Copyright 2013 Hendry Performance Development Ltd - All Rights Reserved. Performance Management & Development

Size: px
Start display at page:

Download "Copyright 2013 Hendry Performance Development Ltd - All Rights Reserved. Performance Management & Development"

Transcription

1 Performance Management & Development

2 Moving Into Management New or inexperienced managers and supervisors or those who have not been trained in the role Benefits & Outcomes By the end of the programme, participants will be able to Identify the expectations on and responsibilities of managers and supervisors Understand their influence on the success of their team Manage their own and their team s time more effectively Understand the stages of team development and how they can influence them positively Clarify their own and their team members roles and responsibilities Clarify acceptable behaviours and what success looks like Improve team communication and focus the team on achieving objectives Lead their team in effective problem solving Apply techniques for motivating and developing their team Understand how to get commitment to change including new methods and procedures THE ROLE & RESPONSIBILITIES OF A MANAGER TIME, TEAM & LEADERSHIP PROBLEM SOLVING & COMMUNICATION MOTIVATION & CHANGE The New Manager/Supervisor And Working Through The Transition Curve Transition The Role of a manager/supervisor Rights and Responsibilities The Player/Manager Continuum What People Need to Perform Well Clarifying Roles Agreeing Objectives Managing or Leading? Transactional and Transformational Management Leading Continuous Improvement Managing Your Own And Your Team s Time Working Out Priorities urgent or important Common Time Wasters Managing Staff To Control Time Use Planning Days and Tasks Working With Your Team The Roles Individuals Play In Teams The Stages Of Team Development How To Flex Your Leadership Style Situational Leadership Problem Solving The Problem Solving Cycle Using Cause & Effect Chains Introduction To Communication The Underlying Process Barriers to Effective Communication Developing Key Communication Skills Active Listening The Funnel Questioning Technique Understanding Motivation Avoiding stereotyping Key Motivational Thinking My Team And Their Motivation Gaining Commitment to Change How To Get Support For Change The importance of ownership Some short inputs, facilitated discussions, practical activities both short and extensive. The focus will be on the practical application of learning when delegates return to work

3 Supervisory Management Who for Established or newly-appointed supervisors who have previously received no training in management Benefits and Outcomes By the end of the programme, delegates will be able to Use a common language and have insights into a range of management fundamentals Identify the expectations on and responsibilities of supervisors Understand their influence on the success of their team Differentiate between leadership and management Manage their own and their team s time more effectively Clarify their own and their team members roles and responsibilities Clarify acceptable behaviours and what success looks like Improve team communication and focus the team on achieving objectives Apply techniques for motivating and developing their team In addition, each participant will have a list of actions for implementation after discussion with their immediate manager Change and Transition The Role of a manager/supervisor What People Need to Perform Well Managing or Leading? Getting Organised Managing Your Own And Your Team s Time Giving & Receiving Feedback Problem Solving Working With My Team An Introduction To Communication Problem Solving How To Flex Your Leadership Style Developing Key Communication Skills What The Supervisor Can Do To Encourage Good and Prevent Poor Performance Understanding Motivation Gaining Commitment to Change Managing and Developing Performance Developing Performance Through Coaching Delegating Effectively Action Planning The programme comprises discussions, small group working, practical activities and short inputs.

4 Experienced Manager Development Experienced managers who want to increase confidence and competence when managing the performance of others. This programme assumes knowledge of all topic areas and concentrates on refining insights and dealing with issues and problems experienced. Benefits & Outcomes By the end of the workshop, participants will have refreshed and developed their ability to: Understand their roles and responsibilities as managers and leaders Understand the importance of and approaches to effective performance management Recognise the importance of acting with fairness and consistency Give constructive feedback to improve performance Successfully discuss performance problems Set clear objectives for performance and refine the performance of team members Use non-directive approaches to problem solving Management & Leadership Roles, Rights & Responsibilities Leader or Manager? Leadership Activities Developing a vision for the team Setting People Up To Succeed What people need to perform well The cost of recruitment Effective induction plans Managing transition Providing A Template For Success Linking individual objectives to organisational goals Agreeing meaningful performance measures and standards Communicating Effectively Causes of issues and problems Active listening a reminder Using the Exploring Issues model to solve problems Influencing Styles push versus pull Performance Management The manager s role Managing outstanding and poor performance The need for fairness and consistency Discussing performance problems and issues Understanding the impact of our style on performance Conflict Styles and Managing Conflict Effectively Performance Development Giving helpful feedback to refine performance Selecting the right learning approach Using coaching to develop contribution Using behaviour modelling and consequences to shape performance Putting Learning Into Practice Action planning for application of learning Review of Action Plans Clinic on issues and problems arising Developing High Performance Teams Spotting Clues and Cues A pragmatic approach building on the experience and insights of the participants and using their own issues as examples

5 Appraisal, Performance Planning & Performance Development All those who need to carry out Appraisals and Performance Reviews and Planning and wish to do so with greater relevance to themselves and the people involved plus have a significant positive impact on performance. Benefits & Outcomes By the end of the programme participants will Recognise how the effective use of the process can help them achieve their business goals Understand the process and their part in it Have developed the knowledge and skills required in o Clarifying roles and expectations o Jointly developing meaningful objectives o Identifying actual and potential blocks to performance o Creating personal development plans o Creating a plan to develop the conditions for success o Reviewing progress What People Need to Perform Well How The Process Can Develop Performance The Three Stages Preparation, Schedule of Meetings, Follow-up How to Prepare and Develop Motivation Before The Meeting Managing the Paperwork to Focus on Outcomes How to the Meeting Clarifying Expectations Roles and Priorities Objectives with Agreed Performance Measures and Standards Agreeing Acceptable Behaviours Listening and Questioning Skills Giving and Receiving Feedback Planning for the Future Planning Performance o Identifying Actual and Potential Blocks to Performance and What Can Be Done About Them o Creating A Realistic Joint Action Plan o Developing the Partnership After The Meeting Managing On-going Performance o Keeping High Performers Motivated o Diagnosing and Remedying Poor Performance o Dealing With Unacceptable Behaviour A pragmatic approach which helps participants focus on achieving outcomes from their process that will lead directly to improved performance from the individual and the team. The programme provides opportunities to explore problematic areas and to develop skills in a supportive environment

6 Managing People Performance Experienced managers who want to increase confidence and competence when managing the performance of others. This programme assumes knowledge of all topic areas and concentrates on refining insights and dealing with issues and problems experienced. Benefits & Outcomes By the end of the workshop, participants will have refreshed and developed their ability to: Understand their roles and responsibilities as managers and leaders Understand the importance of and approaches to effective performance management Recognise the importance of acting with fairness and consistency Give constructive feedback to improve performance Successfully discuss performance problems Set clear objectives for performance and refine the performance of team members Use non-directive approaches to problem solving Management & Leadership Roles, Rights & Responsibilities Leader or Manager? Leadership Activities Developing a vision for the team Setting People Up To Succeed What people need to perform well The cost of recruitment Effective induction plans Managing transition Providing A Template For Success Linking individual objectives to organisational goals Agreeing meaningful performance measures and standards Communicating Effectively Causes of issues and problems Active listening a reminder Using the Exploring Issues model to solve problems Influencing Styles push versus pull Performance Management The manager s role Managing outstanding and poor performance The need for fairness and consistency Discussing performance problems and issues Understanding the impact of our style on performance Conflict Styles and Managing Conflict Effectively Performance Development Giving helpful feedback to refine performance Selecting the right learning approach Using coaching to develop contribution Using behaviour modelling and consequences to shape performance Developing the Team Clinic on issues and problems arising Developing High Performance Teams A pragmatic approach building on the experience and insights of the participants and using their own issues as examples

7 Business Improvement Fundamentals All those who have an interest in improving the performance of themselves, their teams and the processes they work with Benefits & Outcomes By the end of the programme, participants will Have a clear understanding of how they can measure the effectiveness of their team See process improvement as a part of everyday life Understand flow charting, problem definition and resolution tools and decision making processes as ways of improving processes and procedures A workshop of minimum 12-hours. Can be run over two or three days An Introduction To Continuous Improvement Principles The Performance Improvement Cycle The Three Underlying Principles Identification Of Potential Improvement Areas Agreeing Standards And Objectives How To Set And Agree Effective Objectives Determining Performance Measures And Standards An Overview Of Mapping Techniques Identifying The Process Identifying Stakeholders And Their Requirements Identifying Sub-Processes Establishing Points In The Process Where Improvements Could Be Made Or Where There Are Problems Applying Pareto's Law (The 80:20 Rule) The significant few versus the trivial many Simplification of processes and procedures Getting closer to the customer Determining The Cause(s) Of Problems Cause And Effect Chains Fish Bone Diagrams Identifying Ideas And Developing Solutions Divergent And Convergent Thinking Brainstorming Developing Solutions Decision Making And Risk Analysis The Decision Making Process The Importance Of Commitment Introduction To Risk Analysis Action Planning Participants work on their own and colleagues areas of responsibility through a series of practical activities and exercises

8 Leadership Skills and Team Development Managers and supervisors who wish to increase their ability to inspire improved performance from individuals and teams. Outcomes & Benefits By the end of the programme participants will Understand the difference between managers and leaders Recognise the characteristics of effective leaders Have developed key leadership communication skills listening, questioning, presenting Understand current thinking on effective leadership Understand how effective their current leadership style is Know how to adjust their leadership style to meet the needs of different team members Understand the development phases of a team Have practical methods of increasing the effectiveness of their teams Have practiced leading a team and received feedback on their effectiveness Have a series of actions to take back to the workplace and apply to their teams including creating a vision of success The Difference Between Managers And Leaders The Key Characteristics Of Well-Known Leaders Action Centred Leadership, Situational Leadership, Servant Leadership Identifying Personal Leadership Style Range Evaluating Effectiveness Of Personal Leadership Styles Listening, Questioning And Presenting Skills The Stages Of Team Development Individual And Team Development Methods Agreeing Challenging Goals Reviewing Performance Giving And Receiving Feedback Action Planning This is an intensive course with short inputs, discussions, exercises and practical activities

9 An Introduction To Team Development Those who need to develop the cohesion and performance of small, medium or large teams Benefits and Outcomes By the end of the programme participants will have Greater clarity on what teams need to perform well and how to ensure this is in place Improved insights into developing working relationships and the use of individual and team strengths Enhanced ability to focus the team on achieving goals A clear plan of action to develop their own team A workshop of minimum 12-hours. Can be run over two or three days The Stages Of Team Development The Roles And Styles Available To You As Leader The Roles Required In Effective Teams What Individuals And Teams Need If They Are To Perform Well Developing Team Ambition Identifying and Communicating The Team Image Clarifying Acceptable Team Behaviours And What Success Looks Like Improving Communication Within And From The Team Agreeing es To Individual And Team Development Dealing With Issues Affecting Team Cohesion A practical approach using short inputs, discussions, and practical activities supported by comprehensive notes. Templates for practical application with participants' own teams on return to the workplace included.

10 Developing High Performing Teams Those who need to further develop the cohesion and performance of teams Benefits and Outcomes By the end of the programme participants will have Greater clarity on what teams need to perform to a high level and how to ensure this is in place Improved insights into how to make their leadership approach more appropriate Enhanced ability to focus the team on achieving goals A clear plan for developing the team towards self-management so as to be more responsive to business needs A workshop of minimum 12-hours. Can be run over two or three days High Performance Teams - making a judgement on your team and identifying priorities for attention Using assertion to agree appropriate leadership styles and team roles Reinforcing team behaviours and driving towards high levels of success Enabling your team to manage change Enabling your team to become self-managing A pragmatic approach, using the scenarios of participants to develop insights.

11 An Introduction to Developing People Those who have responsibility for developing the competence and performance of individuals and teams Benefits and Outcomes By the end of the programme participants will Understand the benefits and implications of developing people Understand how people learn and their preferences for doing so Understand how to identify learning needs and how to prioritise them Be able to construct a training matrix Understand how to agree a Development Plan A workshop of minimum 12-hours. Can be run over two or three days Why Develop People Understanding Learning Styles Identifying Learning Needs Meeting Learning Needs Recording & Planning Training Insights Into The Training Cycle and The Coaching Process Giving Feedback Agreeing A Development Plan Application In Practice Planning For Applying Learning A workshop with short inputs, discussion and practical activities

12 Making Changes Happen (Developing the skills of managing change) Those who have to plan and implement their own or other people s changes. This will include the introduction of new procedures, policies, ways of team working and organisation structures. Benefits & Outcomes By the end of the workshop, participants will be able to: Recognise the difference between Change and Transition Understand why changes succeed or fail Diagnose what is needed to make a change successful in a given situation Effectively plan their own changes so as to increase their chances of short and long-term success Change & Transition o The difference o The Transition Curve and its implications Keys to Successful Change o Why change fails o Rules of thumb for success What Is Change Management? o The role of the manager o Facilitating and controlling the changes o Understanding and catering for the impact of change A Six Step Process for Managing Change Effectively Identifying The Need For Change o Understanding, Defining And Agreeing The Situation And Change Goals o Identifying stakeholders o Using tools such as Cause & Effect Chains, Fish Bone Charting, Force Field Analysis Contracting with the stakeholders o Working With Stakeholders To Develop An Agreed Strategy Diagnosing Readiness to Change o Deciding on the extent of Consultation or Imposition, Using he Adoption Communication Model to develop a communication strategy o Developing And Getting Buy-In To The Detailed Plan Effective Implementation Of The Change Plan o The use of pilot schemes o Implementing communication and monitoring it effectiveness o Training people in new skills Reviewing Effectiveness And Learning Lessons Very practical, based on extensive experience of helping organisations and individuals design and implement changes both large and small. Participants work as individuals and in small groups on changes they are planning or will have to implement.

13 An Introduction To Project Management Individuals and teams who need practical insights into managing small and medium sized projects so that they are brought to effective conclusions Benefits & Outcomes By the end of the programme, participants will Understand the role of a Project Manager Recognise the interrelationship of Time, Quality of Outcome and Costs in managing projects Recognise the four major stages of projects Understand how to define a project and the importance of early involvement of stakeholders Be able to use straightforward planning tools including phases and gates methodology Understand and take account of the impact of change on the people involved Be able to use definition and planning information to effectively monitor project implementation Have practised some leadership and client management skills to manage priorities, bring projects back on track and maintain high levels of client satisfaction Recognise the importance of inspecting work, closing the project, recognising achievement and reviewing effectiveness in the completion of a project Getting The Focus Right What is Project Management? Why should we manage projects? The ingredients of a successful project The 4 stages of Project Management Rating Your Skills In Project Management Defining Projects Clarifying the Purpose and Required Outcomes Obtaining Authority Developing an outline Strategy Identifying the Skills needed Using the 8 steps process Planning The Project Using fishbone diagrams and work breakdown structures to identify stages and activities Preparing activity specifications Converting the specifications to agreed objectives Using simple Gantt charts Using the principles of Critical Path Analysis and KAIP including Phases and Gates Choosing resources and negotiating for their release Planning the Project Taking the impact of Change into account Costing Activities/Preparing Budgets Creating Project Summary Sheets Identifying Risks and Hazards and planning for them Implementing the Project Communicating Effectively Using listening, questioning and assertion skills Managing review meetings Keeping customers happy Organising People And Other Resources Preventing problems Coping with problems Providing appropriate support Maintaining momentum Applying Phases and Gates thinking Project Completion Checking the Results Closing the project Recognising Achievement Reviewing Effectiveness Practical application throughout, working on participants current and future projects

14

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant

More information

D 1. Working with people Develop productive working relationships with colleagues. Unit Summary. effective performance.

D 1. Working with people Develop productive working relationships with colleagues. Unit Summary. effective performance. 1 Develop productive working relationships with colleagues Unit Summary What is the unit about? This unit is about developing working relationships with colleagues, within your own organisation and within

More information

Certificate IV in Frontline Management

Certificate IV in Frontline Management MARCH 2011 Certificate IV in Frontline Management Ai Group is pleased to provide you with information regarding the Certificate IV in Frontline Management - BSB40807. BENEFITS OF TRAINING Effective training

More information

DESCRIBING OUR COMPETENCIES. new thinking at work

DESCRIBING OUR COMPETENCIES. new thinking at work DESCRIBING OUR COMPETENCIES new thinking at work OUR COMPETENCIES - AT A GLANCE 2 PERSONAL EFFECTIVENESS Influencing Communicating Self-development Decision-making PROVIDING EXCELLENT CUSTOMER SERVICE

More information

Interpersonal Skills. Leadership, Change Management and Team Building

Interpersonal Skills. Leadership, Change Management and Team Building Interpersonal Skills Leadership, Change Management and Team Building Capital s Learning and Development team design and deliver tailored skills and competency based programmes to meet your wide range of

More information

Measuring the Impact of Sales Training

Measuring the Impact of Sales Training Measuring the Impact of Sales Training Authors: Barry Hennessy Barry@i2isales.com Jon Gooding Jon@i2isales.com Page 1 Table of Contents Why Measure? 3 What to Measure? 3 Business Impact Considerations

More information

IMCPM04 Project Scheduling and Cost Control. Course Outline

IMCPM04 Project Scheduling and Cost Control. Course Outline IMCPM04 Project Scheduling and Cost Control Course Outline January 2012 Project Scheduling and Cost Control Course Aim Project Scheduling and Cost Control is a five-day (5 day) course which provides participants

More information

Fitch Ratings, Inc. 2016 Form NRSRO Annual Certification

Fitch Ratings, Inc. 2016 Form NRSRO Annual Certification Fitch Ratings, Inc. 2016 Form NRSRO Annual Certification Exhibit 8. Certain information regarding Fitch s credit analysts and credit analyst supervisors. The total number of credit analysts (including

More information

Attribute 1: COMMUNICATION

Attribute 1: COMMUNICATION The positive are intended for use as a guide only and are not exhaustive. Not ALL will be applicable to ALL roles within a grade and in some cases may be appropriate to a Attribute 1: COMMUNICATION Level

More information

Qualification Outline

Qualification Outline Qualification Outline Diploma of Management BSB51107 Get it done. Get it done well Web: www.kneedeep.com.au/certification.html Phone: +61 8 7127 4885 Email: admin@kneedeep.com.au Address: Suite 203, Level

More information

Management, Leadership and People Development Skills

Management, Leadership and People Development Skills Management, Leadership and People Development Skills Who are these courses for? Appropriate if: You Have Been Undertaking A Supervisory Role You Have Recently Been Promoted Or Appointed To A First Line

More information

STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY

STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY An Overview Designing, driving and implementing people management strategies, processes and projects for real business value HR Strategic

More information

VPQ Level 6 Business, Management and Enterprise

VPQ Level 6 Business, Management and Enterprise VPQ Level 6 Business, Management and Enterprise VPQ Level 6 Certificate in Business, Management and Enterprise The VPQ Level 6 Certificate in Business, Management and Enterprise is a 30 credit qualification.

More information

Personal Learning and Thinking Skills

Personal Learning and Thinking Skills Personal Learning and Thinking Skills Guidance on delivering Personal Learning and Thinking Skills within Pan Sector Apprenticeship Frameworks Independent enquirers Creative thinkers Reflective learners

More information

EAST AYRSHIRE COUNCIL CABINET 23 JUNE 2010 REVISED COMPETENCY FRAMEWORK. Report by Executive Director of Finance and Corporate Support

EAST AYRSHIRE COUNCIL CABINET 23 JUNE 2010 REVISED COMPETENCY FRAMEWORK. Report by Executive Director of Finance and Corporate Support EAST AYRSHIRE COUNCIL CABINET 23 JUNE 2010 REVISED COMPETENCY FRAMEWORK Report by Executive Director of Finance and Corporate Support 1. PURPOSE OF REPORT 1.1 The purpose of this report is to recommend

More information

Employability Skills Summary

Employability Skills Summary s Summary Monday, 22 November 2010 10:55 AM Version 1.2 s Summary Page 2 Table of Contents BSB10107 Certificate I in Business... 3 BSB20107 Certificate II in Business... 4 BSB30107 Certificate III in Business...

More information

Certification in Humanitarian Supply Chain Management (CHSCM) Competence Model. Final Version 2007

Certification in Humanitarian Supply Chain Management (CHSCM) Competence Model. Final Version 2007 Certification in Humanitarian Supply Chain Management (CHSCM) Competence Model Final Version 2007 Contents Competence Model Context... 3 Functional Map... 6 UNIT 1 Supply Chain Planning... 7 UNIT 2 Supply

More information

Key Steps to Implementing a Performance Management Process

Key Steps to Implementing a Performance Management Process Key Steps to Implementing a Performance Management Process COPYRIGHT NOTICE PPA Consulting Pty Ltd (ACN 079 090 547) 2005-2013 You may only use this document for your own personal use or the internal use

More information

Strategy & Planning Manager Executive Office Location: London Closing date: 27 September 2015

Strategy & Planning Manager Executive Office Location: London Closing date: 27 September 2015 Job title: Strategy & Planning Manager Executive Office Location: London Closing date: 27 September 2015 Contract type: Permanent About Teach First How much you achieve in life should not be determined

More information

Overview of Future Purchasing s fundamental and advanced training workshops...

Overview of Future Purchasing s fundamental and advanced training workshops... Performance Learning Presented by: Anna Del Mar - Director, Performance Learning Future Purchasing Overview of Future Purchasing s fundamental and advanced training workshops... Tailored excellence.. Our

More information

LEADERSHIP COMPETENCY FRAMEWORK

LEADERSHIP COMPETENCY FRAMEWORK LEADERSHIP COMPETENCY FRAMEWORK 1 Introduction to the Leadership Competency Framework The Leadership Competency Framework focuses on three levels of management: Team Leaders/Supervisors responsible for

More information

Corporate Services Directorate Number of staff responsible for 7 Budget responsibility ( )

Corporate Services Directorate Number of staff responsible for 7 Budget responsibility ( ) Role Profile template Job Title Service Desk Manager Barnet Band and scale range BBB 47-50 Reports to Head of IS Service area Corporate Services Directorate Number of staff responsible for 7 Budget responsibility

More information

DFID CORE COMPETENCY FRAMEWORK

DFID CORE COMPETENCY FRAMEWORK DFID CORE COMPETENCY FRAMEWORK DFID s Core Competency Framework presents competencies in three clusters as shown below. The red cluster groups the work-related competencies, the green has peoplerelated

More information

Performance Management Consultancy

Performance Management Consultancy Performance Management Consultancy Facilitating performance improvements through an effective performance management process What are the challenges? While every organisation has performance management

More information

Leadership and Management Training

Leadership and Management Training Bury College Business Solutions Leadership and Management Training The employers choice. For all your company training needs. Bury College Business Solutions - Customer Excellence Award Winner 2011 Develop

More information

Qualification Outline

Qualification Outline Qualification Outline Diploma of Business BSB50207 Get it done. Get it done well Web: www.kneedeep.com.au/certification.html Phone: +61 8 7127 4885 Email: admin@kneedeep.com.au Address: Suite 203, Level

More information

Anderson Stockley Accredited Training Limited

Anderson Stockley Accredited Training Limited Anderson Stockley Accredited Training Limited Inspection date 24 October 2008 Inspection number 329928 Inspection report: Anderson Stockley Accredited Training Ltd, 24 October 2008 Contents Background

More information

Performance management the key to ensuring effective staff

Performance management the key to ensuring effective staff Performance management the key to ensuring effective staff How do you get the best out of your staff? What factors are key in people achieving what they need to achieve -- being effective in their role?

More information

Key Steps to Implementing Performance Management

Key Steps to Implementing Performance Management Key Steps to Implementing Performance Management Key Steps to Implementing Performance Management COPYRIGHT NOTICE PPA Consulting Pty Ltd (ACN 079 090 547) 2005-2013 You may only use this document for

More information

SkillGate. List of Programmes - Autumn 2011. Delivering Exceptional Customer Service Introduction to Selling Negotiating

SkillGate. List of Programmes - Autumn 2011. Delivering Exceptional Customer Service Introduction to Selling Negotiating SkillGate List of Programmes - Autumn 2011 The following courses are available as standard with membership. 1. Certificate Programme list Communication and Personal Development Being Assertive Better Written

More information

Applies from 1 April 2007 Revised April 2008. Core Competence Framework Guidance booklet

Applies from 1 April 2007 Revised April 2008. Core Competence Framework Guidance booklet Applies from 1 April 2007 Revised April 2008 Core Competence Framework Guidance booklet - Core Competence Framework - Core Competence Framework Core Competence Framework Foreword Introduction to competences

More information

CDC 502 Support policies, procedures and practice to safeguard children and ensure their inclusion and well-being

CDC 502 Support policies, procedures and practice to safeguard children and ensure their inclusion and well-being Child Care Occupational Standard MQF Level 5 CDC 501 Establish and develop working relationships CDC 502 Support policies, procedures and practice to safeguard children and ensure their inclusion and well-being

More information

Engage. Growing Your Business. Business Advice Workshops Consultancy Services Coaching Programmes. Business, Leadership and Management Specialists

Engage. Growing Your Business. Business Advice Workshops Consultancy Services Coaching Programmes. Business, Leadership and Management Specialists Engage Workshops, seminars, training courses & qualifications October 2015 to March 2016 Starting a New Business Enterprise Clubs Start Up Training Networking Events New Enterprise Allowance Growing Your

More information

The integrated leadership system. ILS support tools. Leadership pathway: Individual profile APS6

The integrated leadership system. ILS support tools. Leadership pathway: Individual profile APS6 The integrated leadership system ILS support tools Leadership pathway: Individual profile APS6 APS 6 profile Supports strategic direction Achieves results Supports productive working relationships Displays

More information

Catherine Booth College: School for Learning & Development. The Salvation Army Capability Framework: Generic Matrix

Catherine Booth College: School for Learning & Development. The Salvation Army Capability Framework: Generic Matrix Catherine Booth College: School for Learning & Development The Salvation Army Capability Framework: Generic Matrix V3.0 Sep 2014 Contents ATTRIBUTES... 5 SERVICE USER PERSPECTIVE... 6 TEAM PERSPECTIVE...

More information

TEAM PRODUCTIVITY DEVELOPMENT PROPOSAL

TEAM PRODUCTIVITY DEVELOPMENT PROPOSAL DRAFT TEAM PRODUCTIVITY DEVELOPMENT PROPOSAL An initial draft proposal to determine the scale, scope and requirements of a team productivity development improvement program for a potential client Team

More information

New Advanced Level Management Training Programme 2015/2016

New Advanced Level Management Training Programme 2015/2016 New Advanced Level Management Training 2015/2016 Foreword September 2015 Senior managers and leaders across the career development sector, be this in the context of career education, career guidance/development,

More information

The People Skills of Management a three day programme for managers and leaders

The People Skills of Management a three day programme for managers and leaders The People Skills of Management a three day programme for managers and leaders What is this seminar about? This three-day programme provides you with a unique opportunity to accelerate the development

More information

Leadership and Management Programme

Leadership and Management Programme Leadership and Management Programme LEADERSHIP DEVELOPMENT 1 Message from the Vice-Chancellor Dear colleagues, we have developed a radical, ambitious and achievable Vision for our future. Achieving this

More information

Overview of Future Purchasing s fundamental and advanced training workshops...

Overview of Future Purchasing s fundamental and advanced training workshops... Performance Learning Presented by: Anna Del Mar - Director, Performance Learning Future Purchasing Overview of Future Purchasing s fundamental and advanced training workshops... Tailored excellence.. Our

More information

Performance Management Competencies. for Schedule II Levels 7-12

Performance Management Competencies. for Schedule II Levels 7-12 Performance Competencies for Schedule II Levels 7-12 Performance : What is it? Performance management is a systematic approach to setting performance standards, coaching employees to achieve standards,

More information

Leadership in Action Briefing Pack: Cohorts 15 & 16

Leadership in Action Briefing Pack: Cohorts 15 & 16 Leadership in Action Briefing Pack: Cohorts 15 & 16 Introduction 2 1 Context of leadership development at the University of York 3 2 Principles of the core leadership programmes 5 3 Methodology and principles

More information

Multi Business WAT Grant Training Courses at. NTC s Center for Business and Industry in Wausau (September 2015 August 2016)

Multi Business WAT Grant Training Courses at. NTC s Center for Business and Industry in Wausau (September 2015 August 2016) Multi Business WAT Grant Training Courses at NTC s Center for Business and Industry in Wausau (September 2015 August 2016) To register, please email Maggie Coakley: coakley@ntc.edu Email Subject Line:

More information

What is this Unit about? Who is this Unit for?

What is this Unit about? Who is this Unit for? H12J 04 (CFAS4.1) Lead a sales team What is this Unit about? This Unit is about how you provide direction to the members of the sales team by motivating and supporting them to achieve their team and individual

More information

Contents. Before you begin. Learning outcomes Competency standard How to use this book

Contents. Before you begin. Learning outcomes Competency standard How to use this book Contents Contents Before you begin Learning outcomes Competency standard How to use this book Assessment Developing employability skills Developing an evidence portfolio Resources v v vi vii viii ix xii

More information

SD0-302 Service Desk Manager Qualification

SD0-302 Service Desk Manager Qualification SD0-302 Service Desk Manager Qualification Version 4.5 Topic 1, Volume A QUESTION NO: 1 What is the key outcome of keeping commitments to users, team members and organizations? A. It boosts credibility,

More information

www.ronrosenhead.co.uk Joining Instructions for 3 day project management event

www.ronrosenhead.co.uk Joining Instructions for 3 day project management event Joining Instructions for 3 day project management event To: All Participants We are looking forward to working with you to develop your project management skills and to discuss their application to current

More information

AC COMPETENCY FRAMEWORK Revised June 2012

AC COMPETENCY FRAMEWORK Revised June 2012 AC COMPETENCY FRAMEWORK Revised June 2012 Coaching competencies for All Coaches 1. Meeting ethical, legal and professional guidelines 2. Establishing the coaching agreement and outcomes 3. Establishing

More information

Leadership Development Catalogue

Leadership Development Catalogue The TrainingFolks Approach The importance of superior management, leadership and interpersonal skills are critical to both individual and organizational success. It is also critical to apply these skills

More information

Developing Teams in Business

Developing Teams in Business Unit 19: Developing Teams in Business Unit code: QCF Level 3: Credit value: 10 Guided learning hours: 60 Aim and purpose T/502/5450 BTEC National The aim of this unit is for learners to understand the

More information

Change and project management

Change and project management Change and project management www.first.com What gets measured, gets d! -Change leader Change and Project Management Change and project management Prince 2, PMI and PCI When projects fail in an organisation,

More information

Even their body language is retail! They re head and shoulders above other training companies

Even their body language is retail! They re head and shoulders above other training companies Negotiation skills First Friday is a leading provider of training & development and change management services with a portfolio of 100+ clients across the UK, Europe and South Africa. Our team is unique;

More information

Do not open this paper until instructed by the invigilator. Please note: This question paper must not be removed from the examination room.

Do not open this paper until instructed by the invigilator. Please note: This question paper must not be removed from the examination room. APM Introductory Certificate in Project Management Exam paper Candidate Reference Number Date of Exam Location of the Exam General Notes Time allowed 1 hour Answer all 60 multiple choice questions Use

More information

Key Steps to a Management Skills Audit

Key Steps to a Management Skills Audit Key Steps to a Management Skills Audit COPYRIGHT NOTICE PPA Consulting Pty Ltd (ACN 079 090 547) 2005-2013 You may only use this document for your own personal use or the internal use of your employer.

More information

A 360 degree approach to evaluate a broker s impact on partnerships

A 360 degree approach to evaluate a broker s impact on partnerships POSITION PAPER 1 EVALUATING BROKERS A 360 degree approach to evaluate a broker s impact on partnerships By Surinder Hundal 1 Contents Pages Overview 3 Frequently Asked Questions 3-6 Defining the Broker

More information

Recruitment and Retention Guidance Appraisal and 360º feedback

Recruitment and Retention Guidance Appraisal and 360º feedback Recruitment and Retention Guidance Appraisal and 360º feedback Page 1 The main purpose of an Appraisal is to assist employees to develop their performance which in turn will contribute to the overall development

More information

Level4. Civil Service Competency Framework 2012-2017. Level 4 Grade 7 and 6 or equivalent

Level4. Civil Service Competency Framework 2012-2017. Level 4 Grade 7 and 6 or equivalent Level4 Civil Service Competency Framework 2012-2017 About this framework We are introducing a new competency framework to support the Civil Service Reform Plan and the new performance management system.

More information

Diploma of School Business Management

Diploma of School Business Management Diploma of School Business Management This document provides additional information about each phase of the programme to assist prospective applicants. At level 5 participants are expected to generate

More information

Health and Safety Management Standards

Health and Safety Management Standards Health and Safety Management Standards Health and Safety Curtin University APR 2012 PAGE LEFT INTENTIONALLY BLANK Page 2 of 15 CONTENTS 1. Introduction... 4 1.1 Hierarchy of Health and Safety Documents...

More information

Head of Procurement and Contracting Contracts Managers x 8

Head of Procurement and Contracting Contracts Managers x 8 JOB DESCRIPTION FINAL Job Title Position Number(s) Department Section or Service Category Manager Adult Social Care and Health ASC and Health Commissioning DESIGNATION: Responsible to: Employees directly

More information

: SDI SD0-302 : SDI - SERVICE DESK MANAGER QUALIFICATION. Version : R6.1

: SDI SD0-302 : SDI - SERVICE DESK MANAGER QUALIFICATION. Version : R6.1 Exam : SDI SD0-302 Title : SDI - SERVICE DESK MANAGER QUALIFICATION Version : R6.1 Prepking - King of Computer Certification Important Information, Please Read Carefully Other Prepking products A) Offline

More information

Railway Management Maturity Model (RM 3 )

Railway Management Maturity Model (RM 3 ) Railway Management Maturity Model (RM 3 ) (Version 1.02) March 2011 Published by the Office of Rail Regulation 1 Contents Introduction... 1 Excellence in safety management systems... 3 Governance, policy

More information

AIPM PROFESSIONAL COMPETENCY STANDARDS FOR PROJECT MANAGEMENT PART B CERTIFIED PRACTISING PROJECT PRACTITIONER (CPPP)

AIPM PROFESSIONAL COMPETENCY STANDARDS FOR PROJECT MANAGEMENT PART B CERTIFIED PRACTISING PROJECT PRACTITIONER (CPPP) AIPM PROFESSIONAL COMPETENCY STANDARDS FOR PROJECT MANAGEMENT PART B CERTIFIED PRACTISING PROJECT PRACTITIONER (CPPP) Copyright: Australian Institute of Project Management Document Information Document

More information

Change Management Practitioner Competencies

Change Management Practitioner Competencies 1 change-management-institute.com Change Management Institute 2008 Reviewed 2010, 2012 Change Management Practitioner Competencies The Change Management Practitioner competency model sets an independent

More information

Business Analyst. Development Team Leader

Business Analyst. Development Team Leader Business Analyst Corporate ICT Development Team Leader None May 2013 This job exists to provide the organisation with quality software development analysis and project management. The position achieves

More information

Building and implementing an effective local workforce strategy

Building and implementing an effective local workforce strategy Inspiring leaders to improve children s lives Building and implementing an effective local workforce strategy Module 4: project managing the workforce strategy development process August 2010 Resource

More information

Practical guide for using the Continuous Learning Framework and the Changing Lives leadership model to develop leadership in social services

Practical guide for using the Continuous Learning Framework and the Changing Lives leadership model to develop leadership in social services Practical guide for using the Continuous Learning Framework and the Changing Lives leadership model to develop leadership in social services 1 Introduction Changing Lives 1, the Report of the 21 st Century

More information

ADMINISTRATIVE PROFESSIONAL CERTIFICATE

ADMINISTRATIVE PROFESSIONAL CERTIFICATE ADMINISTRATIVE PROFESSIONAL CERTIFICATE The Administrative Professional Certificate Program is designed for individuals in administrative support roles with a desire to be exceptional in their organizational

More information

Improving own learning and performance Level 1

Improving own learning and performance Level 1 KEY SKILLS Improving own learning and performance Level 1 The key skills are the skills which are most commonly needed to succeed in a range of activities at work, in education and training and in everyday

More information

Cambridge International Certificate in Educational Leadership 6247 Cambridge International Diploma in Educational Leadership 6248

Cambridge International Certificate in Educational Leadership 6247 Cambridge International Diploma in Educational Leadership 6248 Cambridge International Certificate in Educational Leadership 6247 Cambridge International Diploma in Educational Leadership 6248 For examination in 2015 Preface This syllabus sets out the details of the

More information

JOB DESCRIPTION TO ASSIST IN THE DELIVERY OF A HIGH QUALITY COLLEGE LIBRARY INFORMATION SERVICE THAT SUPPORTS OUTSTANDING LEARNING AND TEACHING

JOB DESCRIPTION TO ASSIST IN THE DELIVERY OF A HIGH QUALITY COLLEGE LIBRARY INFORMATION SERVICE THAT SUPPORTS OUTSTANDING LEARNING AND TEACHING JO DESCRIPTION POST TITLE: POST REF: REPORTS TO: LEARNING RESOURCES ASSISTANT LRCA3 COMPUTER SERVICES OFFICER DATE: JANUARY 2015 JO PURPOSE: TO ASSIST IN THE DELIVERY OF A HIGH QUALITY COLLEGE LIRARY INFORMATION

More information

Number of staff responsible 11 for Budget responsibility ( ) 4,000,000. Purpose of Job:

Number of staff responsible 11 for Budget responsibility ( ) 4,000,000. Purpose of Job: Job Title Assistant Director, Policy, Intelligence and Analysis (incorporating Programme Director, Future Shape of the Council) Barnet Band and scale range 241-244 Reports to Director of Strategy (and

More information

Personal Development Competency Project Professional Services. A 3-part guide for managers and staff

Personal Development Competency Project Professional Services. A 3-part guide for managers and staff Personal Development Competency Project Professional Services A 3-part guide for managers and staff Contents The competencies 3 Background and introduction to the competencies 3 The competencies referenced

More information

Master Level Competency Model

Master Level Competency Model Change Manager Master Level Competency Model The Change Manager Master competency model sets an independent industry benchmark for SENIOR level change management practitioners. The model was launched in

More information

Civil Service. Competency Framework Level 3 HEO and SEO or equivalent. Level 3

Civil Service. Competency Framework Level 3 HEO and SEO or equivalent. Level 3 Civil Service 2012-2017 Level 3 HEO and SEO or equivalent Level 3 I n s p i r i n g E m p o w e r i n g C o n fi d e n t About this framework The Civil Service competency framework supports the Civil Service

More information

Effective & Practical. Management of Projects

Effective & Practical. Management of Projects Effective & Practical Concepts, Methods & Techniques Project Planning & Delivery Management of Project Risks High Quality Training Courses presented by Internationally Recognised Expert Speakers The Diamond

More information

HOME GROUP LIMITED JOB DESCRIPTION

HOME GROUP LIMITED JOB DESCRIPTION Ref No: HGL 1 JOB DETAILS HOME GROUP LIMITED JOB DESCRIPTION Job Holder: Job Title: IS Service Desk Manager Reports to: Head of IS Service Management Date: August 2012 2 JOB PURPOSE To lead the IS service

More information

Appraisal and Performance Review Policy. February 2014

Appraisal and Performance Review Policy. February 2014 Appraisal and Performance Review Policy February 2014 Course objectives Introduction why the Policy was changed Performance Management Framework The underlying principles behind the Appraisal and Performance

More information

MODULE 10 CHANGE MANAGEMENT AND COMMUNICATION

MODULE 10 CHANGE MANAGEMENT AND COMMUNICATION MODULE 10 CHANGE MANAGEMENT AND COMMUNICATION PART OF A MODULAR TRAINING RESOURCE Commonwealth of Australia 2015. With the exception of the Commonwealth Coat of Arms and where otherwise noted all material

More information

Leadership and Management Framework Responsibilities

Leadership and Management Framework Responsibilities Leadership and Management Framework Responsibilities Leading and Managing People 1. Provide clear purpose and direction to your team 2. Understand and communicate measurable performance objectives 3. Supervise

More information

Adding up or adding value?

Adding up or adding value? Get up to speed Building Better Finance Functions Adding up or adding value? Making business partnering work whatwouldyouliketochange.com Contents Adding up or adding value? 3 The strategic value of business

More information

INVESTORS IN PEOPLE REVIEW REPORT

INVESTORS IN PEOPLE REVIEW REPORT INVESTORS IN PEOPLE REVIEW REPORT Lower Farm Primary School Page: 1 of 13 CONTENTS Key Information 3 Assessor Decision 3 Milestone Dates 3 Introduction 4 Assessment Objectives 4 Feedback Against the Assessment

More information

BC Public Service Competencies

BC Public Service Competencies BC Public Service Competencies Competencies that support LEADING PEOPLE For Executive and Directors: Motivating for Peak Performance Motivating for peak performance involves knowledge and skills in using

More information

Skills Audit for Researchers

Skills Audit for Researchers Skills Audit for Researchers Date: Section 1: Research Management Skills 1) Research management to be able to: Project management 1.1) Apply effective project management through the setting of research

More information

PERFORMANCE APPRAISAL

PERFORMANCE APPRAISAL Blinn College is the premier two-year college in Texas for those seeking educational excellence in academic programs, technical education, and workforce development. We expect excellence and we encourage

More information

Graduate Diploma in. Management. (Grad.Dip.Mgmt)

Graduate Diploma in. Management. (Grad.Dip.Mgmt) cmi-ireland.com T: 01 492 7070 Graduate Diploma in Management (Grad.Dip.Mgmt) CMI Page 1 Graduate Diploma in Management About the Course CMI have teamed up with the ICM Institute of Commercial Management

More information

Introduction. Chris Harrop, Chief Executive

Introduction. Chris Harrop, Chief Executive Page 1 of 10 Introduction I am proud to be the Chief Executive of the Walton Centre NHS Foundation Trust with its reputation for excellent patient care, quality services and sustainability. Over the last

More information

Volunteer Managers National Occupational Standards

Volunteer Managers National Occupational Standards Volunteer Managers National Occupational Standards Contents 00 Forward 00 Section 1 Introduction 00 Who are these standards for? 00 Why should you use them? 00 How can you use them? 00 What s in a Standard?

More information

Managing for Results. Purpose. Managing for Results Practitioner-level Standards

Managing for Results. Purpose. Managing for Results Practitioner-level Standards Managing for Results Practitioner-level Standards Managing for Results Purpose In all sectors and at all levels managers must have the knowledge, understanding and skills to enable them to grasp the right

More information

ROLE PROFILE & PERSON SPECIFICATION. Organisational Development Manager

ROLE PROFILE & PERSON SPECIFICATION. Organisational Development Manager Page 1 of 6 ROLE PROFILE & PERSON SPECIFICATION Organisational Development Manager 1. RESPONSIBLE TO: Associate Director of Learning & Organisational Development 2. RESPONSIBLE FOR : The Workforce Development

More information

RECRUITMENT PROFILE. Profile: Community Services

RECRUITMENT PROFILE. Profile: Community Services Profile: Community Services RECRUITMENT PROFILE Major Duties and Responsibilities 1. Provide information and social analysis of the cultural, political and economic context of population of persons of

More information

Collaborative Working. Behavioural Development

Collaborative Working. Behavioural Development Collaborative Working Behavioural Development Welcome! From the beginning, Keystone have gained a strong reputation as an organisational and people development consultancy that specialises in behavioural

More information

Which is why TMI is here to help. We have to admit it. we really love what we do.

Which is why TMI is here to help. We have to admit it. we really love what we do. We have to admit it. we really love what we do. We get to work with great brands to create brilliant customer experiences that their customers love and their employees can t wait to deliver. It s not just

More information

NGN Behavioural Competencies

NGN Behavioural Competencies NGN Behavioural Competencies July 2012 Change and Improvement Embraces, drives and advocates change and improvement, demonstrating a commitment to keep people engaged. Sets a culture that values diversity

More information

Case study: developing an internal communications and engagement strategy

Case study: developing an internal communications and engagement strategy Case study: developing an internal communications and engagement strategy Writing an internal communications and engagement strategy that works isn t easy, but essential if you re going to focus on achieving

More information

Position Description

Position Description Position Description Name Position title Vacant Procurement Officer Level Group Section Responsible to Responsibility for staff Corporate Services Property & Procurement Corporate Property Manager None

More information

Information Sharing Lessons Learned from Gateway Reviews: Gate 3 Investment Decision Review

Information Sharing Lessons Learned from Gateway Reviews: Gate 3 Investment Decision Review Information Sharing Lessons Learned from Gateway Reviews: Gate 3 Investment Decision Review October 2013 The purpose of this document is to share lessons learned to support agencies to better identify

More information

To be determined but likely to include a Regional HR Manager (to be appointed) London or Nairobi with significant travel to the East Africa region

To be determined but likely to include a Regional HR Manager (to be appointed) London or Nairobi with significant travel to the East Africa region ROLE DESCRIPTION Job Title: Reports To: Direct reports: Location: Head of HR (Africa Programmes) Africa Operations Director To be determined but likely to include a Regional HR Manager (to be appointed)

More information

Community & Events Fundraising Manager. 35 (out of hours work is likely to be required)

Community & Events Fundraising Manager. 35 (out of hours work is likely to be required) JOB DESCRIPTION Job Title: Reporting to: Location: Travelling Requirements: Transportation Requirements: Contracted Hours: Referencing Requirements: Registration Requirements: Community & Events Fundraising

More information

New Skills. New Thinking

New Skills. New Thinking New Skills. New Thinking Team discounts and in-house options available PROFESSIONAL DEVELOPMENT FOR EAs, PAs AND OFFICE MANAGERS Essential Management Skills for Executive Assistants, Senior PAs & Administration

More information