Management and Leadership

1
Management and Leadership Providers Seminar
2
Welcome and Introduction Grenville Jackson,
Director of Strategy and Skills, ELWa
3
Management and Leadership Providers Seminar
4
Employer Perspective Roger Evans, INA Bearings
Ltd.
5
INA Bearing Company Ltd.
Mr Roger Evans
6
Management Leadership
Negotiation
Coaching
Listening
Interviewing
Project Management
Asertiveness
Employees Greatest Resource
Involvement
Mentoring
Train the Trainer
Communication
7
Management Leadership

• Strong Leadership
• Clear Vision
• Based on Added Value
• Communicated (continuously) and understood
• People Involvement

8
Prerequisites for Change
4
-First-up
2 -Vision
3 - Capacity for change
Actions
Action
Vision
Skills
Incentives
Resources
Change
plan
Action
Skills
Incentives
Resources
Confusion
plan
Action
1 - Pressure for Change
Vision
Incentives
Resources
Anxiety
plan
Action
Gradual
Vision
Skills
Resources
plan
Change
Action
Vision
Incentives
Skills
Frustration
plan
Vision
Incentives
Skills
Resources
False Starts
9
People make the difference
LgtC
The rate of learning is greater than the rate of
change
Employee Development
Business Success!

Employees are the greatest resource!

10
Management Leadership
We need effective managers and leaders to get
the best out of people!
11
Making a Difference

• Flexible
• Blended Learning
• Organisational culture
• Know Target Group
• Ongoing support - mentoring

12
Making a Difference

• Alignment
• Design around Organisational needs
• Change behaviour / mindsets
• Challenging roles responsibilities
• Results driven

13
Making a Difference

• Experiential Learning
• On the job - most effective form of learning
• Relate to day-to day activities - make a
  difference in the workplace
• What have you understood
• not
• Have you understood

14
Making a Difference

• Measurable
• Not numbers trained but effect upon business
• - Quality, efficiency, cost reduction, employee
  satisfaction,new business

15
Making a Difference

• Create a vision
• Management buy-in
• What do Management need to get there?
• Paint a picture of the future so organisations
  realise the need for effective Managers and
  Leaders

16
Culture Change
Change in Business Strategy
Growth
Project Management
Continuous Improvement
Cost Reduction
New Processes
Process Improvement
New Products
Growing Getting Fit
1990 2000
17
Prerequisites for Change
4
-First-up
2 -Vision
3 - Capacity for change
Actions
Action
Vision
Skills
Incentives
Resources
Change
plan
Action
Skills
Incentives
Resources
Confusion
plan
Action
1 - Pressure for Change
Vision
Incentives
Resources
Anxiety
plan
Action
Gradual
Vision
Skills
Resources
plan
Change
Action
Vision
Incentives
Skills
Frustration
plan
Vision
Incentives
Skills
Resources
False Starts
18
Training an instructor-led, content-based
intervention, leading to desired changes in
behaviour
Learning a self-directed, work-based process,
leading to increased adaptive capacity
19
Culture Change How?
Single Thread
Integrity Innovation Respect Commitment Passion
LgtC
Involvement
Production Location of Choice
Customers Quality People Suppliers Costs Process
Meaningful KPIs
The rate of Learning must be greater than the
rate of Change
20
Learning Culture (LgtC) How?
Facilitators 11 Interviews Learning
Initiatives (5S,NVQ II III,learndirect,
Learning Surveys, Basic Skills-Employers
Pledge) Union Learning Representatives (Learning
Agreement) Re-define roles responsibilities Su
pport - WULF, LWP, WDA Improved communication
and consultation Harmonisation of terms and
conditions of employment
21
Employee Charter
22
Culture Change
Then 2001
Now 2005
Clear Vision
Team Effort
Isolated
Cynical
Communicative
Open
Lack of Vision
Low Morale
Insular
No direction
Shared Values
Involved
Apathy
Enthused

There is still a long way to Go!
23
LgtC- Results
Welsh People Development Company of the year 2003
CIPD People Development Award 2004
Special Commendation
24
Plant IBW Historical ProductivityAdded Value
per Employee May 2005 YTD
LgtC Started
Investing in People through LgtC
25
LgtC Results 2005
Change in Business Strategy
Growth
Project Management
Change Management
Lean Management
LgtC
Sustained Maintaining the gains
New Processes
Cost Reduction
Lean Making more with less
Continuous Improvement
Growth Qualified growth
New Products
Growing Getting Fit Sustained
Lean Growth
1990 2000 2004
Production Location of Choice
26
Thank you Diolch
27
Management and Leadership Providers Seminar
28
Title of Presentation Christopher Ward Chief
Executive, Wales Management Council
29
WORKSHOP PROGRAMME

• Market
• Management standards
• Messages

30
THE BAD NEWS

• Leadership and management skills are
• poorly perceived in the workplace, with
• only 15 of respondents admiring the
• management style of their boss and
• colleagues.
• Sector Skills Development Agency (SSDA) Survey,
  2003

31
MORE BAD NEWS

• Only a third (34) of employees view their
  manager as a role model
• One in twenty consider their manager lacking
  the skills to communicate effectively.
• Lifting the lid on the UKs management style
• MORI research for IIP UK, March 2005

32
GOODS NEWS OR IS IT?

• 180,000 managers in Wales
• 1601 providers
• 17,000 programmes
• 1 course for every ten managers
• Mapping Study of Management and Leadership
• Development Provision in Wales,
• Cardiff Business School, 2004

33
REALITY CHECK

• 1600 companies surveyed in 2004
• only 22 have training budget, of which.
• 33 for management training
• av. 6.5 training days per manager per year
• 36 do no management training at all.
• Management Development in Wales
• Survey of Current Practice 2004 - 2005
• Wales Management Council, 2005

34
MANAGEMENT DEVELOPMENT

• Is management development
• A solution looking for a problem
• ?

35
MANAGEMENT DEVELOPMENT

• A product
• nobody wants (Im doing all right)
• most managers say they dont need
• few understand
• many will only buy if its free
• yet it could make all the difference
• to them and their business.

36
THE SME MARKET

• Unexcited
• Apathetic
• Focused on today
• Little thought of tomorrow
• Time poor
• No budget for training
• Lacks information
• Sceptical about quality
• Doubtful about benefits

37
MANAGEMENT STANDARDS

• A framework for development
• Skills
• Outcomes
• Behaviour
• Knowledge and understanding

38
MANAGEMENT STANDARDS

• A. Managing self and personal skills
• B. Providing direction
• C. Facilitating change
• D. Working with people
• E. Using resources
• F. Achieving results

39
MANAGEMENT STANDARDS

• Excellent framework
• Coherent approach
• Comprehensive coverage
• Easy to understand
• .. but not many laughs ..

40
PROBLEMS AND SOLUTIONS

• Selling solutions to customers
• who dont know
• they have a problem.
• So focus on the problem
• and show how you are going
• to help managers solve it.

41
PROBLEMS AND SOLUTIONS

• Getting things done (Self)
• Where are we going? (Direction)
• New ideas, new business (Change)
• Getting the best (People)
• What do I need? (Resources)
• Results that matter (Achievement)

42
WORKSHOP PROGRAMME

• Stimulate the market
• Talk the language of business
• Solve business problems
• Make people want it ..
• because they can see the benefit.

43
Management and Leadership Providers Seminar
44
ELWa's Workplace Learning Review Grenville
Jackson Director of Strategy Skills, ELWa
45
SEAP 2005 Partnership to develop skills for the
economy

• SEAP 2005 supports
• Wales - A Better Country (WAG strategic agenda)
• A Learning Country (Lifelong Learning)
• A Winning Wales (Economic Agenda)

46
Skills and Employment Action Plan 2005

• 50 new evidence-based actions designed to
• Improve the mechanisms for Workforce Development
• Supply new entrants to the labour market with the
  skills needed for employment
• Work with employers and employees to improve
  skills
• Help more people into sustained employment

47
Review of Learning in and for the Workplace

• Aim of the Review
• Develop a vocational education and training
  system that is responsive to the demands of
  employers and the economy at large for particular
  skills

48
The Review - A new emphasis

• 5 Guiding Principles
• Delivery led by identified and prioritised demand
• Greater purchasing power with employers
• Public skills investment aimed at driving up GDP
• Preventative measures to combat economic
  inactivity
• Quality - main criterion for securing public
  investment in skills

49
The Review - Key Recommendations

• Basic Skills
• Strategic Objective
• Address Basic Skills deficiencies to drive up
  standards in literacy and numeracy for those in
  and joining the workforce and the economically
  inactive
• Action
• Free Basic Skills for all with identified needs
  up to and including Level 1 (from April 06)

50
Leadership and Management Development

• Strategic Objective
• Management Development and Leadership must be
  improved to meet employer need
• Action
• With WMC, develop a plan to improve leadership
  and management in Wales (May 05)
  Launched by Ministers 5th July
• Deliver open access programme of generic
  workshops based on National Occupational
  Standards for Leadership and Management
  (September 05)

51
Services to Business

• Strategic Objective
• Develop an integrated, flexible package of
  support for business and deliver through the
  Workforce Learning Account (September 05)
• Action
• WAG, ELWa and WDA to develop a joined-up approach
  to business support (April 05)
• Via the WLA, target support at companies
  commercially beneficial to the Welsh economy
  (September 05)

52
Demand-led Planning and Funding

• Strategic Objective
• The NPFS to lever change in line with skills
  demand of the Welsh economy
• Action
• Prioritise funding to meet identified skills
  demand including unsatisfied demand (June 05)
• Fund non-whole qualifications in line with CQFW
  (06-07)

53
Quality

• Strategic Objective
• Drive up quality and standards in workplace
  learning through enhanced partnership with Estyn
• Action
• ELWa will not fund providers which do not meet,
  as a minimum, Estyn grade 3 in all aspects of
  delivery from 2007
• Introduce targeted support for under-performing
  providers (from April 05)
• Reward excellence, penalise under-performance
  (November 05)

54
Summary

• Public investment in employer demanded skills to
  improve competitiveness and hence the Welsh
  standard of living
• Effective leadership and management skills are
  key to business success
• Welsh workers must have world-competitive skills
• Skills supplier must deliver to time, cost and
  quality or extinction follows

55
Management and Leadership Providers Seminar
56
Management and Leadership Development Tender John
Jones, Head of Business Skills Development, ELWa
57
Management and Leadership Development

• The programme delivery will be based upon the
  National Occupational Standards for Management
  and Leadership
• The standards describe the level of performance
  expected for a range of management and leadership
  functions.

58
Management and Leadership Development

• The functional areas of the standards are
• Managing self and personal skills
• Providing direction
• Facilitating change
• Working with people
• Using resources
• Achieving results

59
Programme Delivery

• Providers will be expected to deliver training
  workshops for up to 15 individuals per workshop
• The workshops will need to deliver training to a
  standard that meets the units comprised in the
  National Occupational Standards

60
Example
61
Tender Requirements

• Tenders are required for the delivery of
  workshops to address all units within a
  functional area for Group 1 and 2 and/or Group 3
• The ability to deliver workshops covering a wide
  range of functional areas and groups would be
  advantageous
• The ability to deliver workshops in more than one
  ELWa region would be advantageous

62
Tender Requirements

• Delivery will also be on the basis of a Framework
  Agreement entered into with each provider
• ELWa contribution will be paid in arrears
  following successful completion of each workshop

63
Provider Payments

• Group 1 175 per delegate per workshop
  per day (team leaders and
  
  first
  line managers)
• Group 2 200 per delegate per workshop
  per day (middle managers)
• Group 3 230 per delegate per workshop
  per day (senior managers)
• ELWa will contribute 70 towards costs for
  delegates from SME organisations. Delegates from
  non SME organisations and the public sector will
  pay full costs.

64
Example - where an organisation that employs 32
staff sends 1 delegate the following
payments would apply
65
Sub-contracting Arrangements

• A successful tenderer may not sub-contract to a
  third party unless
• The sub-contractor is a provider that is included
  in Annex E of the tender submission
• Or
• Prior written agreement of ELWa has been obtained
  post tender and prior to the sub-contractor
  undertaking any work related to the contract

66
Tender Presentation

• Following a desktop evaluation, a shortlist of
  providers will be invited to deliver a
  presentation.
• The presentation will need to address
• How your organisation will be a provider within
  the network that is flexible and responsive to
  national, regional and sub-regional needs, and
  the emerging needs of the Sector Skills Councils
• How your organisation will ensure the high
  quality of delivery that is expected within the
  network, including sub-contracting quality if
  applicable

67
Tender Presentation

• The presentation will need to address
• How your organisation will link the National
  Occupational Standards for Management and
  Leadership into clear delivery models that will
  be understood by the customer

68
Management and Leadership Providers Seminar
69
Thank you for attending