Le competenze: sfide e risultati

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

2. 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 Management Standards– The UK Experience Conclusions of the Handy report (1987)

3. “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 Management Standards– The UK Experience Vision for the future

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

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

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

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

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

9. Provide direction Facilitate change Achieve results Work with people Use resources Manage self & personal skills Develop a vision Provide leadership Provide governance Manage yourself Lead innovation Manage change Build relationships Develop partnerships Manage people Lead operations Manage projects Manage finance Procure resources Manage resources Manage information 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

10. Management Standards– The UK Experience Management and Leadership Standards (www.managers.org.uk)

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. 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 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.

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. Identify relevant standards Prioritise units Reassess performance Assess current performance Work to standards Identify development needs Identify & seize learning opportunities Management Standards– The UK Experience Continuing Personal and Professional Development

20. Management Standards– The UK Experience Software support for using the standards (www.maps-ltd.com)

21. Management Standards– The UK Experience Uses of National Occupational Standards Human resource management and development Recruitment & selection Strategic objectives Workforce planning 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. Strategic Aim To reduce incidence of and mortality from heart disease. Case Study– Coronary Heart Disease Case Study: Coronary Heart Disease (www.skillsforhealth.org.uk/chd) Source: Leading the Way, Department of Health, 2005

23. CHD Key Purpose 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 Areas Case Study– Coronary Heart Disease CHD National Workforce Competence Framework

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. Vision: A Competent Workforce to Tackle Substance Misuse 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Case Study– Drug and Alcohol Services 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! www.themsc.org