le competenze: sfide e risultati trevor boutall the management standards consultancy
Post on 18-Dec-2015
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Conclusions of the Handy report (1987)
Management Standards – The UK Experience
• Effective management is a key factor in economic growth
• Most managers receive little or no training
• Management training and development is given relatively low priority outside a small number of generally large employers
• Continuing training and development with a strong on-the-job emphasis is important
• A proper structure of provision is needed which meets distinct and diverse needs
• Greater employer recognition and industrial support are essential at both the micro (individual and enterprise) and macro levels.
Source: Management Development to the Millemium, Institute of Management, 1994
Vision for the future
Management Standards – The UK Experience
“Our vision is that by 2010, the UK will be seen as a world leader in developing and deploying management and leadership capability for the 21st century.
In all sectors and at all levels, individuals will have the knowledge and skills they need to enable them to grasp the right opportunities and innovations for the UK in a rapidly changing and interconnecting world of marketplaces, communications and social and environmental challenges.
Through powerful and strategic partnerships, our considerable resource for developing managers and leaders will sustain our performance at world-class level.” – Sir Anthony Cleaver
Source: Managers and Leaders – Raising our Game,Council for Excellence in Management and Leadership, 2002
Why Management Standards?
Management Standards – The UK Experience
National Occupational
Standards
Competitiveness
Safety
Quality
Changing economy
Changing workforce, flexibility, employability
Lifelong learning
Who wants Management Standards?
Employers
ManagersGovernment
Educationalists?
Management Standards – The UK Experience
Who are National Occupational Standards for?
Agr
icul
ture
Min
ing
Con
stru
ctio
nEn
gine
erin
gM
anuf
actu
ring
Tran
spor
tG
oods
& S
ervi
ces
Hea
lth &
Soc
ial S
ervi
ces
Bus
ines
s Se
rvic
es
etc
1
2
3
4
5
Management Standards – The UK Experience
Senior Management
Middle Management
Supervisory Management
The Structure of a Unit of National Occupational Standards
Performance
Knowledge Skills Personal Qualities
Management Standards – The UK Experience
How are National Occupational Standards developed?
Key Purpose
Area of Competence
Area of Competence
Area of Competence
UnitUnit Unit Unit Unit
Key Area
Key Area
Key Area
Key Area
Key Area
Key Area
Management Standards – The UK Experience
Lead operations
Manage projects
Lead innovation
Manage change
Manage finance
Procure resources
Manage resources
Manage information
Manage yourself
The Functional Map of Management and Leadership
Provide direction, gain commitment, facilitate change and achieve results through the efficient, creative and responsible use of resources
Management Standards – The UK Experience
Develop a vision
Provide leadership
Provide governance
Build relationships
Develop partnerships
Manage people
Manage self & personal skills
Provide direction
Facilitate change
Use resources
Achieve results
Work with people
What do we mean by “competence”?
Competence is the ability to perform consistently in line with the standards relevant to the job.
A person is considered competent if they can demonstrate they consistently perform in line with the standards relevant to their job.
To be competent a person needs to• know the standards relevant to the job• possess the knowledge, skills and personal qualities required• be motivated to perform to the required standards.
Management Standards – The UK Experience
National Vocational Qualifications
National Occupational Standards form the basis of National Vocational Qualifications (NVQs).
To gain an NVQ, a manager must prove to an independent assessor that he or she consistently performs to the relevant standards and possesses the necessary underpinning knowledge and skills.
Management Standards – The UK Experience
There are four levels of NVQs that use the Management Standards. NVQ Level 5 in Management
NVQ Level 4 in Management
NVQ Level 3 in Management
NVQ Level 2 in Team Leading
Good Practice Guidance
“The Management Standards have been used by the Labour Party as a basis for the Labour Party’s Good Manager’s Guide; so if you want an example of what the Management Standards can do for an organisation, just look what they have done for the Labour Party!” Baroness Blackstone, Minister of Education and Employment, in 1997 after Labour won the general election with a majority of 179 seats.
Management Standards – The UK Experience
Prioritise units
Continuing Personal and Professional Development
Assess current performance
Identify development needs
Identify & seize learning opportunities
Work to standards
Reassess performance
Identify relevant standards
Management Standards – The UK Experience
Software support for using the standards (www.maps-ltd.com)
Management Standards – The UK Experience
Uses of National Occupational Standards
Workforceplanning
Job designRecruitment &
selection
Induction
Good practice
Recognition &qualifications
Assessment
Continuingpersonal &
professionaldevelopment
Careerdevelopment
Succession &Promotion
Training &development
Performancemanagement
Organisationalculture
Qualityassurance
Partnershipdevelopment
Strategicobjectives
Human resource management and development
Management Standards – The UK Experience
Case Study: Coronary Heart Disease (www.skillsforhealth.org.uk/chd)
Case Study – Coronary Heart Disease
Strategic Aim
To reduce incidence of and mortality from heart disease.
Source: Leading the Way, Department of Health, 2005
CHD National Workforce Competence Framework
To enable people to improve their health and wellbeing, and support them by providing
efficient, effective, equitable and high quality coronary heart disease services in partnership
with individuals, families, communities and professionals.
CHD Key Purpose
CHD Areas
Case Study – Coronary Heart Disease
CHD Improvements in PerformanceMore, faster and better treament requires more people with a wider range of skills to work more together flexibly.
Source: Leading the Way, Department of Health, 2005
Case Study – Coronary Heart Disease
Case Study – Drug and Alcohol Services
Vision: A Competent Workforce to Tackle Substance Misuse
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Functional Analysis
Standards Development
Mapping Training
Profiling Job Roles
Qualifications Development
Workforce Planning Strategies
Continuing Professional Development and Performance Management
Case Study – SCOA (www.schoolofcoaching.it)
Standards of Competence for
Executive Coaching
Pre-entry assessment
Individual learning needs analysis
Learning programme
Formative and summative assessment
Quality assurance of Masters in
Executive Coaching
Performance
Knowledge Skills
Personal Qualities
Challenge: Develop & quality assure Executive Coaches
Case Study – An Italian bank
Challenge: Identify and develop branch managers
Define standards of competence for branch managers
Identify potential branch managers
Branch managers’ toolkit
Development centre
Skills development workshops
Coaching
Performance management
Using standards of competence in Italy?
Don’t
Do
• Translate the UK standards and expect them to work.
• Use the standards exclusively for qualifications.
• Make the standards overly complicated.
• Agree why you need standards, what you want to do with them and what benefits you expect.
• Establish your own key purpose and carry out your own functional analysis, involving and gaining commitment from key stakeholders.
• Develop your own standards – by all means benchmark these to the UK standards.
• Test these out under pilot conditions and develop case studies of success.
• Promote the use of the standards throughout the range of human resources and organisational management purposes.
Le competenze – sfide e risultati