Case studies - Management Development
Case study 1
Client requirement
This public body has been our client since 1999 when they first approached us following recommendation. One of our first projects, the design and delivery of Managing Absence and Standards of Performance Programme, was initially aimed at first line managers and was subsequently successfully introduced as a regular Finance and Administration offering for all staff. This programme included a high coaching content, and was quickly followed by a request to provide an Effective Appraisals Programme for the Works Department, an Annual Staff Reporting Programme for Managers and a half-day programme on the Introduction to new Grievance Procedures, later incorporated into the Managing Absence and Standards of Performance Programme.
Programme development
The Managing Absence, Performance and Discipline programme provides all new Managers with an overview of the procedures and skills required to effectively Manage Absence, provide Performance Coaching in cases of poor performance and initiate the Inefficiency and Discipline Procedures when necessary.
The Performance Management Programme incorporates Annual Report Writing and Effective Review Meetings and is provided as a one-day or two-day option. Again, all new Managers are required to attend - however, the one day option recognises that some Managers do join the department with previous review meeting skills training.
Both programmes incorporate internal policies and procedures, bespoke case studies and tailored skills practice sessions based on live issues.
Outcome
These programmes now run on a regular basis and consistently achieve a satisfaction rating of more than the agreed 85%. Our most recent annual satisfaction rating averaged 94%.
Feedback from our client has been very positive. He says:
- How much he has enjoyed working with us
- How we had really made a contribution to raising the quality of the training in his organisation
- How quickly we get a grip on internal procedures
- How our services were "Almost like working with in-house trainers"
- How he knows he could rely on us to deal with things
- How self-sufficient the trainers are.
Added value
On measuring the differences in levels of absenteeism before and after the Managing Sickness and Attendance programmes, one department reduced their absence rates by 16%.
Case study 2
Client requirement
This central government department has recently put greater emphasis on developing staff internally and encouraging managers to take responsibility for providing development for their staff themselves. This initiative has been driven by a need to provide cost-effective learning interventions as close to the business as possible.
The main business driver for the programme was the need for managers to achieve competence in the new Management Framework elements. Coaching and developing staff is a key element of the competence framework.
dls were invited to draw up a proposal for a blended learning package, consisting of pre-course work and a short delivered workshop. The time available was very challenging - from initial enquiry to planned first programme was just over two months. Allowing for the pre-course work to be produced in good time meant that all materials needed to be developed and signed off within six weeks.
Our solution
We proposed a pre-course workbook of around 4 hours study-time, to cover the underpinning knowledge and theory relating to coaching, followed by a 1½ day workshop focussing on practical application, group activities and skills practice. To ensure the pre-course learning had achieved its objectives the workshop programme included a learning review to enable any outstanding points to be clarified.
Working closely with the client, our consultant designed the programme to develop managers' skills for training their staff in desk-based activities and in offering soft-skills and personal development coaching. The comparisons and contrasts were drawn in both the pre-course reading and the workshop itself.
Outcome
The timescales involved in this project were challenging. However, with commitment from both parties we were able to achieve the overall aim - that of providing a skills-based, practical Coaching course that has proved to be a valuable learning experience for managers in HMRC and delivery continues.
Added value
To keep the skills practice sessions as realistic as possible and to move away from 'role playing', participants were asked to be prepared to be coached by one of their colleagues on the course. On the workshop they were asked to outline to a fellow participant a current problem or decision they were tussling with and their colleague then coached them to a solution. The outcome of this innovative approach is that both coach and learner remain themselves, rather than playing a role or working to a given scenario. The added bonus to this method is that each participant is able to leave the course having practised their coaching skills and with an action plan for their own case study.