Le competenze: sfide e risultati The Management Standards Consultancy
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1 Le competenze: sfide e risultati The Management Standards Consultancy Trevor BoutallThe Management Standards Consultancy
2 Management Standards – The UK Experience Conclusions of the Handy report (1987)Effective management is a key factor in economic growthMost managers receive little or no trainingManagement training and development is given relatively low priority outside a small number of generally large employersContinuing training and development with a strong on-the-job emphasis is importantA proper structure of provision is needed which meets distinct and diverse needsGreater 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
3 Management Standards – The UK Experience Vision for the future“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 CleaverSource: Managers and Leaders – Raising our Game, Council for Excellence in Management and Leadership, 2002
4 National Occupational Standards Management Standards – The UK ExperienceWhy Management Standards?SafetyQualityCompetitivenessNational Occupational StandardsChanging economyChanging workforce, flexibility, employabilityLifelong learning
5 Management Standards – The UK Experience Who wants Management Standards?EmployersGovernmentManagersEducationalists?
6 Health & Social Services Supervisory Management Management Standards – The UK ExperienceAgricultureMiningConstructionEngineeringManufacturingTransportGoods & ServicesHealth & Social ServicesBusiness ServicesetcWho are National Occupational Standards for?Senior ManagementMiddle ManagementSupervisory Management12345
7 Management Standards – The UK Experience The Structure of a Unit of National Occupational StandardsPerformanceKnowledgeSkillsPersonal Qualities
8 Management Standards – The UK Experience How are National Occupational Standards developed?Key PurposeKey AreaArea of CompetenceUnit
9 Manage self & personal skills Management Standards – The UK ExperienceThe Functional Map of Management and LeadershipProvide direction, gain commitment, facilitate change and achieve results through the efficient, creative and responsible use of resourcesManage self & personal skillsProvide directionFacilitate changeUse resourcesAchieve resultsWork with peopleDevelop a visionProvide leadershipProvide governanceLead innovationManage changeLead operationsManage projectsManage financeProcure resourcesManage resourcesManage informationBuild relationshipsDevelop partnershipsManage peopleManage yourself
10 Management Standards – The UK Experience Management and Leadership Standards (
11 Management Standards – The UK Experience Managing Self and Personal Skills
12 Management Standards – The UK Experience Manage your own resources – Performance
13 Management Standards – The UK Experience Manage your own resources – Knowledge
14 Management Standards – The UK Experience Manage your own resources – Skills
15 Management Standards – The UK Experience Manage your own resources – Personal Qualities
16 Management Standards – The UK Experience 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 toknow the standards relevant to the jobpossess the knowledge, skills and personal qualities requiredbe motivated to perform to the required standards.
17 Management Standards – The UK Experience National Vocational QualificationsNational 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.There are four levels of NVQs that use the Management Standards.NVQ Level 5 in ManagementNVQ Level 4 in ManagementNVQ Level 3 in ManagementNVQ Level 2 in Team Leading
18 Management Standards – The UK Experience 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.
19 Management Standards – The UK Experience Continuing Personal and Professional DevelopmentIdentify relevant standardsPrioritise unitsAssess current performanceReassess performanceIdentify development needsWork to standardsIdentify & seize learning opportunities
20 Management Standards – The UK Experience Software support for using the standards (
21 Recognition & qualifications Management Standards – The UK ExperienceUses of National Occupational StandardsHuman resource management and developmentStrategicobjectivesWorkforceplanningRecruitment &selectionJob designOrganisationalcultureSuccession &PromotionCareerdevelopmentInductionQualityassuranceTraining &developmentPerformancemanagementGood practiceContinuingpersonal &professionaldevelopmentAssessmentPartnershipdevelopmentRecognition & qualifications
22 Case Study – Coronary Heart Disease Case Study: Coronary Heart Disease (Strategic AimTo reduce incidence of and mortality from heart disease.Source: Leading the Way, Department of Health, 2005
23 Case Study – Coronary Heart Disease CHD National Workforce Competence FrameworkTo 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 PurposeCHD Areas
24 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
25 Case Study – Drug and Alcohol Services Vision: A Competent Workforce to Tackle Substance MisuseContinuing Professional Development and Performance ManagementWorkforce Planning StrategiesQualifications DevelopmentProfiling Job RolesStandards DevelopmentMapping TrainingFunctional Analysis
26 Case Study – SCOA (www.schoolofcoaching.it) Challenge: Develop & quality assure Executive CoachesPre-entry assessmentIndividual learning needs analysisStandards of Competence for Executive CoachingLearning programmeFormative and summative assessmentPerformanceKnowledgeSkillsQuality assurance of Masters in Executive CoachingPersonal Qualities
27 Case Study – Confcommercio Challenge: Benchmark & improve performance across provinces
28 Case Study – An Italian bank Challenge: Identify and develop branch managersPerformance managementCoachingSkills development workshopsDevelopment centreBranch managers’ toolkitIdentify potential branch managersDefine standards of competence for branch managers
29 Le competenze – sfide e risultati Using standards of competence in Italy?Don’tTranslate the UK standards and expect them to work.Use the standards exclusively for qualifications.Make the standards overly complicated.DoAgree 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.