L a u r e l l A H e c t o r

Building a successful line manager development programme from scratch

CIPD Line Managers Conference

London 2 0 1 9

To discuss and explore how we can proactively design

and deliver successful

development programmes for line

managers from scratch.

OUR AIM

OBJECTIVES

By the end of this session you will be able to:

•  Identify your organisation’s objectives, KPIs and competencies framework linked to management development

•  Equip your line managers with skills, knowledge and attitudes to manage difficult conversations in an effective manner

•  Produce an outline that would incorporate the skills needed to manage the team and difficult conversations

Barbados

Ghana

Dubai Geneva

Switzerland

Hong Kong

Japan

Gibraltar

London

Netherland Germany

YEAR

Industry YEAR

Business

Industry/sectors Finance Insurance Education Pharmaceutical Healthcare

Retail Publishers Legal Services Gas & Oil Management Companies Governments Bodies

INTRODUCTIONS

Your name 01

Organisation 03

Role 02

On your tables share briefly :

STARTING POINT

27/10/2014 Copyright note text (8pt)

Development Opportunity

Review and bring the following:

! your organisational goals, KPIs and objectives

!  an outline for any line management development

programmes that are currently running

!  Your competency framework in place

What does the strategy say?

Consider

What are your people saying / requesting?

When, where, how and who will deliver?

Use of formative and summative assessment

ROI, ROE, Kirkpatrick, CIRO

Ongoing support, PDP, coaching / mentoring

TYPES OF MEASURES

•  % complete

•  Frequency / rate

•  Amount / number of

•  Time

•  Score / level – customer/applicant satisfaction levels / staff Q12 engagement scores

•  KPI

•  Lag measures versus lead measures

: ACTIVITY: KPI, GOALS ETC.. Working in pairs,

•  Assess to what degree are they SMART goals? Do they give a clear and shared picture of desired results? How do they link to Management Development?

•  (Score this aspect out of 10 and identify ideas for improvement)

•  (15 min per person)

•  Be ready to share your reflections with the wider group

In groups come up with four competencies and/or skills you think a manager must have

•  Why should they have these?

•  What’s the impact to the business?

•  How will these be delivered?

Be ready to share with the wider group

ACTIVITY: LINE MANAGERS’ CORE COMPETENCIES

13

COVER THESE THREE

What and How = Overall Programme!

Business!

Team!Self!

CORE COMPETENCIES / SKILLS

"  Emotional Intelligence

"  Leadership / Management

"  Communication

"  Educator / Coaching

"  Team Working

"  Change, creativity and Innovation

"  Commercial Awareness

"  HR Skills

"  Planning and organising

"  Financial

"  Advocacy

"  Influencing

Content : What & How?

Groupings and Metrics

01

02

04

Vision, values &

culture

03 Self development, PDPs & EI

On boarding . competencies 05

06

07

08 Ability to have a conversation / feedback

Frequency of intervention and timings

Blended, flexible learning

Use of technology and communication

Incorporate Self Learning, Team Understanding and Organisational Awareness.

MODELS

BOOST! SAID! GROW!

•  Balanced! •  Situation! •  Goal!

•  Objective! •  Action! •  Reality!

•  Observed! •  Impact! •  Option!

•  Specific! •  Desired Outcome! •  Will / Way Forward!

•  Timely!

Self Aware

18

7 ELEMENTS OF EMOTIONAL INTELLIGENCE

1.  Self-Awareness

2.  Emotional Resilience

3.  Interpersonal Sensitivity

4.  Motivation

5.  Influencing

6.  Intuitiveness

7.  Conscientiousness By Daniel Goleman

19

The Genos Emotional Intelligence Assessment..

…measures how often individuals display emotionally intelligent

workplace behavior that underlines success.

www.genosinternational.com

PRODUCE AN ONLINE THAT WOULD INCORPORATE THE SKILLS NEEDED TO MANAGE THE TEAM AND DIFFICULT CONVERSATIONS

What does the strategy say?

Consider

What are your people saying / requesting?

When, where, how and who will deliver?

Use of formative and summative assessment

ROI, ROE, Kirkpatrick, CIRO

Ongoing support, PDP, coaching / mentoring

Flexible

23

The Soap Line

£ = Documents The Standard of Acceptable Performance “SOAP Line”

JD, Objectives

KPIs

SOP

Local P & Ps

Strategy

Codes of conduct

(Hector 2014 ®)

24

Linked to your organisational goals:

• What essentials need to be included in your development programme?

• Why and how?

Be ready to share with the wider group

ACTIVITY:

25

THE 7 FORCES OF BUSINESS MASTERY

1.  Know where you really are & create an effective business map

2.  Constant strategic innovation

3. World-class marketing & product promises

4.  Sales mastery systems

5.  Constant anticipation: The power of financial and legal analysis

6.  Constant optimisation & maximisation

7.  Constantly create raving fans & culture By Tony Robbins BMLV 2017

SUMMARY

•  Link everything back to the strategy / organisational goal

•  All programmes cover self, team and business development

•  Success leaves clues

•  Be clear about your evaluation outcome at the start

ACTION PLANNING

#  Identify 1/2 key objectives you can put into practice to further your development

#  Think about when you can put these into practice

28

QUESTIONS & ANSWERS

Thanks for your time Laurell A Hector

l a u r e l l @ m c m a n u s h r d . c o m w w w . m c m a n u s h r d . c o m

L i n k e d I n : L a u r e l l A n n e H e c t o r

30