Pulse (Quarter 1) – indicators from Impellus leadership and management training

Training Room Insights – 1st Quarter 2018

As one of the largest ILM-Approved Training Centres in the UK, Impellus delivers management open courses to more than 250 delegates a month. To ensure our high-quality customer service is maintained, we request feedback from each delegate on the course content and trainer’s delivery, as well as the venue.

We also asks for the delegate’s opinion on their work situation at the time they attended the course. By analysing this feedback regularly, we can report as to how senior managers and managers are feeling up and down the country in our Training Room Insights.

Increasingly managers feel that training helps ‘enormously’ to improve their performance

The key indicators from delegates attending our open courses in the first quarter of 2018 are as follows:

  • Thirty-six per cent of delegates felt that ‘training like this improves my performance enormously’ – which is up from 32% last year. These figures actually represent a 13% increase over the same quarter in 2017. When we combine those delegates who felt that ‘training like this improves my performance enormously or measurably so’, there was a 3% uplift yoy.
  • These results reinforce the value of management and leadership training, as the statements are made by the delegates themselves rather than by their organisations. Set against the backdrop of a slight dip in managers’ optimism compared with the same quarter in 2017, this rise in delegates feeling that training helps them enormously is significant.
  • The number of organisations training new and recently appointed managers has dropped slightly year on year – with 69% of all delegates having been in their role three years or less compared with 71% during the same quarter of 2017
  • There was also a noticeable decrease in the percentage of delegates experiencing our courses who were longer-serving managers. In the first quarter, 8% of all delegates had been in their role for ten years or more – down from 13% for the same period in 2017.

Management confidence has fallen slightly compared with the same quarter last year. The chart below shows the delegates’ responses to the statement: In my opinion, things for me at work are generally better/ the same/ worse than at this time last year. Sixty-six per cent of all delegates feel that things are generally better for them than a year ago compared with 67% in the same quarter of 2017. Five per cent feel things are worse which is on a par with 2017. Management optimism has recovered somewhat from that last quarter of 2017, however, when 62% felt things were better.

From the graph below where we can see the results on a rolling month by month basis for the last year, it is refreshing to see ‘better’ scores returning to the upper 60’s for the months of December, January and February after the dips between July – November last year. However, management optimism took a downward turn again in March, so it will be interesting to see what happens in the second quarter of 2018.

Management courses can help to address business challenges

What business challenges are solved with Management Training?

When all is considered, outstanding management and leadership is the core of a good business or organisation. The strategic decisions, the implementation of that strategy and the ability to invest, review, hire and keep staff motivated and engaged; all are the product of good leadership and management.

Conversely, when those skills aren’t in place a business or organisation can foul fall of all of the reverse of those things – poor strategy and execution, ineffective culture, poor productivity and could face tribunal action from staff or even closure.

Most organisations investing in management courses are sharpening a department, a layer of management or culture, or they have ongoing training arrangements that keep that sharpness permanent.

Here are the business and organisational challenges that Impellus can address through leadership and management training at all levels:

Organisational structure

The organisational structure is how the people are set up to work and how they go about making decisions about what to do to achieve the objectives of their roles. Do they work as a collection of individuals or a team? Are there silos (them and us) or do they all see the bigger picture? How does management continually reinforce this?

  • Senior managers must understand the organisational vision and be able to communicate it clearly and continuously
  • Line managers need to be able to understand it and ensure their team(s) are capable of working in line with the organisational values to achieve the vision
  • If this vision is not clear – managers are unable to make good decisions and this means employees make poor or inconsistent decisions on a day-to-day level
  • Whatever happens day-to-day becomes ‘culturally normal’ which sets behaviours, expectations and can even have effects on the legal interpretation of employment contracts.

Improved productivity

Productivity is the amount of output generated by a team. It can be measured in many ways and often financially

  • When people work together better and with more understanding they are able to generate better results more quickly and with fewer problems. This has a huge financial consideration and can also improve quality and service for clients
  • Teams that understand how they work best together and are aware of the ‘bigger picture’ are more productive
  • Productivity is influenced by management and leadership capability, and the tools and technology used by the organisation.

Agility

Agility is the capability of an organisation to make good decisions and enact them quickly.

  • Companies don’t actually decide upon, or do anything – it’s the management and their teams that do that
  • Good senior management is able to make much better decisions and take all factors and stakeholders into account
  • They’re able to enact decisions and trust line managers to deliver them
  • Good agility is a huge competitive advantage. Organisations that are not agile may ultimately even risk their existence (Blockbuster, Kodak)
  • Managers encourage and are capable of managing openness, proactivity and innovation.

Organisational changes and growth

All organisations are going to grow, contract or go through leadership changes at some point. These events can cause disruption and problems.

  • When organisations are growing there are challenges around new teams, roles, ‘silos’ forming and dilution of the organisational vision
  • New people and teams need a lot of management guidance to become productive and successful
  • If managers don’t understand how to build or develop teams then people issues over some seemingly trivial things may take years to dissipate
  • A poor manager will not be able to create the culture the organisation is after
  • ‘Mergers’ and acquisitions bring about myriad unseen challenges at a corporate and day-to-day level. Managers need to be skilled to deal with these
  • These organisational changes can even lead to issues around branding and customer confusion costing new and repeat business
  • During times of change and uncertainty people fear losing their jobs even if they are safe. Poor managers are unable to consider how staff may be perceiving this
  • Adjusting to change avoids large-scale unseen costs for years into the future
  • Succession planning when senior managers move on brings significant risks which all managers need to be ‘onboard’ with to handle.

Staff morale

Staff morale includes their happiness, well-being and engagement with the role and the organisation. When it is generally high, organisations have a better chance of being more productive, resilient, innovative and financially successful. Good managers understand how to create a culture where there is purpose and high morale.

  • When morale is high organisations not only win the benefits above but will reduce the likelihood of people problems and staff attrition
  • High morale needs to be managed and maintained for it to be ‘culturally normal’
  • High morale delivers engagement, inspiration and commitment
  • A culture of training helps to attract and  keep people who are keen to improve skills or develop
  • Good morale means organisations are less likely to face ‘active disengagement’ – where people become so disengaged they deliberately start acting against the best interests of the company.

Staff attrition

Losing employees has a significant cost to organisations. The more skilled, qualified or specialist the people are, the greater the impact of losing them.

  • Staff can lose motivation very quickly when they don’t feel they are helped, appreciated, or lack purpose – all traits of poor management
  • Organisations spend a lot of money on employment fees, the time spent recruiting people and on the training of new staff. The quicker the staff rotate, the more this cost rises
  • Often “staff leave managers, not jobs” because many people go to another similar role where they believe conditions will suit them better
  • When people leave, others having increased stress and pressure at work which can lead to further problems around illness, well-being, further attrition and people problems.

People problems

When there are problems between employers and employees there can be big ramifications and problems can manifest themselves in many ways. Good management and leadership plays a critical role in reducing these issues (or avoiding them all together).

  • When problems occur it takes a significant amount of time to resolve them. If they can’t be resolved internally it may be that the employee takes the company to an employment tribunal which has a time and resources cost for the business even if they win the case
  • If an employer loses their case the fines at a tribunal can be significant. If the case is brought against a manager then it’s going to be seen as a more serious case
  • Going to a tribunal, and especially losing a case can be anywhere been bad and disastrous for reputation / PR. It can be reported in the media, spread across social media and is kept on record
  • Tribunal cases may be disclosed in tenders for business so may hamper business growth on top of the cost of the case
  • Dealing with individual manager’s poor performance or communication skills can have an immediate impact
  • Ensuring managers understand how to effectively communicate, engage, and motivate their people at a deep level has a significant impact.

Ensuring the organisation has the right skills to function – skills gap

Organisations need to review their managers and staff to ensure they have the skills to function and meet their future objectives and vision.

  • A ‘skills gap’ is the difference between what the organisation needs and the human resources it currently has in place
  • An organisation that is serious about investing in skills and development is much more likely to attract and keep the most talented and motivated staff
  • This forms a key part of succession planning for senior management
  • Poor managers misplace loyalty in staff and defend old skills rather than developing people to do things in a better way which leads to problems around productivity, culture and productivity.

Other motivations for leadership training

Other motivations are usually driven where organisations have a fundamental understanding of these issues and challenges and their structure then pushes them to make decisions.

  • When tendering for work some client organisations will ask how the organisation goes about ensuring the quality of its management and training (and proof of training) and qualification forms a large part of that
  • Management training can ensure that organisations keep to quality standards and IIP (Investors in People) standards
  • When organisations have been given a training budget and need to invest it in the best possible manner
  • They have funds in the Apprenticeship Levy pot which they are looking to invest in the best way possible
  • Where professionals need to be able to show that they have completed a certain amount of CPD (Continuous Professional Development).

Impellus, one of the UK’s largest ILM-Approved Training Centres, has compiled this information from client feedback. By following up on course attendance and keeping in touch with clients, our Account Management team is able to record the impact that leadership training has had on the organisation and how the management courses have helped to address challenges.

Sales Executive – Job in St Albans

Impellus is seeking to recruit professional and ambitious individuals to fill a varied internal sales and account management role.

About us

Impellus is a well-respected, fast-growing provider of management training courses based in bright, modern offices in the centre of St Albans. The company has just won a contract to supply management apprenticeships to medium and large organisations, and is going through ISO9001 accreditation.

As part of our expansion we’re looking to recruit a professional, dedicated Telephone Sales Executive to help our clients to make the right choices about their management training.

With over 300 courses run each year, the company is known for delivering high-value training to Managers at all levels across its 25 UK venues and through client premises. Impellus is an Institute of Leadership and Management (ILM) approved provider, is approved to deliver Management Apprenticeships and prides itself on helping companies and professionals reach new performance levels.

We are passionate about living our company values (there’s always a better way; to deliver all interventions with integrity, discernment, care and a clear sense of quality; to always seek to take responsibility yourself; to provide a supporting culture for colleagues and clients) every day and work hard to ensure the working environment and culture achieves these values. For this reason we continually strive to develop class leading systems to enable all staff to be the best they can be.

Impellus Offices, St Albans

Impellus Offices, St Albans

 

Being part of our team

You will be at the centre of our relationships with clients and a key member of our growing sales and marketing team.
You’ll need to be professional, articulate and friendly, and be motivated by maximising sales and relationship opportunities to new and existing customers. We are looking for people who take care in the way they work and the manner in which clients and potential clients are treated.

Your approach to clients will be based on seeing yourself as a relationship builder and trusted consultant as well as a sales professional. You will be able to match learning and development to organisational need for clients and work in a collaborative manner with your colleagues.

Our company values are important to us so you will need enjoy being treated like this and be able to bring these values to the team every day.

Management_Training_Course_London_ILM_Impellus_Leadership_Skills_David_Ross

An Impellus management training course

 

Responsibilities

The role involves dealing with incoming enquiries and generating a high volume of opportunities and sales from potential clients and existing customers.  This is done by creating good, professional and constructive relationships with our smaller customers and supporting the relationships with larger customers in line with the guidance of a Senior Account Manager with whom you will need to work constructively to succeed.

 

  • You will be able to convert incoming enquiries into successful, happy, engaged and paid customers
  • You will be able to successfully manage the day-to-day requirements of our larger customers in line with the commercial guidance of the Senior Account Manager
  • You will be able to maximise opportunities with our smaller customers and create good leads for the Senior Account Manager

 

Successful candidates will need to be able to communicate effectively, convey our values and be motivated by hitting targets which are well rewarded financially.

 

The following activities are essential to the success of this role:

 

  • Make warm, personal and professional introductions to Impellus for clients
  • Make and convert sales opportunities from follow up and account management activities
  • Fully and professionally qualify opportunities including information such as; full requirements, budgets, reasonings, procurement process, stakeholders and timeframes
  • Managing a pipeline of prospective clients and opportunities
  • Work with a Senior Accounts Manager who helps to support your activities and the commercial terms with larger customers
  • Provide qualified leads for the Senior Accounts Manager
  • Make around 70-100 calls per day to your base of clients and prospective clients
  • Being able to professionally close business cases and opportunities including using trial close situations, closing out business opportunities and ensuring agreed terms are met, especially including payments
  • Keeping good records of your activities
  • Following up existing clients to establish future requirements
  • Ensuring that all courses fill evenly in line with the guidance given on minimum or average course numbers
  • Liaising internally to ensure good communications throughout the business
  • Ensuring the achievement of the company’s sales targets

 

Company specific training will be provided.

 

Remuneration and terms

A full-time contract of employment with a three-month probationary period is offered. There are 25 days holiday given every year on top of all weekends and statutory bank holidays.

Basic Salary:On request
Commission:Monthly bonus scheme
 OTE:On request
Benefits:Pension plan
Healthcare scheme
Social events

Plus additional incentives or team bonuses as may be announced from time to time.

 

Application procedure

Please contact Jon Dean in the first instance by telephone by calling 0800 619 1230. There will be two interviews at our St Albans offices and a test of your written English skills.

 

 

Research: First-time managers feel ill-equipped for effective people managememt

Survey findings: Only 20% sufficiently confident in people management

A survey of over 670 managers reveals that less than 20% felt sufficiently confident in team management when they were appointed into their first managerial role.

Acknowledging that managers are often promoted into people management because of their technical/ specialist skills, qualifications and experience, the survey asked managers how equipped they were to manage people effectively when they were first appointed into the role.

Formal training in people management is lacking

The top five challenges experienced by managers when they were first appointed:

  • I was scared to let go and delegate tasks                                                            40%
  • I was unsure of the expectations of me                                                                38%
  • I lacked confidence in people management                                                        37%
  • I felt I had the full support of my line manager when taking over the team 34%
  • I struggled with managing my time                                                                        33%

The full results of this question show that, although over a third felt that they had the support of their line manager when taking over the team, new managers were largely not equipped with the skills they need for effective team management. The findings (in the bar chart below) show that managers lacked confidence and key leadership skills.

Struggling with time management, fear of delegation and being unsure how to motivate a team are often felt by experienced employees when stepping up into a managerial role. It is also a time when the realisation dawns that their communication skills needed enhancing to enable them to engage effectively with their line reports and to manage upwards – 38% of managers were unsure what is expected of them. Senior managers appear to be making assumptions as to how capable its first-time managers are to fulfil the role and the managers themselves possibly lack the confidence to ask questions and clarify their objectives and goals in this respect.

Reflecting on the findings, Jon Dean, Managing Director of Impellus commented: ‘The results of this survey highlight that senior management do not realise the challenges that first-time managers typically face when they are appointed. They underestimate how ill-equipped the managers feel to make the transition from being a highly qualified employee to an inspiring, productive manager.’

 

Research Methodology:
The research was carried out by Impellus Ltd in October and November 2017. Managers attending Impellus leadership and management training courses across the UK during October and November 2017 were invited to participate in the survey. A total of 674 managers took part. Respondents came from a variety of industry organisations in the private, public and charitable sectors.

Pulse (Quarter 4) – indicators from Impellus leadership and management training

The temperature in the training room – 4th Quarter 2017

As one of the largest ILM-Approved Training Centres in the UK, Impellus delivers leadership and management open courses to more than 250 delegates a month. We seek feedback from each delegate on the course content and trainer’s delivery, as well as the venue, to ensure our customer service levels remain high.

Our feedback form also asks for the delegate’s opinion on their work situation. By analysing these forms regularly, we have valuable insight as to how senior managers and managers are feeling across the country.

Managers attending training rises, but management optimism continues to fall

The key indicators from delegates attending our open courses in the last quarter of 2017 are as follows:

  • Managers attending training has seen an uplift with the number of delegates attending Impellus’ leadership and management open courses rising by 13% year on year
  • The number of organisations training new and recently appointed managers is unchanged year on year – with 70% of all delegates having been in their role three years or less
  • However, there was a noticeable increase in the percentage of delegates experiencing our courses who were longer-serving managers. In the last quarter of 2017, 18% of all delegates had been in their role for ten years or more – up from 8% for the same period in 2016
  • Ninety-two per cent of delegates felt that ‘training like this improves my performance enormously or measurably so’ – which is on a par with the same quarter of 2016.

Management optimism has fallen compared with the same quarter last year. The chart below shows the delegates’ responses to the statement: In my opinion, things for me at work are generally better/ the same/ worse than at this time last year. Sixty-two per cent of all delegates feel that things are generally better for them than a year ago compared with 66% in the last quarter of 2016. Eight per cent feel things are worse in comparison to 6% last year.

Delving deeper we see from the graph below that management confidence experienced a bit of a roller coaster ride last year. It started the year with a slight dip but recovered and hovered around the 70% mark for first half of the year. It then tumbled to approx. 60% but showed signs of recovering to 68% in December. However, the percentage of delegates feeling that things at work are generally worse for them also rose to its highest level in 18 months to 12% in the same month. The pressure of a very busy pre-Christmas season, as well as fewer working days in December than the rest of the year in which to achieve targets may impact the optimism of managers at this time. Alternatively, it may be that when looking back on the last 12 months, they feel that their situation has not improved. In either case, it is a worrying sign – so it will be interesting to compare with the results for the first quarter of 2018 when these are available.

To see our recommendations on how to lead when management optimism drops, read our recent article published by TrainingZone.

Bad management is eroding UK productivity. Are your managers eroding yours?

Is poor leadership also affecting your staff retention?

Research recently conducted by the Investors in People shows that poor leadership is driving nearly half of all UK employees to look for a new job. The headline findings from this research are:

·         47% of the entire UK workforce will be looking for a new job in 2018

·         49% cited poor management as a reason they would seek a new position

·         48% feel they can get more satisfaction elsewhere.

The CEO of Investors in People, Paul Devoy, commented that ‘bad leadership is eroding UK productivity’ and ‘that management strategies must evolve to meet the demands of employees, if organisations are to retain staff.’

2018 will be a year of opportunity for those who are organisationally strong

January and February are hectic months for Impellus, as one the UK’s largest management training providers. Our open courses around the country are busy with delegates looking for fast-track learning to equip them with new workplace skills and thinking and we experience a big uplift in client bookings for courses later in the year.

Our clients report real operational benefits from Impellus’ management traning including increased team productivity and motivation and the ability of their managers to handle organisational change.

Jon Dean, Managing Director of Impellus, commented: ‘It is disappointing to read that the biggest driver of discontent in the UK workforce is poor management and that almost half of all employees would look for a new job because of it. However, we see 2018 as a year of opportunity.  Rather than have disengaged employees and staff retention affected by poor leadership, there’s a real chance for organisations to kick start the year by enrolling their managers on leadership and management courses that will enable them to make the transition into inspiring leaders quickly and smoothly.’

 

The full research findings from the Investors in People can be viewed here.

To read more about how we’ve helped our clients in a variety of industry sectors, visit our Case Studies and Client Testimonials. The main reasons that clients stay with us are shown on the Why Choose Us page.

How does an ILM Qualification equate to other professional qualifications?

How many Continuing Professional Development (CPD) Points for attending a leadership and management course?

These are two questions that are often asked of the Customer Relationship Team at Impellus by delegates and HR Managers. Organisations across the private, public and charitable sectors that promote the continuing professional development of their employees have a selection of vocational and professional qualifications to choose from. The most popular for leadership and management are offered by universities, business schools and professional bodies like the CIPD, the CMI and the ILM.

As an ILM-Approved Training Centre, Impellus delivers a variety of open courses that can lead to the ILM Level 2, 3 and 5 Awards in Leadership and Management. But how to decide which level of training course and Award is most suited to your employees?

Below we explain the different levels, the CPD points to be gained and how the ILM Awards equate to other professional qualifications.

ILM Level 2, 3 and 5 Courses and Awards

Level 2 – suited to a team leader/supervisor who aspires to be a junior manager.

Level 3 – suited to a first line manager, junior manager or supervisor. It is also suitable for owners of small to medium businesses that are experiencing rapid growth.

Level 5 – suited to a middle or senior manager.

Continuing Performance Development (CPD) Points

Attendance on a one-day ILM open training course counts for 5.25 CPD points or hours towards your manager’s continuing professional development. The ILM Level 5 two-day courses equate to a total of 10.50 CPD points per delegate.

ILM Award Levels compared to other qualifications

The ILM Awards in Leadership and Management are vocational qualifications designed to deliver the skills, knowledge and experience to enable your managers to perform their job well in the real world.

The table below gives an indication of how ILM qualifications compare to other qualifications:

ILM Qualification Comparison

Read how studying an ILM Award with the support of Impellus has helped delegates.

Further information on how the ILM explains its qualifications can be found on its website.

Pulse (September) – the monthly indicators from Impellus leadership and management training

The temperature in the training room – September 2017

As one of the largest UK ILM-Approved Training Centres, Impellus delivers leadership and management open courses to more than 250 delegates a month. We request feedback from each delegate on the course content and trainer’s delivery, as well as the venue, to maintain our customers’ satisfaction.

Our questionnaire also asks for the delegate’s opinion on their work situation. By analysing these forms regularly, we have insight as to how senior managers and managers are feeling across the country.

Continuing dip in Management Confidence

The key indicators from delegates attending our open courses in September are as follows:

  • Managers seeking leadership training is on the up with the number of delegates attending Impellus leadership and management open courses rising by 21% year on year
  • Organisations training new and recently appointed managers also increased slightly – with 70% of all delegates having been in their role three years or less compared with 66% in September 2016
  • There was no change in the percentage of delegates who had been in their current role for ten years or more year on year at 10% of all attendees
  • One third of all (33%) delegates felt that ‘training like this improves my performance enormously’ – which represents an uplift from 31% in September 2016.

We are continuing to see the fall in management optimism that we reported in July. The chart below shows their responses to the statement: In my opinion, things for me at work are generally better/ the same/ worse than at this time last year. Sixty-one per cent of all delegates feel that things are generally better for them than in September 2016 compared with 67% a year ago. Seven per cent feel things are worse in comparison to 6% last year.

Read July Pulse to compare the results with those of September.

The Management Confidence Indicator graph below which reflects the last 12 months shows the ratings of optimism continues to dip. The confidence of delegates on August and September courses remained in the low 60’s after the fall to 60% in July from 70% in May and June.

To see our recommendations on how to lead when management optimism drops, read our recent article published by TrainingZone.

First Impressions Do Count

Huw Tuckett, Learning Development Consultant, reflects on his first year with Impellus

Huw Tuckett joined the Impellus Training Delivery Team in August 2016. An experienced business leader who has held C-level positions in industry describes what it’s been like to leave the office and join a team that’s committed to improving the performance of the managers it serves.

I joined Impellus in August 2016 and immediately experienced a very steep learning curve in my first few months. Not only was I getting to know my colleagues and learning the ‘Impellus’ way of doing things, I also had to get to grips very quickly with all the course material that I would be delivering to delegates.

My On-boarding Experience

As an organisation, Impellus strives for consistency in the quality and delivery of its open management courses which means a rigorous sign-off process as a consultant joining the business. In a relatively short space of time, I was required to learn between 5-6 hours of content for each of the 11 ILM leadership and management courses and was observed by two other Learning and Development Consultants and the Operations Director on each course before being signed-off to deliver it on my own.

I started at Impellus just before it launched four new Commercial Skills courses, so I was also involved in writing and reviewing content for these with my colleagues – which put me on a level playing field with them rather than being the ‘newbie’ – which was interesting and satisfying.

Another big aspect of my on-boarding experience, was handling the logistics and travel involved in the role. Very swiftly I got to know the conference and banqueting teams at some of the 25 training venues we have across the UK. Travelling around the country in the winter months from one venue to another after having been on my feet all day certainly tested my resilience.

The Impellus Culture

My first year has been challenging but rewarding. The creative and supportive culture at Impellus has made it all worthwhile – I have received tremendous support from my colleagues. I really appreciate the teamwork that goes on behind the scenes at head office to ensure we can deliver the Impellus’ brand values and meet our clients’ expectations.

Highlights of the Year

I opted for a change in lifestyle when joining Impellus and it has been refreshing not to be sat at a desk daily trawling through a huge email inbox. Instead I’m now personally interacting with managers from a variety of organisations in the training room.

Initially, I admit, it was quite daunting – standing in the room in front of up to 24 people. Even though you know you have the full support of your colleagues and line manager, you are effectively ‘on your own’ and you need to overcome any challenges that may occur on that day. As an example, when I was delivering a course in Maidstone, we experienced a wasp in the training room. It was tricky trying not to let the insect overtake proceedings, but then when several delegates were getting flustered and occupied by its presence, I had to pause delivery and took action!

I’ve experienced a great deal of job satisfaction in the last 12 months. It’s particularly rewarding to see delegates experience, what we refer to as ‘lightbulb moments’, when everything falls into place and they grasp an aspect of leadership theory, or they realise the impact that certain behaviours can have. It’s refreshing to read the post course evaluation forms that the delegates complete and to see how the day has equipped them with the skills and tools to be better managers.

It’s also been very enjoyable being able to use my own commercial experiences from previous roles and organisations to create examples and stories to embed the learning theory on our courses.

One of the highlights of the year for me was when a CEO who had been in business for 40+ years attended one of our courses. He brought along members of his Board and they engaged very well with the content. Afterwards he thanked me for the day and said that I had taught him something new that day and he would now see things differently. I was particularly touched by his comment bearing in mind the experience and knowledge he had accumulated over the years.

Approaching my Second Year

Our training delivery year commences in September, so my colleagues and I have spent the last few weeks reviewing and refreshing the content of our open courses. In line with Impellus’ brand values of continuous improvement and ‘there’s always a better way’, we work hard to ensure that our content is current and relevant for our audiences. It’s been good being together for several days at a time in our St. Albans office with the rest of the team.

Whereas in last September, I started off very much ‘as the new boy’, this September we all start the year on a level playing field delivering refreshed course content.

We’ll be training in three new venues this autumn, so it’ll be interesting to meet the new teams in these hotels and work with them.

Lastly, by no means least, I’m really looking forward to meeting a host of new managers over the next few months who’ll attend our courses with the desire to develop new leadership and management skills.

Funding Initiative Update

Extension of Funding Programme confirmed

Impellus is able to announce that the matched funding initiative has been extended until 31st August 2018.

With the Apprenticeship Levy now in force, we felt it unlikely that funding would be available after last week’s end of August deadline, so we really welcome the decision to extend funding for a further 12 months, which has just been confirmed.

However, there will be no continuation beyond this second extension of what was originally a three- year initiative.

Improve your Productivity with funded Management courses

In the light of recent research showing that UK productivity is 35 percentage points behind Germany and 30 percentage points behind the US and that a key factor is that the UK falls behind in quality of leadership and management¹, we feel this extension of the funding is a very positive step.

Organisations in the private, public and charitable sectors have the opportunity to boost their productivity and the confidence of their managers with funded leadership and management, as well as commercial skills, training courses this autumn to better future-proof themselves for 2018.

Programme Changes

Whilst funding terms remain the same, benefitting organisations need to provide a little more  information to qualify, although this can still be done over the phone.

Organisations who have claimed previously may claim again, except for where funding applications were not completed by the client organisation.

A full list of scheduled open courses until August 2018 can be viewed here.

¹ HR Magazine, August 2017 – article entitled:  Movement aimed at improving UK productivity launched.