Management Standards – The UK Experience

1. Management Standards – The UK Experience Trevor Boutall The Management Standards Consultancy

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

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

4. 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?

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

6. 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

7. 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

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

9. Management Standards– The UK Experience Managing Self and Personal Skills

10. Management Standards– The UK Experience Manage your own resources – Performance

11. Management Standards– The UK Experience Manage your own resources – Knowledge

12. Management Standards– The UK Experience Manage your own resources – Skills

13. Management Standards– The UK Experience Manage your own resources – Personal Qualities

14. Management Standards (1997) Management & Leadership Standards (2004) Very detailed Light on detail Multiple Elements Single Elements Process-focused Outcomes-focused Performance criteria Outcomes of performance Knowledge and understanding Knowledge and Skills separately Personal Competencies Generic behaviours Assessment guidance No assessment guidance Coverage included information, energy, quality and difficult people management areas Coverage emphasises strategy, governance and customer focus Management Standards– The UK Experience Management Standards vs Management & Leadership Standards

15. 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.

16. 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.

17. Mandatory A2 Manage your own resources and professional development B6 Provide leadership in your area of responsibility D6 Allocate and monitor the progress and quality of work in your area of responsibility E6 Ensure health and safety requirements are met in your area of responsibility Optional C2 Encourage innovation in your area of responsibility D3 Recruit, select and keep colleagues E1 Manage a budget F1 Manage a project F6 Monitor and solve customer service problems Etc… Management Standards– The UK Experience NVQ Level 3 in Management Candidates take 4 mandatory units and 3 optional units.

18. Management Standards– The UK Experience NVQ Process Receive National Vocational Qualification Be assessed as meeting the standards Provide evidence of competence, knowledge & skills Apply knowledge & skills under supervision Develop knowledge & skills Identify NVQ, level & options

19. From self… From others… Personal report Learning log/diary Product of work Audio recording Video recording Other Testimonal/Reference Supervision notes Performance review/appraisal Management Standards– The UK Experience What is evidence? Candidates must provide sufficient, authentic, current, relevant evidence to prove they are competent. Evidence may be… From formal assessment… Assessment results Test/examination results Simulation results Learning assignment Qualification/certificate Workplace observation Responses to oral questioning

20. Sector Skills Development Agency Qualifications and Curriculum Authority Standards Sector Skills Councils Awarding Bodies (with External Verifiers) Qualifications Approved Centres (with Internal Verifiers) Assessors Candidates Management Standards– The UK Experience NVQ Quality Assurance Candidates are assessed by independent assessors who are both competent in the occupational area (ie competent managers) and competent assessors. Government Department for Education and Skills

21. 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.

22. 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

23. Management Standards– The UK Experience Software support for using the standards (www.performer-care.com)

24. 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

25. 34,000 specialist workers in 2,500 substance misuse agencies. 200,000 generic workers with regular involvement with substance misusers (health workers, pharmacists, social workers, police officers etc). 2,400,000 generic workers with occasional involvement with substance misusers (teachers, employers, occupational health professionals etc). Lack of consistent quality of services across the country. Need to double number of drug users in treatment over 10 years. Need to increase the number of specialist workers by > 50% over 10 years. Lack of structured training, qualification and career development routes. Management Standards– The UK Experience Case Study: The Drugs and Alcohol Sector (www.DANOS.info) Objective to increase the quantity, quality and equality of services to meet the targets in the Government’s Drug Strategy and Alcohol Harm Reduction Strategy.

26. Management Standards– The UK Experience Drugs and Alcohol Sector: Who wants the standards? Commissioners(of services at national, regional and local levels) Government (policy makers in health, criminal justice and education) Employers(in statutory, private and voluntary sectors) Service Users(individuals, families and communities) Workers(over 50% without qualifications for the job) Educationalists(training providers, in-house trainers and awarding bodies)

27. Policy & Strategy Commissioning Management Service Delivery Service Users Management Standards– The UK Experience Drugs and Alcohol Sector: Coverage of the Standards

28. NVQ Launched Job Descriptions Mapped DANOS website Trainers’ Workshops Launch Events Accreditation of Standards Development of Standards Occupational & Functional Mapping Sep 2001 Jan 2001 May 2002 Oct 2002 Jun 2003 Nov 2003 Jan 2004 Dec 2004 Jan 2005 Management Standards– The UK Experience Drugs and Alcohol Sector: Development and Implementation

29. Management Standards– The UK Experience Drugs and Alcohol Sector: Users and Non-Users In April 2005, we asked 250 commissioners, organisations, workers and service users if they used the Drugs and Alcohol National Occupational Standards (DANOS) and how they used them.

30. Management Standards– The UK Experience Drugs and Alcohol Sector: Uses of the Standards

31. Management Standards– The UK Experience Drugs and Alcohol Sector: Benefits to Workers • Clear guidelines for practice • Better understanding of their roles and the standards they should be working to • Clarity about the knowledge and skills they require • Tool to measure own performance, knowledge and skills and negotiate training they need • Structured training and professional development in line with national standards • Ability to evidence their training and experience • Professional qualification and status • Greater confidence, pride and self-esteem • Recognition, transferable skills, employability and career progression • Fairer system – everyone working to the same standards

32. Management Standards– The UK Experience Drugs and Alcohol Sector: Benefits to the Organisation • Reliable, competent staff • Quality assurance • Recognition and respectability – can prove quality to service users and commissioners • National benchmarks against which to audit the organisation • Ready-made structure for human resource planning and development • Clear differentiation of roles • Recruitment of staff from a wider field with the prospect of a professional job • Retention of staff because they have the opportunity to develop and progress • Tool for training needs analysis and developing training plans • Culture of constant review • Tool to support change

33. Management Standards– The UK Experience Drugs and Alcohol Sector: Benefits to Service Users • Quality service • Competent, well-trained workers • Common standard of service across the country • Opportunity to develop own knowledge and skills and find a job in the sector

34. Management Standards– The UK Experience Positive Futures (www.drugs.gov.uk)

35. Management Standards– The UK Experience Management Standards in other countries • English-speaking countries (Australia, New Zealand, South Africa, Canada) • Europe (France, Germany, Greece, Italy) • Far East (China, Malaysia)

36. Management Standards– The UK Experience Management Standards in Russia? Don’t • Translate the UK Management & Leadership 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.

37. Thank-you! www.themsc.org