatthisispartlyasaresultofongoinginformalfeedbackonadaytodaybasisandpartlyasaresultoftheappraisalandsupervisionsystems.Inaddition,peoplealsoreceivedfeedbackfollowingResponsiblePersonVisitsundertakenbytheCareServicesManagerswhichareundertakentosupporttheorganisation’sfocusoncontinuousimprovement.
7 Commentsinsupportof‘feedback’beinganintegralpartofthewayBelvedereoperatesincluded:
•“WhenIfirstjoinedBelvedereIwasabitconcernedaboutthefeedbackthingasIwasn’tusedtosittingdownwithmymanagerandtalkingaboutmyperformance,butnowIthinkit’sgreat.Ialwayslearnsomethingfromthesessions”
•“SometimesIdon’talwayslikewhatIhearbutIknowthatitisusefultoknowwhatotherpeoplehaveobservedaboutyou.Ithelpsyoutochangethewayyouapproachthings”.
•“AsaresultoffeedbackIgotfrommymanagerlastweek,I’vechangedthewaythatIhandleaparticularlydifficultserviceuserandI’mnowgettingabetterresult”.
� Module oNe BusiNess iMproveMeNt through iNvestors iN people pre work
Case studY: Belvedere hoMesB Indicator? ER
1 AkeythemethatkeptcroppingupduringmanyoftheinterviewsrelatedtoBelvederestrivingtobecomemoreprofessionalandfocusedoncontinuousimprovement.Peopleexplainedthattheorganisationtriesveryhardtoimprovethequalityofitsservicesandisalwaysaskingforideas.
Relatedtothis,theSMThasstatedthatitwantstogenerateacultureofinvolvementandempowermentinanefforttocapitaliseonthetalentsofitsentirepeople.Asaresult,ithasintroducedanumberofmechanismstoencouragepeopletotakepartindecisionmakingatalllevels
2 Managersexplainedthattheytrytoengenderasenseofownershipandresponsibilityinpeoplebyencouragingstaffinvolvementindecisionmakinginthefollowingways:
•Operationofaninclusiveapproachtothebusinessplanningprocess.•RepresentationontheJointStaffConsultativeCommittee.•Operationofregularteamandonetoonemeetingswheredecisionsaremadeaboutthe
runningofindividualhomes.•Provisionofopportunitiestoparticipateinworkingpartieslookingatspecialistareasand
policies.
3 Peoplewereabletoconfirmtheoperationofthesemechanismsandthattheyareencouragedtobeinvolvedindecisionmaking.Commentsincluded:
•“Iamastaffrepresentative,soIdogetanopportunitytohaveasayandbeinvolvedintheJSCCdiscussionsthathaveanimpactoneveryoneatBelvedere”.
•“WeareprettymuchlefttorunthehomethewayweseefitaslongaswecomplywithBelvedere’spoliciesandstandards–IhavealotofflexibilityoverhowIdothings”.
•“Wehavelotsofworkingpartieslookingatdifferentareasofinteresttodowithcareprovisionandtheyhavearealimpactintermsofintroducinginnovativepractices”.
4 However,noteveryoneagreedthattheywereencouragedtotakeownershipandresponsibilityfordecisionsasthefollowingcommentsindicate:
•“Ijustthinkitisearlydays–themanagersarestilllearningandthatmeansthattheyneedtoletgoabitmore”.
•“Wecanbeinvolvedinthediscussionsbutitseemsthatdecisionsareoftenmadeforus”.•“Asastaffrep,I’mnottoosureabouttheJSCC,oftenactionsgetreferredbackto
managementratherthanallowingustotakethemforward”.
Module oNe BusiNess iMproveMeNt through iNvestors iN people pre work �
Case studY: Belvedere hoMesC Indicator? ER
1 Belvedere’sseniormanagersexplainedthattheorganisationhasaclearpurposeandvisionsupportedbyastrategyforimprovingitsperformancewhichisdefinedinitsmissionstatementandbusinessplan.Theorganisation’smissionis“tomeettheuniqueneedsofindividualswithlearningdisabilitieswhilemaximisingtheirindependenceandautonomy”andisunderpinnedbyfivecorevaluesaddressingtheareasofsocialmodelofdisability.
2 Theseniormanagerswentontoexplainthattheorganisation’scurrent3yearbusinessplanhasbeendevelopedinlinewiththemissionandvaluesandclearlysetsouttheorganisation’sobjectivesforthethree-yearperiodaddressingareassuchasoperationalstructures,staffmanagementpractices,serviceexcellenceandprovision,communicationpractices,policiesandprocedures,administrationandfinance.
3 Inadditiontodevelopingtheorganisation’sobjectivesinlinewiththemissionstatement,theyarealsodrivenbyexternalfactorssuchaspolicyinitiativesfacingtheCareSector.ThesehaveincludedTheWhitepaper“ValuingPeople”(2001),TheCareStandardsAct(2000)andSupportingPeople(2000).
4 Planmoreexplicitly(thewhatratherthanthehow)andarecurrentlyupdatingthe3yearplanwiththisismind.
5 Intermsofthebusinessplanningprocess,Belvedere’sseniormanagersexplainedthattheyadoptaveryinclusiveapproachwhichinvolvesalltheorganisation’skeydecisionmakersincludingtheJointStaffConsultativeCommittee(JSCC)whichcomprisesstaffrepresentativesfromeachserviceandseniormanagers.
6 Inadditiontoconsultingthisgroupwhendevelopingthebusinessplan,seniormanagersexplainedthattheymeetwiththeJSCCbimonthlytodiscussandconsultonarangeofissuesincludingstrategy,developmentofservices,learninganddevelopmentandongoingorganisationalissues.Asaresult,theybelievethatagoodworkingrelationshipexistsbetweenmanagementandstaff.
7 Staffrepresentativesinterviewedconfirmedthattheorganisation’sbusinessplanandobjectivesarediscussedattheJSCCandthatitisahelpfulmechanismforensuringtwowaycommunicationthroughouttheorganisation.
8 However,althoughstaffareencouragedtousetheirstaffrepresentativetoraiseanygeneralissuesofconcernthattheymayhavefordiscussionandresolutionattheJSCC,staffdonotalwaystakeupthisopportunity.
9 Intermsofinvolvingpeopleinthebusinessplanningprocess,managersexplainedthatBelvedereholdsanannualstaffconferencewherebusinessplanningisthekeytheme.Thisapproachiswellreceivedbystaffwhoconfirmedthattheyappreciatetheopportunitytoinputtheirideastothebusinessplan.
10 Atamorelocallevel,managersexplainedthatpeopleareinvolvedintranslatingorganisationalobjectivesintoteamandindividualobjectivesthroughteamandindividualplanningmeetings.
� Module oNe BusiNess iMproveMeNt through iNvestors iN people pre work
Case studY: Belvedere hoMesC Indicator? ER
11 Theissueofcommunicationproducedalotofpositivefeedbackfromintervieweeswhoexplainedthattheyunderstandwhattheorganisationistryingtoachieveasaresultoftheallstaffconference,localbusinessplanningteammeetings,monthlybulletins,teammeetings,minutesofmanagersmeetingsandtheJSCC.Asaresult,staffwereabletoexplainBelvedere’soverallpurposeandkeyaims.Commentscentredonthethemeofprovidingaqualityservicetousers.
12 IntervieweesdemonstratedthattheyunderstandwhatisexpectedofthemintheirrolebybeingabletodescribewhytheirroleisimportantandhowitcontributestothesuccessofBelvedere.Thekeymechanismsforachievingthislevelofunderstandinghavebeen:
•Theinductionprocessandjobdescriptions.•Daytodayinteractionbetweenlinemanagersandindividualswheretheformerreinforces
rolesandresponsibilities.•Supervisionandappraisaldiscussions.•Teammeetings.•Copiesofallorganisationalpoliciesandproceduresineachservice.•StaffhandbookwhichsetsoutBelvedere’sstandards.
13 ThecombinationoftheseunderpinningcommunicationprocessesappearstobeeffectiveinenablingstafftomakeaclearlinkbetweenwhattheydoonadaytodaybasisandthesuccessofBelvedere.
Module oNe BusiNess iMproveMeNt through iNvestors iN people pre work �
Case studY: Belvedere hoMesD Indicator? ER
1 ContinuousimprovementfortheultimatebenefitoftheserviceusersisakeyelementofBelvedere’sculture.Assuch,seniormanagershaveintroducedanumberofstrategiestocreateanenvironmentwhereeveryoneisencouragedtocontributeideastoimprovetheirownandotherpeople’sperformance.
2 Withregardtostaffbeingencouragedtocontributeideastoimprovetheirownperformance,opportunitiesoutlinedbyseniormanagersandconfirmedbystaffincluded:
•Discussionsat3and6monthprobationaryassessmentsforallemployees.•Supervisionandappraisalmeetingswhereperformanceisdiscussedandimprovement
opportunitiesidentified.•Provisionofinternaltraininganddevelopment.•Opportunitytoundertakeexternaltraininganddevelopment.•SupporttostudyforexternalqualificationssuchasNVQs,Masters,Diplomas.•Encouragementtoidentifyandtakeonadditionalresponsibilitiesviaactingup,promotion
opportunitiesandworkingparty/policy/specialinterestgroups.
3 Withregardtohowstaffareencouragedtocontributeideastoimprovetheircolleagues’performance,seniormanagersexplainedthatacultureofteamworkhasbeencreatedatBelvedereandpeopleautomaticallyhelpeachotheroutinordertogettheworkdoneandprovideaqualityservicetotheirusers.Inaddition,akeymechanismforenablingthetransferofknowledgeandskillsistheoperationofregularteammeetingswherestaffcandiscussimprovementideas.Staffconfirmedthatthemeetingsprovideanexcellentforumforstafftofeedbackandshareknowledgegainedfromaparticulardevelopmentactivitywhichmaximisesthepotentialbenefitandimpactoftheinvestment.Inaddition,theallstaffconference,JointManagerMeetings,coachingandmentoringsupportfornewjoiners/jobchangersareotherexamplesmentionedbyseniormanagersandstaffofhowBelvederefacilitatesthesharingofknowledgeandgoodpractice.
4 Onthethemeofperformanceimprovement,theseniormanagersexplainedthattheyunderstandthatimprovingpeople’sknowledgeandskillsisfundamentaltothefuturesuccessoftheorganisation.Akeyelementofthisinvolvesrecognisingthedifferentneedsofpeople.Asequalityofopportunityisanimportantprincipleunderpinningtheorganisation’sactivitiesintermsofhelpingserviceusersachieveequalityofaccessandopportunityineveryaspectoftheirlife,thisphilosophyextendstoBelvedere’scultureandthewayitmanagesanddevelopsitsstaff.
5 Asaresult,Belvedere’speoplemanagementstrategiesaredesignedtoensurethateveryonehasappropriateandfairaccesstothesupporttheyneedandthereisequalityofopportunityforpeopletolearnanddevelopinordertoimprovetheirperformance.Seniormanagersexplainedthatongoingstrategiestodemonstratetheircommitmenttothisfundamentalprincipleinclude:
•Theapplicationofthesupervisionandappraisalprocesstoallstaff.Thisensuresthateachindividualidentifiestheirdevelopmentneedswiththeirlinemanager.
•Thecommunicationoflearninganddevelopmentopportunitiestoallstaffviathelearninganddevelopmentstrategy,policyandportfolioandstaffmeetings.Thisensuresthatallstaffareawareofwhatisavailable.
•Theprovisionofcovertoensurethatparttimeandlocumstaffareabletoattenddevelopmentactivities.
•TheactiveencouragementofallstaffincludingmembersoftheBoardofManagementtoseek/takeupdevelopmentopportunities.ApplicationsfordevelopmentactivitiesarereviewedbytheLearningandDevelopmentManagertoensurethatnooneserviceisbeingunderrepresentedintermsoftheopportunitytodevelop.
10 Module oNe BusiNess iMproveMeNt through iNvestors iN people pre work
Case studY: Belvedere hoMesD Indicator? ER
6 Inadditiontoprovidingequalityofopportunityintheaccesstolearninganddevelopment,theSMThaverecognisedthebenefitstoBelvedereofrecruitingpeoplewithdifferentskillsandexperiencesandexplainedhowthishasbeenreflectedintheiractions.Asmentionedabove,inrecognitionofthefactthatmanypeopleapplyingforajobincareareunabletomeetthecriteriaforacareandsupportworker,BelvedereestablishedanewentrygradeofAssistantSupportWorker.AnewrecruitmentprocesscomprisinganAssessmentCentredaywasintroducedtogetherwithanassociated“fasttrack”developmentprogrammetobringnewrecruitsuptospeed.Connectedwiththis,theSMThavecommittedtoensuringthattheissueofbasicskillsisaddressedandoffersitsstaffliteracyandnumeracyskillstraininginordertoensurethateveryonefeelsabletocontributefullytotheorganisation.
7 Managersechoedthesentimentsofseniormanagersanddescribedthesupervisionandappraisalprocessesasthemainmechanismsforensuringequalityofopportunityasitisduringthesemeetingsthatdevelopmentneedsarediscussed,opportunitiesexploredandplansmade.Examplesofotherwaystheyensurethatequalityismaintainedincludetheprovisionofinformationaboutdevelopmentopportunitiesatstaffmeetingsandtheprovisionofcoverforparttime/locumstafftoundertaketraining.
8 However,intermsofmanagingadiverseworkforce,managerintervieweesacknowledgedthatdiversitytrainingwouldhelpthemfurtherunderstandhowtomanagediversitywithintheirteamsandensurethattheyunderstandandaddressbarrierstopeople’sdevelopment.
9 Asaresult,manyexampleswereprovidedofdevelopmentactivitiestakingplaceinallareasoftheorganisation.Intervieweesconfirmedthatthesupervisionandappraisalprocessesensurethateveryonehastheopportunitytohighlighttheirspecificneeds.Consequently,virtuallyallintervieweesbelievethatmanagersaregenuinelycommittedtoensuringthateveryonehasappropriateandfairaccesstothesupporttheyneedinordertoimprovetheirperformanceandthereisequalityofopportunitytolearnanddevelopinlinewithBelvedere’sobjectives.
10 Staffexplainedthatthetopichasahighprofile,particularlyatmanager,teamandsupervisionmeetingsandtheyfeelthatmanagementdemonstratetheircommitmentbymakingtrainingavailableandmeetingindividualneeds.Inaddition,theyfeeltheyreceiveahighlevelofsupportandencouragementandtherewasoverwhelmingsupportforthelearninganddevelopmentcurrentlyonoffer.
Module oNe BusiNess iMproveMeNt through iNvestors iN people pre work 11
Case studY: Belvedere hoMesE Indicator? ER
1 BelvederehasfacedanumberofchallengesoverthelastfewyearsandwhilstthefocushasbeenonensuringcompliancewithCarelegislation,thishasbeenaccompaniedbyanumberofimprovementsinthewaytheorganisationmanagesanddevelopsitspeople.ThishasbeenhighlightedinBelvedere’srecentinspectionreport.
2 Examplesofimprovementsprovidedbyseniormanagersincluded:
•TheincorporationofLDAFInductionandFoundationunitsintheinductionprocessinordertoensurethatpeoplereceiveacomprehensiveintroductiontotheorganisationandtheirrole.
•TheintroductionofamoreuserfriendlyappraisalprocesswithintegratedtrainingneedsanalysisandPersonalDevelopmentProgramme.
•Theintroductionofadedicatedtrainingbudgetinordertoensurethattheresourcesareinplacetosupporttheorganisation’strainingplans.
•TheintroductionofanAssistantSupportWorkerlevelplusassociated“fasttrack”developmentprogramme.Theprogramme,designedtomeettherecruitmentcrisisfacedbythecaresector,lastsfor6monthsandprovidesafasttrackpromotiontocareandsupportworkerfollowingsuccessfulperformancereviewafteraminimumof6months.ItislinkedtotheLDAFandusesawiderangeoflearningmethodsincludingworkshops,discussiongroups,mentoring,selfmanagedstudyandassignments.
•TheintroductionofaSeniorSupportWorkerDevelopmentProgramme.
3 Managerswereabletoprovidethefollowingexamplesofimprovementsthattheyhadmadetothewaytheymanageanddeveloptheirpeople:
•Encouragementofindividualstoprepareapaperidentifyingthekeylearningpointsfromtheirlearninganddevelopmenttobesharedduringteammeetings.
•Actingmoreasacoachfollowingtrainingonthemanagementcapabilities.•Takingpeople’spreferredlearningstylesintoaccountwhendiscussingandplanning
learninganddevelopmentactivities.•Givingmorefrequentpublicrecognitiontothosepeoplewhoprefertobeappreciatedin
thisway.
4 Peopleconfirmedtheimprovementsmentionedbytheseniormanagersandtheirmanagerandhadthefollowingcommentstomake:
•“Iknowtheyhaveintroducedacompetencyframeworkformanagerswhichisbetterthanthewoollyjobdescriptionstheyhadbefore.Icanseemymanagergenuinelytryingtoliveuptheorganisation’smanagementstandards”.
•“Theapproachtothewholebasicskillsisnowmuchmoresensitivelyhandledandpeopledon’tfeelembarrassedtoadmittheyneedhelp”.
•“Ifitwasn’tfortheAssistantWorkerProgrammeIwouldn’tbehereandBelvederewouldhavemissedoutonanenthusiasticlearner”.
•“MymanagerismuchbetternowashegivesmemoreregularfeedbackandtakesintoaccounthowIliketolearn.
1� Module oNe BusiNess iMproveMeNt through iNvestors iN people pre work
Case studY: Belvedere hoMesF Indicator? ER
1 Belvedere’sLearningandDevelopmentStrategylinkstotheNationalStrategyforSocialCareandLearningDisabilitiesAwardFramework.Asaresult,muchofpeople’sdevelopmentislinkedtoexternalqualificationse.g.NVQsincareandmanagement,Mastersdegrees,DMS
2 Inadditiontoencouragingstafftoundertakeformalqualifications,managerswereabletogivemanyexamplesofhowtheyareensuringthatpeople’slearninganddevelopmentneedsarebeingmetthrougharangeofappropriateandcosteffectiveactivities.Specificexamplesincluded:
•CoachingofaSeniorSupportWorkercurrentlyinan‘Actingup’deputyrole.•Provisionofopportunityforacareworkertotrainasan‘Internaltrainer’todevelopher
expertiseinaspecialistarea.•AdvancedsoftwarepackagetrainingfortheHRofficer.
3 Peoplewerealsoabletoexplainhowtheirlearninganddevelopmentneedshadbeenmet,whattheyhadlearnt(knowledge,skillsandattitude)fromundertakinglearninganddevelopmentactivitiesandhowtheyhadappliedthisintheirrole.Commentsincluded:
•IwentonaMicrosoftPowerPointcourselastmonthandlearnthowtousethepackage.Asaresult,Iamnowpreparingpresentationsformymanager”.
•“Interpersonalskillsareseenasbeingreallyimportant,soIwentonanexternalcourseandlearntalotaboutmyselfandsomerealinsightintohowtointeracteffectively.TheserviceusersIworkwithseemtoberespondingwell!”
•“IhaverecentlytakenonsomeofthepersonnelresponsibilitiesandthecompanyissponsoringmyCIPDqualification.Ihavelearntalotaboutresourcingandemployeedevelopmentissuesasaresult.ThishashelpedmyworkonthedevelopmentoftheBelvedere’sLearningandDevelopmentStrategy”.
•“ThebasicskillstrainingthatBelvedereisprovidinghasreallygivenmealotofconfidenceaswellastheskillsIneedtodoabetterjob.Ievenfeelabletotacklethecomputer.I’msuremymanagerispleased.”
4 Thesupervisionprocesswashighlightedasthemainmechanismforestablishingobjectivesandexpectationsandforreviewingsubsequentlearning.Inaddition,thepracticeofsharinglearningatstaff/departmentmeetingswashighlightedanexcellentwayofreinforcingthelearningandreviewinghowitcanbenefittheindividual,theteamandtheorganisation.
5 Withregardtoinduction,thiskickstartspeople’sdevelopmentatBelvedereaspeopleareintroducedtotheorganisation,theirrolewithinitandtheircolleagues.Newrecruitsconfirmedthattheyreceiveda6monthinductionprogrammewhichincludedarangeofappropriateactivitiestoensurethattheywerefamiliarwiththeorganisationandtheirspecificrole.Theseactivitiesincludedhandoversfromthepreviousjobholder,1-1coaching,statutorytrainingandforsometheallocationofamentor.Peoplefeltthatthisenabledthemtoquicklysettleintotheorganisationandtheyfeltsupportedandnotdroppedinatthedeependwithplentyofopportunitytoaskforguidanceonunfamiliarissues.ThishighlevelofsupportisenhancedbyappropriatetraininganddevelopmentsuchasLDAFInductionandFoundationunits.Theinductionprocessisalsosupportedbya3and6monthprobationaryassessment.Peoplealsomentionedthattheissueofbasicskillswasraisedininductionandencouragementgiventoundertaketraining.
6 Intermsofthosenewtoarole,jobchangersconfirmedthattheyhadreceivedaneffectiveinductionwhichinvolvedhandovers,coachingfromtheirlinemanagerandprovisionofappropriateinternalorexternaltraininge.g.SeniorSupportWorkerProgramme.Thishadenabledthemtoquicklygettogripswiththeirnewrole.
Module oNe BusiNess iMproveMeNt through iNvestors iN people pre work 1�
Case studY: Belvedere hoMesG Indicator? ER
1 Asasmallorganisation,managersrecognisethateachindividual’scontributioniscriticaltoBelvedere’ssuccess.Theyexplainedthateachhomeisoperatedbyasmallteamsoitisverynoticeableifpeopledon’tpulltheirweight.Ontheotherhand,theyappreciatethatpeopleneedtofeelpartoftheteamandvaluedforwhattheydoonadaytodaybasis,particularlyasthejobcangetabitmuchattimes.
2 Asaresult,managersexplainedthattheytakeeveryopportunitytorecogniseandvaluetheeffortpeoplemake,primarilybythankingthemandgivingthempraisebothinformallyandformallyduringappraisalsandsupervisions.Encouragingpeopletotakeonadditionalresponsibilitiesviaactingup,promotionorparticipationinaworkingparty,offeringthemdevelopmentopportunitiesandtakingforwardtheirsuggestionsandideasforimprovementarealsowaysthatmanagersshowtheirappreciation.
3 Asaresultoftheorganisation’sapproachtorecognition,peoplebelievethattheiruniquecontributionisrecognisedandvalued.Theywereabletogivespecificexamplesofthepracticesmentionedbythemanagersandparticularlyappreciatedtheopportunitytocontributebytakingonadditionalresponsibilitiesandbeinginvolvedinthebusinessplanningprocess.Commentsincluded:
•“Everyonehasajobtodoandisanimportantspokeinthewheel.Themanagerstreatyouasindividualsandgenuinelyappreciatetheeffortyouputin–yougetplentyoffeedbackonhowyouaredoing”.
•“Iknowthattheyrecognisethecontributionwemake,themanagersareopentoanysuggestionsyoumighthaveandpubliclyacknowledgeanybrightideasthatindividualstaketothem”.
•“Everyone’sinputiswelcomedatteammeetingsbutIamoftenaskedtosharemyparticularexpertisewithmycolleaguessoIknowtheyvaluemyinput”.
•“MymanagerrecognisesthetimeandeffortIputinashealwaysacknowledgesmyinputinfrontofothers–thismakesmefeelvalued”.
4 AfewmembersofstaffalsomentionedthattheyhadbeenrecognisedintheMonthlyStaffbulletinforthecontributiontheyhadmadeandsomehadreceivedagifttokenforachievingaqualification.
5 PeoplewerealsoabletodescribehowtheycontributetoBelvedereandbelievethattheymakeapositivedifferencetotheorganisation’sperformance.Commentsincluded:
•“Itsgreattohaveasenseofwakingupinthemorningandknowingyouwillbemakingadifferencetotheserviceuser’slivesandthereforeBelvedere”.
•“Ifitwasn’tformeBelvederewouldnothavesetupitsowntrainingarm.It’sgoodtoknowthatI’vemadeapositivecontributiontotheorganisation”.
•“IamtheonlyexpertinthisfieldsoIknowmyvaluetotheorganisationandtheimpactthatIhavehadsinceIjoined”.
•“I’monlyanAssistantCareWorkerbutIknowthatwithoutpeoplelikemethecompanycouldnotprovidetheexcellentserviceitdoes”.
6 IntermsoftheSMT,itappearstobeworkingwellasateamwithmemberscontributioniswellreceivedandsupported.However,itwassuggestedtoconsiderhowtheyappraiseeachother’scontributionmoreformally.
1� Module oNe BusiNess iMproveMeNt through iNvestors iN people pre work
Case studY: Belvedere hoMesH Indicator? ER
1 Overthelastfewyears,Belvederehasexperiencedenormousgrowthandchangebutthroughoutitall,seniormanagement’scommitmenttolearninganddevelopmenthasnotwavered.Interviewswithseniormanagersindicatedthatthedevelopmentofstaffisseenasafundamentalactivitywhichunderpinsthesuccessoftheorganisation.Theseniormanagersexpressedastrongcommitmenttodevelopstafftoachieveimprovementsinindividual,teamandorganisationalperformancefortheultimatebenefitofitsserviceusers.
2 Inlinewiththebusinessplanningprocess,seniormanagersidentifythestrategicprioritiesforlearninganddevelopmentbyreviewingthetraininganddevelopmentimplicationsofthebusinessplanobjectives.Thisinformation,togetherwithanycommonneedsemergingduringsupervisionandappraisaldiscussions,isincludedwithinthe3-yearLearningandDevelopmentstrategy.
3 Aswiththebusinessplan,theLearningandDevelopmentstrategyiswritteninthecontextofexternalinitiativessuchastheNationalStrategyforSocialCare,theLearningDisabilitiesAwardFrameworkandtheCareStandardsAct.Asaresult,prioritiescontinuetoconcentrateonmanagementdevelopment,healthandsafety,employeeinductionandcarepractice.Thelatterincludesawholehostofunderpinningandspecialistknowledgeinareaslinkedtothecareofpeoplewithlearningdisabilitiese.g.autism,epilepsy,challengingbehaviour.
4 Asaresult,theseprocessesareeffectiveinensuringthatalldevelopmentactivitiesareaimedathelpingindividualssupportBelvedere’sachievementofitsoverallaimsandobjectives.Inaddition,ongoingreviewbytheSMTensuresthatlearninganddevelopmenttakesaccountofanychangesintheorganisation’sdirection.
5 Consequently,seniormanagerswereabletooutlinetheorganisation’skeyneeds,theplansandresourcestheyhaveinplacetomeetthemandhowtheselinktotheachievementofspecificobjectives.Ongoingplansandresourcesinplacetomeetpeople’slearninganddevelopmentneedsinclude:
•TheimplementationofanNVQstrategy(NVQsinCare–levels2and3andNVQsinCareandmanagementlevel4(RegisteredManagers’Award)).
•Theprovisionoftrainingfor“CertificatesinWorkingwithpeoplewhohaveLearningDisabilities”.
•TheprovisionofaSeniorSupportWorkerDevelopmentProgramme.•TheintroductionofanAssistantSupportWorkerlevelplusassociated“fasttrack”
developmentprogramme.Theprogramme,designedtomeettherecruitmentcrisisfacedbythecaresector,lastsfor6monthsandprovidesafasttrackpromotiontocareandsupportworkerfollowingsuccessfulperformancereviewafteraminimumof6months.ItislinkedtotheLDAFandusesawiderangeoflearningmethodsincludingworkshops,discussiongroups,mentoring,selfmanagedstudyandassignments.
•Basicskillstrainingforcarestaffinordertoensurethattheyhaveadequateliteracyandnumeracyskills.
•Theprovisionofacomprehensiveinductionprogrammetoensurenewjoinersreceiveappropriatedevelopment.
•Theuseof‘actingup’andteamleaderpoststoprovidedevelopmentopportunities.
Module oNe BusiNess iMproveMeNt through iNvestors iN people pre work 1�
Case studY: Belvedere hoMesH Indicator? ER
6 Otherplansandresourcesmentionedbyseniormanagersincluded:
•TheemploymentofadedicatedLearningandDevelopmentManagerandprovisionofatrainingbudgettoensurenecessaryresourcesareavailable.
•Theimplementationofa3yearlearninganddevelopmentstrategytoensuretheprovisionofarangeofinternalandexternalprogrammes.
•Theoperationofmanagermeetingstoprovideaforumforsharingandlearning.•Theoperationofsixweeklysupervisionsessionsforallstaffwheredevelopmentneeds
areidentified.•Theoperationofregularstaffmeetingswheredevelopmentopportunitiesarediscussed
andlearningshared.•TheoperationofanappraisalprocesswithintegratedtrainingneedsanalysisandPersonal
DevelopmentProgramme.
7 However,althoughalotoflearninganddevelopmentisbeingplanned,seniormanagersacknowledgedthatwhilstthereisclearlinkagebetweentheorganisation’sobjectivesandthelearninganddevelopmentactivitiesthereisstillfurtherscopeforimprovementintermsofthespecificityandmeasurabilityofthedevelopmentactivities.
8 Intermsofteamlearninganddevelopmentneeds,theseareidentifiedbymanagersreviewingthetrainingimplicationsoftheirteambusinessplanandasaresultofneedsemergingduringsupervisionandappraisaldiscussions.Thistopdownandbottomupplanningprocessiseffectiveinensuringthatthereisaclearlinkbetweendevelopmentactivitiesandtheteamandorganisation’sobjectives.Asaresult,managerswereadequatelyabletodescribetheirteam’sdevelopmentneeds,theactivitiesplannedtomeetthemandhowtheselinkintoteamandorganisationalobjectives.
9 Atanindividuallevel,staffexplainedthatlearninganddevelopmentprioritiesareinitiallyidentifiedattheappraisalsessioninlinewithindividual,teamandorganisationalpriorities.Needsarethendiscussedonaregularbasisduringsupervisionsandappropriatelearninganddevelopmentactivitiesagreedupon.
10 Priortotheactualdevelopmentactivity,individualsandtheirlinemanagerdiscussthelearningobjectivesforthetrainingandcompleteanapplicationform.ThisprocessappearstobeeffectiveinensuringthatanydevelopmentactivityisfocusedonhelpingindividualscontributetoBelvedere’saims.Italsoensuresthatpeoplehaveclearexpectationsofwhattheselearninganddevelopmentactivitiesaresupposedtoachievebothforthem,theirteamandBelvedere.Asaresult,peoplewereabletodescribetheirinvolvementintheplanningprocessandgiveexamplesofplannedactivitiesandtheirintendedoutcomesintermsoftheimpactontheirperformanceandhowthiswouldaffecttheteamandorganisation.
1� Module oNe BusiNess iMproveMeNt through iNvestors iN people pre work
Case studY: Belvedere hoMesI Indicator? ER
1 TheSMTisfullyawarehowcrucialBelvedere’smanagersareinhelpingtheorganisationmeetitsobjectivesandincreatingthedesiredculturetosucceed.Assuch,significantefforthasgoneintodefiningthecapabilitiesrequiredofmanagersandensuringthatallmanagersareeffectiveinthewaytheylead,manageanddeveloptheirstaff.
2 SeniormanagersexplainedthatoverthelastsixmonthsBelvederehasdevelopedacompetencyframeworkwhichdefinesitsleadershipandmanagementrequirements.ThesecapabilitiesreflectBelvedere’sobjectives,thecultureitwantstocreateandsetsstandardsformanagerssothattheyareclearaboutwhatisexpectedofthem.Theyrelatetosevenkeyareasnamelyinspirationalleadership,creatingasharedvision,buildingteams,motivatingpeople,recognisinganddevelopingpotential,providingfeedback,andcoachingforperformance.Theseniormanagersexplainedeachcapabilityandhoweachonehasacleardefinitionandfiveleveldescriptors(showingpotential,demonstratingability,achievingexpertiseandexcellingasarolemodel).
3 Inordertoensurethatmanagersacquirethecapabilities,theseniormanagersexplainedthattheyprovidethefollowingsupportandresources:
•Supervisionandappraisaltrainingtoprovidemanagerswithagoodknowledgeofthepoliciesandprocessesandkeysupervisoryskills.
•MonthlyJointManagersmeetingstoprovideanopportunitytosharegoodmanagementpractice.
•ManagersBriefingNotestoprovidesupportandensureconsistencyofpractice.•Mentoringofmanagersbymoreexperiencedmanagerstoprovidesupportandguidance.•ProvisionofNVQsinCareandManagementtoensureallregisteredmanagershavea
recognisedqualification.•ProvisionofaSeniorSupportWorkerDevelopmentProgrammetointroduceseniorcare
stafftotheroleofmanager.•Supervisionofmanagerstoidentifytheirowndevelopmentneedsandmonitortheir
performanceasmanagers.•ProvisionofSkillsforLifetrainingsothatmanagersareawareofpotentialbarriersto
people’sdevelopment.
4 Inaddition,seniormanagersalsoactasexcellentrolemodelsbydemonstratingthecapabilitiesandencouragingmorejuniormanagerstodothesame.
5 However,itwassuggestedbysomeseniormanagersthattherecouldbeamorerobustrollingdevelopmentprogrammeformanagersincludingdiversitytrainingandamoreformalisedapproachtomentoring.
6 Interviewswithmanagersconfirmedthattheyunderstandtheknowledge,skillsandbehavioursrequiredofthemtolead,manageanddeveloppeopleeffectively.Referencewasmadetothesevencapabilitiesandkeyresponsibilitiessuchasidentificationoftraininganddevelopmentneeds,provisionoflearninganddevelopmentopportunities,coaching,monitoringandfeedbackonstaffprogressthroughsupervisionsandappraisals.
7 Managersexplainedthatthisunderstandinghasbeengainedthroughtrainingonthecompetencyframework,theprovisionofjobdescriptions,appraisalandsupervisiontraining,companypoliciesandsharingofideasatJointManagersmeetings.
8 Interviewswithstaffindicatedaninconsistentunderstandingofwhatmanagersneedtodotobeeffectiveinleading,managinganddevelopingthem.Minimalreferencewasmadetothesevencapabilitiesandmostpeoplejustmentionedtaskstheirmanagercarriesoutsuchasappraisal,supervision,coaching,identifyingtraininganddevelopmentneedsandmonitoringprogress,objectivesettingandevaluationoftraininganddevelopment.
Module oNe BusiNess iMproveMeNt through iNvestors iN people pre work 1�
Case studY: Belvedere hoMesJ Indicator? ER
1 ItisclearthatBelvedere’sseniormanagersunderstandtheimportanceofmaintainingahighlycompetentandmotivatedworkforceinordertomeettheneedsofitsserviceusers.Assuch,BelvederehasadedicatedlearninganddevelopmentbudgetwhichisreviewedregularlyinlinewiththerequirementoftheNationalTrainingStrategyforSocialCarefororganisationstosetasideaminimumlevelofinvestmenttoprovidecarestaffwithtraininglinkedtoqualifications.
2 Inordertounderstandtheiroverallinvestmentinlearninganddevelopment,quarterlyreportsdetailingthelevelofdevelopmentactivityandassociatedcostsandresourcesincludingtimeareproducedfordiscussionbytheSMTandBoardofManagement.
3 Asaresult,seniormanagershaveagoodunderstandingoftheoverallinvestmentandbenefitsassociatedwithlearninganddevelopment.Theywereabletodescribehowmuchtimeandmoneywasinvolvedandtheresourcesthathavebeenused.Examplesgivenofthereturnontheirinvestmenti.e.theimpactithashadonBelvedere’sperformanceincluded:
•Newservices-SpecificplannedskillsdevelopmentintheareaofautismhasenabledBelvederetosetupitsfirstspecialistserviceforadultswithautisticspectrumdisorders.TheunitiscurrentlyworkingtowardsaccreditationwiththeNationalAutisticSociety’sAccreditationscheme.
•Incomegeneration-DevelopmentofinhousetrainersandworkshopmaterialshasledtothecreationofBelvedereLearningandDevelopmentSolutionswhichsellslearninganddevelopmentactivitiestoothercareproviderswhoneedtomeetthenewrequirementsoftheCareStandardsAct.
•Skillsshortage-ThedevelopmentandimplementationoftheAssistantSupportWorkerdevelopmentprogrammehasbeenahugelysuccessfulwayofdealingwiththeskillsshortageandfasttrackingpeoplewithnopreviousexperienceintheCaresector.
•Compliancewithlegislation(CareStandardsAct)–Thedevelopmentandimplementationofa3yearNVQstrategywhichcommencedinApril2002hasenabledBelvederetosuccessfullyprogresstowardsitstargetsofhaving50%ofdirectcarestaffwithatleastanNVQlevel2incareby2005andallitsregisteredmanagerswithanequivalentqualificationoflevel4NVQinbothmanagementandcareby2005.Asaresultofthissignificantinvestment,Belvederenowhasamorecompetentandprofessionalcareteam.
•Induction-InresponsetotherequirementsoftheCareStandardsAct,Belvedere’sinductionprocesshasbeenreviewedandnowincorporatestheLDAFinduction(SafePractitionerandLearningDisability)andfoundation(UnderstandPositiveCommunicationandUnderstandAbuse)units.Asaresult,BelvedereisabletocomplywiththeAct’srequirementsandallnewcarestaffarenowmoreeffectivelyinductedintotheorganisationtherebyenablingthemtoworkcompetentlywithserviceusers.
•Managementdevelopment–AdevelopmentprogrammelinkedtoLevel3inSupervisorymanagementprovidedfortherecentlyintroducedSeniorSupportWorkergradehasenabledthisnewtierofmanagerstogainconfidenceandmanagementcapability.IthasalsoenabledBelvederetodevolveresponsibilities
•Carepractice–Staffundertakingthe“Certificateinworkingwithpeoplewhohavealearningdisability”havebecomemorecompetentinthewaythattheyprovidecaretoserviceusers.ThishasenhancedboththeirownandBelvedere’sprofessionalismresultinginimprovementsinregistrationandinspectionreports
•Carepractice–CoursesinManualhandling,FirstAidhaveallensuredthathealthandsafetyproceduresareimplementedeffectivelyandtherearenomajorincidents.
•Servicequality–Anecdotalfeedbackfromserviceusersontheimprovedliteracyskillsofthecarestaffasaresultofbasicskillstraining.
1� Module oNe BusiNess iMproveMeNt through iNvestors iN people pre work
Case studY: Belvedere hoMesJ Indicator? ER
4 Asaresultofthelearninganddevelopmentapplicationandevaluationprocess,whereindividualsandtheirmanagerdiscusslearningobjectivesandimpactofdevelopmentduringsupervisions,managerswereabletogivetangibleexamplesofhowdevelopmentactivitieshaveimpactedontheirteam’sperformance.Theyincluded:
•Improvedknowledgeandunderstandingofautismasaresultof“AutismFocus”trainingforAutismservicestaffenablingthemtoworkmoreeffectivelywithAutisticserviceusers.
•Improvedknowledgeandunderstandingofhowtokeepsafeasaresultof“keepingsafe”trainingforSupportedLivingServicestaffreducingthenumberofincidents.
•InternalpromotionsfortwoAssistantCareWorkersfollowingdevelopmentactivitiesenablingthemtotakeongreaterresponsibilitiesandcontributemorefullytoBelvedere.
•Anemployeeundertakingnewresponsibilitiesasaresultoflearninganddevelopmente.g.financialreportingasaresultofformaltraining.
5 Asaresultofevaluationdiscussionsduringsupervisionmeetings,individualsunderstandhowtheirdevelopmenthasimpactedontheirperformance.Examplesofbenefitsofvariousdevelopmentactivitiesincluded:
•Epilepsy–abletodealwithpeoplehavingseizures.•Challengingbehaviour-abletodifferentiatebetweenautismandchallengingbehaviour,
recognisingearlysymptomsanddiffusingsituation.•Accountingsystemknowledge–abletoproduceMIreports.•Foodandhygiene–abletoensuresafetyofserviceusers.•Manualhandling–abletohandleuserssafelysothatnodamageisincurredtoeitherstaff
memberoruser.•PositiveCommunication–abletoworkinamoreprofessionalmanner.