1. Le competenze: sfide e risultati The Management Standards Consultancy
Trevor Boutall
The Management Standards Consultancy

2. Management Standards – The UK Experience
Conclusions of the Handy report (1987)
Effective management is a key factor in economic growth
Most managers receive little or no training
Management training and development is given relatively low priority outside a small number of generally large employers
Continuing training and development with a strong on-the-job emphasis is important
A proper structure of provision is needed which meets distinct and diverse needs
Greater 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 Cleaver
Source: Managers and Leaders – Raising our Game, Council for Excellence in Management and Leadership, 2002

4. National Occupational Standards
Management Standards – The UK Experience
Why Management Standards?
Safety
Quality
Competitiveness
National Occupational Standards
Changing economy
Changing workforce, flexibility, employability
Lifelong learning

5. Management Standards – The UK Experience
Who wants Management Standards?
Employers
Government
Managers
Educationalists?

6. Health & Social Services Supervisory Management
Management Standards – The UK Experience
Agriculture
Mining
Construction
Engineering
Manufacturing
Transport
Goods & Services
Health & Social Services
Business Services
etc
Who are National Occupational Standards for?
Senior Management
Middle Management
Supervisory Management 1 2 3 4 5

7. Management Standards – The UK Experience
The Structure of a Unit of National Occupational Standards
Performance
Knowledge
Skills
Personal Qualities

8. Management Standards – The UK Experience
How are National Occupational Standards developed?
Key Purpose
Key Area
Area of Competence
Unit

9. Manage self & personal skills
Management Standards – The UK Experience
The Functional Map of Management and Leadership
Provide direction, gain commitment, facilitate change and achieve results through the efficient, creative and responsible use of resources
Manage self & personal skills
Provide direction
Facilitate change
Use resources
Achieve results
Work with people
Develop a vision
Provide leadership
Provide governance
Lead innovation
Manage change
Lead operations
Manage projects
Manage finance
Procure resources
Manage resources
Manage information
Build relationships
Develop partnerships
Manage people
Manage 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 to
know the standards relevant to the job
possess the knowledge, skills and personal qualities required
be motivated to perform to the required standards.

17. Management Standards – The UK Experience
National Vocational Qualifications
National 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 Management
NVQ Level 4 in Management
NVQ Level 3 in Management
NVQ 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 Development
Identify relevant standards
Prioritise units
Assess current performance
Reassess performance
Identify development needs
Work to standards
Identify & seize learning opportunities

20. Management Standards – The UK Experience
Software support for using the standards (

21. Recognition & qualifications
Management Standards – The UK Experience
Uses of National Occupational Standards
Human resource management and development
Strategic
objectives
Workforce
planning
Recruitment &
selection
Job design
Organisational
culture
Succession &
Promotion
Career
development
Induction
Quality
assurance
Training &
development
Performance
management
Good practice
Continuing
personal &
professional
development
Assessment
Partnership
development
Recognition & qualifications

22. Case Study – Coronary Heart Disease
Case Study: Coronary Heart Disease (
Strategic Aim
To 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 Framework
To 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 Purpose
CHD Areas

24. Case Study – Coronary Heart Disease
CHD Improvements in Performance
More, 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 Misuse
Continuing Professional Development and Performance Management
Workforce Planning Strategies
Qualifications Development
Profiling Job Roles
Standards Development
Mapping Training
Functional Analysis

26. Case Study – SCOA (www.schoolofcoaching.it)
Challenge: Develop & quality assure Executive Coaches
Pre-entry assessment
Individual learning needs analysis
Standards of Competence for Executive Coaching
Learning programme
Formative and summative assessment
Performance
Knowledge
Skills
Quality assurance of Masters in Executive Coaching
Personal Qualities

27. Case Study – Confcommercio
Challenge: Benchmark & improve performance across provinces

28. Case Study – An Italian bank
Challenge: Identify and develop branch managers
Performance management
Coaching
Skills development workshops
Development centre
Branch managers’ toolkit
Identify potential branch managers
Define standards of competence for branch managers

29. Le competenze – sfide e risultati
Using standards of competence in Italy?
Don’t
Translate the UK standards and expect them to work.
Use the standards exclusively for qualifications.
Make the standards overly complicated. Do
Agree 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.

30. Grazie!