2. Core Skills for Managers

3. Lynne Hobden-Clarke Personnel Manager for Marks & Spencer plc
managed in 14 stores
participated in graduate recruitment and training
Practice Manager in Gerrards Cross
training practice assessor
author of several management textbooks
Tutor on New Trainers Course
Government bureaucracy scrutiny
General Manager of a livestock underwriting team
Responsible for leading and managing the underwriting team
Monitoring the profitability of the portfolio
Personnel Director of a Financial Services Group
Responsible for policies and procedures
Dealing with sensitive employment situations
Co-owner of SHC Partnership
Bespoke consultancy and training services
Specialising in practice management and small businesses

4. Aims of the course
To offer a foundation in management techniques to assist in dealing with everyday situations
To identify the management standards we aspire to reach and the expectations of others
To be totally interactive with lots of practical examples and exercises
To build a network of others in similar roles

5. Who should attend?
Those who will be accepting more management responsibilities as part of their career path
Newly appointed managers and team leaders
Established managers who would welcome a refresher

6. Course structure Seven separate training days on dedicated topics
Can be delivered as one complete course
Can be delivered separately
Can be tailored to suit each company’s needs
Sessions start at 9.30am and finish at approximately 4.00pm
Facilitated by Lynne Hobden-Clarke

7. Course content The role of management Effective meetings
Managing appraisals and performance
Change and stress management
Team building and motivation
Recruitment and selection
Project management
Employment legislation

8. The role of management What does being a manager mean?
What sort of manager are you and what would you like to be?
Seven elements of management
Establishing objectives
Defining roles, tasks and procedures
Establishing priorities
Securing and allocating resources
Securing adherence to agreed procedures
Monitoring performance
Watching the outside world
The core competencies

9. Effective meetings Types and costs What are you trying to achieve?
Who should be included?
Planning and preparation
Controlling meetings
Chairing skills
Time management
Action plans and follow-up

10. Appraisals and performance management
Different types of appraisal
Traditional
Self-assessment
360
Linking appraisals, job descriptions and personal development plans
Structuring the discussion
Giving negative feedback
Identifying learning needs
Setting objectives

11. Change management Types of change Symptoms of conflict
Differing views of change
Strategic planning
Setting objectives
Handling conflict
Understanding stress

12. Team building and motivation
What is a team?
Why people work
Maslow’s theory
Finding the right motivator
Stages of team development
Belbin profiles
Good management practices

13. Recruitment and selection
Evaluating the need to recruit
Opportunity for change
Defining the role
Existing team
Advertising and costs
The recruitment process
The complete pathway
Step by step guide
How to assess a CV
Documentation
Common pitfalls
Interview techniques
Structuring the interview
Preparing a script
Evidence based decisions
Avoiding discrimination
Practical exercise to make the process come to life

14. Project management Planning a successful project Leadership
Defining the project
Clarifying objectives
Is it a project or a task?
Leadership
Selecting a project team
Range of skills required
Temporary membership
Monitoring methods
Judging success (or failure!)

15. Employment legislation
Disciplinary procedures
When and how to take action
Warning signs
Basic principles
Disciplinary process
Appeal procedure
Employment tribunals
The role of ACAS
Redundancies
Settlement agreements
When should they be used
Advantages and disadvantages

16. Summary Management is a complex mix of skills and qualities
It is an on-going learning process
Practice makes perfect!

17. Contact details
To discuss any of the Core Skills training modules or a bespoke session:
SHC Partnership Ltd
The Parsonage
Seven Hills
Ingham
Bury St Edmunds
Suffolk
IP31 1PU on