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Leadership and Management Advisory Panel

Panel's remit. Origins from CEMLEstablished by the DTI and DfES in 2005Offer strategic advice on leadership and managementProvide to Government an annual assessment of the progress being made to improve UK's leadership and management capability.

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Leadership and Management Advisory Panel

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    1. Leadership and Management Advisory Panel Michael Davis

    2. Panel’s remit Origins from CEML Established by the DTI and DfES in 2005 Offer strategic advice on leadership and management Provide to Government an annual assessment of the progress being made to improve UK’s leadership and management capability

    3. What is the challenge “There is no single ticket challenge which acts as a rallying call to improve leadership and management performance in the UK.”

    4. It’s not all bad Over the last 10 years we have seen a steady rise in the qualification levels of managers, with a halving of the proportion without qualifications There is continuing growth in students studying business and management in higher education In 2005 the UK had 10 of the top 20 Business Schools in Europe according to the annual business school MBA rankings of the Financial Times.

    5. Bring forward the future “Are we developing leaders and managers capable of succeeding in this rapidly changing landscape?”

    6. Bring forward the future The labour cost difference Total hourly compensation – manufacturing – (wages + supplementary benefits)

    7. Bring forward the future

    8. Bring forward the future

    9. History of complacency "Indeed let us be frank about it - most of our people have never had it so good." Harold MacMillan, 1957

    10. History of complacency UK comparative economic performance 1950–1973

    12. Employers to lead “It is about taking the energy too frequently expended on blaming others and, as employers, accepting our responsibilities in developing all leaders and managers because it is in our interests to do so.” P1. Leading employers should drive the development of a UK wide programme that promotes leading practice in leadership and management development.

    13. Employers to lead “In the future we see that talented individuals will be in short supply, seeing their careers as truly global.” P2. We need a national award which raises the profile of those employers who offer truly outstanding leadership and has real currency to prospective employees.

    14. Employers to lead “…we must bring an end to the position where employers see the ‘skills for the job’ and the relevant qualification as somehow different.” P3. The Sector Skills Councils are responsible for understanding and articulating the leadership and management needs of each sector and to work with the supply side to ensure that training and qualifications meet employer needs.

    15. Learning opportunities that are fit for the future “Despite the increased take up of leadership and management learning and the expansion of institutes- what evidence is there that these are making a substantive difference to our collective leadership and management performance?” P4. There is a plethora of initiatives, approaches and institutions for leadership and management in the UK, we need determined leadership to champion what works and to drive improvements in curricula development and delivery, particularly at intermediate management levels.

    16. Learning opportunities that are fit for the future “…we remain concerned with how Business Schools can better engage and co-ordinate demand from SMEs.” P5. We need a new economy between HE and SMEs to ensure that HE is able and incentivised to engage with SMEs in providing customised leadership and management learning opportunities, particularly at Level 4 and above.

    17. Incentives and support to act “Our proposal is to restate the importance of informal learning and the need for intelligent signposting.” P6. All business support providers and brokers (for example, within Train to Gain) should be proactive in their knowledge and signposting to quality leadership and management development opportunities.

    18. Incentives and support to act “We are concerned that the positive achievements of the Leadership and Management Programme will become lost as other policy priorities march on.” P7. We are greatly encouraged by the current LSC leadership and management programme for SMEs. It should be extended to organisations of 10+ and, in line with Train to Gain, focus on hard to reach businesses.

    19. Incentives and support to act “Our belief is that the current and future UK workforce is populated with individuals who want to succeed, to progress and achieve. There is demand for leadership and management, but from a perspective we don’t often see.” P8. For individuals, we need far more innovative approaches of engagement supported by using proposals for Individual Learning Accounts to specifically incentivise first level 3 management qualifications for adults.

    20. What next?

    21. There is no clarity of opinion

    22. Emerging Priority from the Panel There is a plethora of initiatives, approaches and institutions for leadership and management in the UK, we need determined leadership to champion what works and to drive improvements in curricula development and delivery, particularly at intermediate management levels.

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