Process and Roll-Out
The implementation process was divided into two stages. Stage one was primarily the responsibility of the senior management task force. The key elements of this stage involved:
- identification of competencies and design of the line leader position from the transition and level 1 grouping
- restructuring of the manufacturing organisation
- structure of the Skillogy PERFORM™ programme and roll-out timetable
- establishing the key objectives of the programme
- selection of suitable candidates for the line leader role
The Skillogy learning consultant was involved in structuring the blended learning elements and planning the timetable. The second stage focused primarily on the implementation of the Skillogy PERFORM™ programme. This involved:
- identifying the key performance skills to develop the line leader competencies
- planning the launch announcement, delivered by the General Manager of the business unit
- preparing and scheduling the introductory workshop.
As part of the blended learning process, the learning consultant prepared, in conjunction with local training managers, a number of case studies and projects that would be included in individual learning plans, specific to the objectives of manufacturing process improvement.
Fourteen performance skills were selected to form the backbone of the programme, run as an eighteen month programme. The development programme provided a combination of self-managed, on-line learning (ideally suited to fit in with shift patterns), self-regulated learning cohorts designed to provide peer group support as well as facilitated workshops delivered by the learning consultant.
The performance skills were selected on the basis that they had to meet the three key areas of development for the new role:
- Structure and process
- Productivity and output
- Leadership and motivation
The following fourteen performance skills were selected:
From the SELF performance area –
- Personal Communication
- Personal Contributions
- Personal Organisation
- Time Management
From the MANGER performance area –
- Change Management
- Decision Management
- Delegation Management
- Information Management
- Job Knowledge
- Objective Setting
From the LEADER performance area –
- Creativity and Originality (problem solving)
- Motivating People
- Transforming Leadership
All of the 30 courses in the ability model have been designed, written and developed around the characteristics that were identified from the research project undertaken in 1996 by James Noon and Michael Bolam, as underpinning management and leadership performance.
Many of the performance skills share common characteristics and it is this aspect of the model that provides its effectiveness in changing behaviour and improving performance. It is also this aspect that makes the model unique and differentiates it from other approaches to management development. The performance skills combined into ‘clusters’ to address the three key developmental requirements for the line leader role.