Key Steps to a Management Skills Audit

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1 Key Steps to a Management Skills Audit

2 COPYRIGHT NOTICE PPA Consulting Pty Ltd (ACN ) You may only use this document for your own personal use or the internal use of your employer. Without limiting the foregoing, you may not, without the express written permission of the copyright owner, on-sell or commercialise the whole or any part of this document. Except as expressly authorised, and subject to the conditions prescribed under the Copyright Act 1968 (Cth), you may not, in any form or by any means: (a) copy, adapt, reproduce, store, distribute, print, display, perform, publish, communicate to the public, make available to the public or create derivative works from any part of this document; or (b) commercialise the whole or any part of this document without the express written permission of the copyright owner. Disclaimer THE INFORMATION CONTAINED IN THIS DOCUMENT IS OF A GENERAL NATURE ONLY AND IS NOT INTENDED TO CONSTITUTE ADVICE 2

3 Overview These key steps are designed to provide a process which can be used to recognise some key skills areas for line managers within an organisation; identify current levels of those skills and then target any gaps that need to be addressed to increase the capability of the organisation. If you wish to use this process with a group of your colleagues you may find the workshop manuals and materials available for purchase on our website of interest. Benefits A disciplined and proactive approach to completing a management skills audit and then meeting any specific needs identified, will deliver a range of benefits to an organisation, including: A management team with the necessary skills will perform better and produce improved results for the business. Competent managers will be better at recruiting, managing, developing and keeping good people and will deliver a higher return on the people investment within the business. Staff turnover at a management level is likely to be reduced as businesses which enhance the skills of their people are more attractive to work for. Decisions are most likely to be made at the most appropriate levels in the organisation which allows business to grow as mistakes are fewer and time is freed up at more senior levels for business development. Scope This audit can be used for groups of managers or individuals. It can also be used for those aspiring to be managers as the basis for a set of training objectives to be achieved. Key Steps 1. Identify the right people It is important to select the group, or individuals, who are to be the subject of your audit and any resulting development initiatives. Your selection may be influenced by a number of factors such as: Impact of a strategic planning exercise which may have identified a need for more or better developed line managers across the business or in specific business units. A particular focus in the Human Resources Plan on the need for more or better developed line managers across the business or in specific business units. Information from a succession planning exercise. Senior manager initiatives. Outcomes from performance appraisal and development meetings. Learning and development or career requests from employees. 3

4 Suggestions from staff surveys or 360 degree appraisals. Suggestions from customers or suppliers. Recruitment challenges. Company policy or Head Office requirement. 2. Clarify Objective Having selected the groups or individuals to participate in the audit, it is critical to clarify the objective and communicate why it is to be undertaken before starting the exercise. The why will be driven by the expected benefits or from the source of the participant selection. If authority or co-operation of others is required, it may help to sell the potential business benefits in the communication. For communicating to participants it helps to link with the source which influenced their selection and to explain the potential personal benefits. If this step is neglected, many of the potential benefits may be lost and the exercise treated with suspicion or lack of co-operation/support and is destined for a mediocre outcome. 3. Complete Audit/Data Collection Use the template below to step through the nominated development areas: People and relationships Self management Communications Organisation Add any other specific areas your organisation may require. The information can be collected through discussion with the manager(s) of the participant(s) and based on their observation. Alternatively the information can be collected collaboratively with the individuals concerned and their managers. A further option is to encourage a self-assessment by participants. The audit asks first for confirmation of relevance of the particular sub-set and secondly for noting whether the participant(s) demonstrate this sub-set at an acceptable level. A more refined audit can be completed using the same template but adding a more complex assessment of current levels with different frequency. For example rather than a straight : Yes/No assessment it could include : Never, Rarely, Sometimes, Often; Always. The danger of making the audit too complex is that it may become unwieldy for busy managers and more difficult to gain co-operation and support. 4

5 4. Analyse data Once the audit has been completed and data collected, the outcomes can be analysed to develop learning objectives for the group or individuals. The learning objectives should link to the program objectives identified in Step 2 and should be written in terms of expected outcomes as described in the Ability column of the skills audit template. 5. Prepare Learning and Development Plan From the data analysis and learning objectives, a Learning and Development Plan can be drafted and methodologies for meeting the targeted needs identified, costed and planned. 5

6 Audit Template Use this audit to see if your management team have the abilities necessary to succeed as line managers in your business. Firstly, identify if the ability is relevant to the person s job and then whether they are currently at an acceptable level or not. Department or Group: Number of people: Date: OR Name of employee: Job Title: Date: People and relationships Establishing Can assess the interests and objectives of another person through asking questions and develop a conversation based on these factors. rapport Motivating Can describe some basic theories of motivation and relate them to factors which interest and motivate an individual, or group of individuals, and then initiate actions where these are possible within business constraints. Leadership Can identify the key elements of effective leadership and associated behaviours and develop an action plan to implement these including building the skills necessary. Disciplining Can objectively determine where disciplinary action is required, plan the appropriate actions, implement, document and follow through to a satisfactory conclusion. 6

7 Giving feedback Can determine appropriate feedback, positive and negative, against predetermined criteria and provide it in a manner which maintains or builds the relationship and improves performance. Conflict resolution Can identify the relevant aspects of a conflict situation, understand the positions of the various parties and systematically and constructively work through to a consensus agreement. Negotiating Can review a situation, understand the objectives of relevant parties and maintain relationships while systematically working through to a result that meets the needs of the business. Training Can assess a situation, develop training objectives, plan appropriate delivery using a logical process and assess results. Counselling Can develop a relationship with individuals that allows them to make an approach for guidance and advice on relevant areas of their job. Be able to provide relevant advice that is acted on or refer them to an additional expert source. Customer Can understand customer needs and adapt business processes to meet these or develop alternative actions and communicate and agree relationships these with the customer. Team building Can identify the elements of a successful team, and the role of the team leader in developing it. Able to formulate a plan to implement the required actions to build a successful team. 7

8 Coaching Can identify the various elements of an employee s job and provide guidance and advice on improving performance against the predetermined standards. Self management Creativeness Can use a number of techniques to generate possible options to improve or progress a situation that requires a solution not previously encountered. Self awareness Can describe own strengths, weaknesses and areas identified for further development. Assertiveness Can state own point of view in a cohesive manner to others in a variety of situations that may be disorganised, unfriendly or antagonistic. Identifying and Can describe and use a systematic approach to identifying problems, possible causes and generate and evaluate a number of possible solving problems solutions. Situational Can describe, in a systematic and objective way, a business situation and list the various factors impacting on it, and their possible awareness consequences. Innovation Can use a number of techniques to draw together possible unrelated resources to develop solutions to problems or implement improvements. 8

9 Thinking skills Can assess a situation, acquire relevant information, comprehend it, analyse, synthesise, evaluate and apply it to achieve suitable outcomes. Time Can list and apply time management principles to perform the high priority tasks and reduce the time spent on lower priority issues. management Risk taking Can systematically identify the risks associated with a situation, evaluate them and make a reasoned assessment for decision making. Self confidence Can describe and demonstrate own strengths and abilities in a variety of situations. Personal Can list own strengths and areas for development and develop and follow a plan to address these in a purposeful way. development Applying logic to a Can assess a situation in a systematic way, list the various relevant factors and make a logical case for the next steps to be taken. situation Decision making Can list and assess various factors in a situation, identify options, evaluate them and make a decision based on the evidence. Communications Vision Can understand the current situation well enough to look forward and describe an imaginary and positive situation in enough detail to convey the meaning to others and ensure their commitment to achieving it. 9

10 Values Can list and describe the underlying factors and relevant behaviours that determine, or could determine, the way an organisation s culture and consequent actions may be formed. Coaching Can identify the various elements of an employee s job and provide guidance and advice on improving performance against the predetermined standards Collect and Can identify sources of relevant material, access them, collect it and organise it in a way that is useful for the situation. organise information Persuasive Can analyse a situation and formulate a position on a matter and convince others of the benefits of the position. Presentations: Can construct and deliver a range of information, in a way that encourages action, to audiences of varying sizes. verbal Report writing Can access and compile information in a systematic way and present it in writing to lead to well defined conclusions and, if necessary, recommendations. Feedback Can provide both positive and negative information to groups of people on business progress in a way that ensures that it leads to sustained or improved performance 10

11 Credibility Can convey information about own role, background and ability that gives others the understanding that the key results required will be achieved. Conflict resolution Can listen to both sides of a dispute, understand the motives and objectives of all parties and assist them in working towards a consensus solution in a methodical way. Express ideas Can take concepts and ideas and describe them in a language that can be understood by others and acted on by them. Organisation Objective setting Can assess a work situation and break it into clear achievable and measurable objectives. Developing Can analyse business objectives and develop clear strategies to be pursued that can be followed by others and that will achieve the desired strategies results. Job design Can assess the results required from a work area and design a number of Key Results Areas that, when combined, form a cohesive job that fits in the organisation, is linked to business objectives and is achievable by a competent person from a particular discipline, trade or profession. 11

12 Scheduling Can evaluate the work to be carried out, priorities, business environment and resources and draw up a schedule for staff that achieves the business outcomes. Planning Can evaluate the current situation and business objectives and develop a plan that has logical, measurable and achievable steps and assigned responsibilities which will achieve the desired outcome. Decision making Can list and assess various factors in a situation, identify options, evaluate them and make a decision based on the evidence. Bench-marking Can identify key success criteria in the business and understand the industry to the extent that is able to access data that enables comparisons to be made which lead to improvement strategies. Developing Can identify a sequence of tasks that need to be carried out to achieve an objective and to be able to write procedures for someone else to procedures follow to carry them out. Problem solving Can describe and use a systematic approach to identifying problems, possible causes and generate and evaluate a number of possible solutions. Delegation Can list the key criteria for effective delegation and use them to have work performed by the most appropriate people and develop staff to achieve their potential. 12

13 Project Can develop a project plan and resource and manage it to achieve the specified outcomes. management Recruitment Can use a logical process to define the most appropriate person for the position, attract applicants and make a successful selection. Few or no gaps? Congratulations you are developing your managers to be well equipped for their roles. Some gaps? Time to consider some management development and how this may be delivered. See the modules in our Management Development Program. You can deliver these yourself or have a trainer deliver them. 13

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