Full- and part-funding for management training in the North East

Employers in the North East have been chosen to pioneer a new initiative which could open the door to £4m of full- and part-funding for management training being offered to employers up and down the UK.

All employers in the North East – regardless of size and sector – are able to claim up to £1,000 of fully funded training towards courses and then up to an additional £59,000 of funding on a matched-funding basis. Funding can be used towards any of the open management training courses provided by Impellus, who are in negotiations to roll the programme out nationally.

The initiative is being explored as the Funded Training Budget, which has offered matched funding for management training, comes to an end this August.

Impellus managing director, Jon Dean, says, ‘With much government focus currently on apprenticeships this would be a welcome boost for employers who see developing the skills of their managers as key to improving productivity and performance’.

 

Claiming funding

Employers in the North East can claim their funding for management training when making bookings over the phone. All Impellus management and leadership courses can be booked with the funding. A £59 +VAT administration fee is payable by credit card on successful funding application.

Funding is applied immediately – there is no requirement to pay in full and claim back.

Here are upcoming courses running in Newcastle. Courses in all locations qualify and all courses on all dates can be chosen. Bookings however, must be complete before the end of August.

 

For further information please call John Thistlethwaite, Initiative Manager, on 0800 619 1230.

Five often-unasked questions you must be able to answer for your management training delegates

When you’re sending managers on training courses you need to know you’ll get a good return on your training investment.

 

Finding a programme with relevant content is important, of course, but making sure you can answer these questions before your managers begin may just be the key to unlocking additional value. Managers starting training feeling confident, engaged and supported almost always produce higher value back in the workplace.

So whether they’re asking or not, these may well be on their minds:

 

What’s all this about?

Managers are busy people and may well feel that they are already doing a good job, so taking time away from their workday issues may make them feel uncomfortable. Discussing the aims of the course and agreeing how they will enhance their future performance will strengthen their commitment and enthusiasm. Providing details about the location, the venue, the timings and, of course, the lunch will ensure that they are fully prepared for a stress-free day clearing down their mind to concentrate on the purpose of the training course.

 

Will I look a fool?

They say the bigger you are the harder you fall, so no matter how much work/life experience you have, new situations can be daunting. Ensuring the course provides an open and safe and appropriate environment is important. Delegates must be able to share their challenges and experiences with peers facing similar situations without fear of ridicule. This encourages invaluable discussions and makes the learning relevant and enjoyable.

 

Who’s leading the charge?

Trust is a powerful motivator and it’s hard to remain engaged if you don’t have confidence in the trainer taking the course or qualification. Professional trainers who have personal leadership experience and are able to address the cynic in the room with diplomacy and well-researched information are essential.

 

Are you talking to me?

On the day, elements of the course may resonate differently with each individual based on their experience and prejudices as well as their preferred learning style. Real and relevant material and examples, a mix of ‘talk and chalk’, individual exercises and group discussions, as well as clearly defined sessions ensure managers remain engaged.

 

What do I do now?

Learning needs to go into practice. A manager leaving a training room full of enthusiasm is great but not enough. The course should be designed to help them make the real decisions that will improve their performance. They may well need support too. Make sure any senior manager is aware of the things they have learned and is committed to helping them put the learning into practice.

 

 

 

Management training provides improvements in productivity and competitive advantage. If you’re making the investment in training, ensuring your managers are prepared and engaged will pay long term dividends for you, your managers and your organisation’s results.

Do you have what it takes to be an Impellus Management Skills Trainer?

Impellus is looking to recruit a full time trainer to deliver courses and qualifications. Working across the UK, from the Impellus offices and from home.

 

A commercially aware Management, Leadership and Commercial Skills Trainer is required by Impellus – a fast-growing provider of open and in-house training programmes to SMEs across the UK. The successful candidate will have previously held strategic management positions and will have had some experience in delivering management and leadership training or corporate presentations in an enjoyable and engaging fashion.

The position requires an organised and commanding trainer who can deliver open training programmes reliably and in line with our company values (integrity, discernment, care and a clear sense of quality) at venues across the country. The successful candidate will also deliver in-house training programmes on similar subjects for clients and support clients working towards a qualification in leadership and management through the Institute of Leadership and Management (ILM).

Candidates must be able to think on the spot about how skills can be applied to a wide range of business sectors and environments, how delegates process information, and be able to actively play host to delegates at all times. A mixture of commercial and presenting experience as well as a style that matches the values expressed here is more important than the specific number of years in a training role – we are looking candidates with management experience rather than career trainers

The job is very demanding in terms of the number of programmes that need to be delivered across a wide geography so the successful candidate will need to be in good health. The intensive periods are balanced by days of preparation and consolidation work which provide some amount of flexibility when not training. There’s also a very healthy six weeks (30 days) of holiday.

The role involves staying away from home approximately (but not limited to) twice a week. Impellus will provide an expense account for travel and subsistence, and overnight accommodation will be provided as and when required. Most overnight stays will be at the venues where training is taking place the next day and will have onsite restaurants. Many venues also often have additional facilities such as a gym or swimming pool.

For our clients, the successful applicant will become the face of the company so they must be smart, well-mannered, possess the right gravitas and be able to discuss further opportunities with clients. The successful candidate will ideally be based within comfortable distance to our Head Office in St Albans and in easy reach of the M25, M1 and M4.

 

• Approximately 140 – 150 days training per year

• Support with course design

• Coaching and facilitation support to clients working through their ILM qualifications

• Attendance and contribution required at Monday meeting

 

Remuneration:

• OTE £50,000pa to be achieved within your first 12 months

• Basic salary: £42,200pa (dependant on experience)

• £75 ‘attendance bonus’ per training day successfully provided (or attended as part of cover or own initial introductory training). Guaranteed at 2 training days per week = £7,800 pa

• Expenses: fully reimbursed plus £20 overnight meal allowance

• 30 days’ holiday plus public holidays

• High quality and extensive Healthcare Insurance provided after successful completion of a probation period

 

Application:

In the first instance please send your CV to David Shimkus, Operations Manager at david.shinkus@impellus.com. Thank you.

 

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.

Impellus achieves ISO 9001:2015 Certification

Impellus is now an ISO 9001 certified management training provider

Last week Impellus was granted ISO 9001:2015 Certification following several weeks of conformity assessment and auditing by the external certification body, Exova BM TRADA. The conformity assessment involved testing and verifying a set of processes to illustrate that Impellus’ products, services and systems meet the requirements of the ISO 9001 standard.

Quality Management System

The ISO 9001:2015 standard is based on seven quality management principles including a strong customer focus and continual improvement. The full list of principles is as follows:

QMP 1 – Customer focus

QMP 2 – Leadership

QMP 3 – Engagement of people

QMP 4 – Process approach

QMP 5 – Improvement

QMP 6 – Evidence-based decision making

QMP 7 – Relationship management

Impellus has received its certification under the new version of the ISO 9001:2015 standard which:

  • Puts greater emphasis on leadership engagement
  • Helps address organisational risks and opportunities in a structured manner
  • Addresses supply chain management more effectively
  • Uses simplified language and a common structure and terms, particularly helpful to organisations using multiple management systems
  • Is more user-friendly for service and knowledge-based organisations.

Jon Dean, Managing Director of Impellus, said: “The ISO 9001:2015 certification demonstrates that we put our customers first by delivering high quality services and will ensure that we continue to consistently meet their needs and enhance their satisfaction. It will also guarantee that we work in a more efficient way, as all our processes are aligned, which will increase productivity. The standard also demands that health, safety and environmental conditions are met. It also puts us in a strong competitive position as we start to deliver our management apprenticeships this autumn.”

The distance some will travel to attend an Impellus management course ….

Meet Yuta Watanabe – globetrotting Impellus delegate

At Impellus we’re proud that we regularly deliver leadership and management training courses at 25 different locations in the UK. With venues ranging from Edinburgh to Exeter and Norwich to Swansea, we’re confident that 95% of managers can easily reach one of our training courses.

Occasionally, we have delegates who travel the length or breadth of the country to attend a specific course – one delegate recently flew from Scotland to Birmingham. In the past, people have travelled exceptional distances to attend one of our courses – we’ve hosted delegates from Switzerland and the Middle East on our London courses.

But now we have a new record – in the week commencing 5th March we welcomed Yuta Watanabe of Plastic Mouldings, who travelled all the way from Japan. Yuta maximised on his long-haul trip by attending three Impellus courses in four days!

Three Impellus courses in four days

Yuta’s first taste of Impellus training was the Leadership Skills Development course in London on Tuesday 6th March. After this course, Yuta travelled to the East Midlands where he attended another ILM Level 3 course on Effective Communication Skills the following day. On Wednesday evening, Yuta continued his UK journey to Manchester where, on Thursday and Friday, he participated on our two-day Level 5 Strategic Thinking and Decision Making course.

Background on Plastic Mouldings

Plastic Mouldings Ltd employs over 70 people in its Manufacturing, Administration and Management teams based in Irvine, Ayrshire.  Part of the Plastics Industries Group, Plastic Mouldings has become a market leader due to its continued improvement in moulding and low cost tooling development processes over the last 50 years. It distributes its products to approx. 700 different organisations across a variety of sectors and follows a strict environmental policy to ensure that no waste ever goes to landfill.

Terry Houston, Plastic Mouldings’ Managing Director, who was responsible for booking the courses for Yuta, commented: ‘I have worked with Yuta for the last ten years and we are keen to develop his business acumen and management skills.  Having researched training providers, we chose Impellus, as its selection and timing of courses best suited our requirements. Yuta enjoyed the courses, learnt a lot and has identified where he needs to improve, which is most valuable.’

Comment from Impellus

Jon Dean, Managing Director of Impellus commented: ‘‘We run courses everyday full of managers who are making a commitment to their personal development and the performance of their teams and organisations which makes Yuta’s commitment even more outstanding. To travel across the world to attend three challenging management courses back-to-back and then fly straight back shows the level to which he’s committed. It’s a credit to him as well as our training delivery team that he continued to engage and challenge his abilities over each day. We wish him and his colleagues at Plastic Mouldings all the very best and look forward to seeing Yuta again when he’s next on this side of the globe.’

Senior Accounts Manager – job in St Albans

Impellus is seeking to recruit high-level sales and account management professionals to handle the requirements of our largest clients.

About us

Impellus is one of UK’s most respected management training companies based in bright, modern offices in the centre of St Albans. The company works with many different types of organisations including large companies and organisations who have requirements for delivering strategically important management development and apprenticeships.

With over 300 courses run each year, the company is known for delivering high-value training across its 25 venues across the country. Impellus is an ILM approved provider and is well known for delivering high-impact courses.

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’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 potential customers are treated.

As the driving force for our most important opportunities and relationships you will need to be motivated by success and achieve consistently high levels of performance.  We are a close knit team and there is a passion for excellence at work.

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.

 

Your knowledge and ability

You will have experience in selling either technical or professional goods or services to clients and be able to demonstrate your knowledge of doing so. A good knowledge of procurement methods and the functions of HR within organisations is important too.

Ideally you will be educated to degree level and/or have other professional awards or endorsements.

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 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 biggest customers.

  • You will seek to ensure that our largest customers can run their accounts with us as smoothly and happily as possible
  • You will generate opportunities with larger potential accounts
  • You will be responsible for your pipeline and targets

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:

  • Understand how large organisations use training and procure it
  • Make and convert sales opportunities
  • Senior relationship management
  • Being able to 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 including the ability to analyse and report on performance and expected future business levels and proposed activities
  • Work with a Sales Executive who helps to support your activities
  • Make around 70 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
  • Keeping good records of your activities
  • Following up existing clients to establish future requirements
  • Ensuring that all courses fill evenly
  • Liaising internally to ensure good communications throughout the business
  • Ensuring the achievement of the company’s sales targets

Company specific training will be provide

 

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:Large 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.

 

 

Management Apprenticeships – myth or fact?

We help to dispel the myths around Management Apprenticeships

Apprenticeships aren’t what you remember them to be.

An apprenticeship is essentially a ‘wrapper’ for a specific training programme. Anyone can commence an apprenticeship at any time in their life – irrespective of their age, background or career level. There are apprenticeships now available for senior board members with many years of previous management experience.

Under the Apprenticeship Levy which came into effect in April 2017, many organisations are considering options – including management apprenticeships – for learning and development initiatives for their existing workforce.

ILM Research

Recent research from the ILM¹ on misconceptions around management apprenticeships reveals concerning statistics:

  • Only 37% of UK businesses are very confident about the long-term supply of leaders and managers in their organisation, and;
  • 70% of those surveyed run formal leadership training programmes, aimed at mid-level employees, to help fill middle or senior management roles.
  • However, 58% of respondents feel middle and senior managers would be unwilling to be seen as an ‘apprentice’, and;
  • Only 25% would consider using apprenticeships to improve the skills of middle managers and just 21% to develop senior managers.

Jake Tween, head of apprenticeships at ILM said: “Deeply ingrained associations with trade, low wages…. mean that apprenticeships have long been dismissed… and it’s time to put an end to it. We must work collectively – Government, employers and providers – if we are to get to a place where these prejudices are considered outdated.”

Top 10 Questions on Management Apprenticeships

We dispel some of the myths and misconceptions around management apprenticeships by picking the questions we have most frequently been asked since being appointed to the Register of Apprenticeship Training Providers:

 

Q1. Is it right that leading management/business schools and professional management bodies are now offering apprenticeships?

A.   Yes, the Open University, Cranfield School of Management and Ashridge Business School, for example, all offer higher and degree apprenticeships in leadership and management. Two of the most influential UK bodies, the Chartered Management Institute (CMI) and ILM, also offer management apprenticeships from Level 3 up to Senior Leader Master Degree apprenticeships.

 

Q2. Aren’t apprenticeships for manual workers or tradespeople rather than managers?

A.   In the past, apprenticeships were for low wage earners who wanted to learn a ‘trade’. Now apprenticeships are available across all areas of an organisation and are an excellent way to develop the leadership and management skills within a business.

 

Q3. Can my managers and senior managers study an apprenticeship?

A.    Yes, the best management apprenticeship programmes combine on-the-job training with formal learning and coaching to help to embed the learning. The Government has also approved a fund allocated for MBAs and degree apprenticeships.

 

Q4. As an employer, I’m not confident about the long-term supply of leaders and managers in our organisation. I’d like to use the Apprenticeship Levy to fund a formal leadership development programme, but think my managers will feel that an apprenticeship denotes that they need additional support and are starting out in management – how do I overcome this?

A.   This perception of apprenticeships harks back to traditional apprenticeships. It is not the case nowadays. The best apprenticeship training providers will work closely with an employer to deliver a programme that meets the organisation’s requirements and includes ‘off-the-job’ training and end point assessments to meet its objectives.

Encourage them to properly review the content and quality of the training programme instead.

 

Q5. I have a technician who has shown interest in studying a Level 3 Management Apprenticeship. Is this possible?

A.    Yes, if your technician has, or aspires to have, people reporting to them and the apprenticeship would help them in their current role and to develop their career in the future, it would be suitable.

Your senior management, HR department and the individual must be bought-in to the benefits of an apprenticeship and committed to the work involved. In addition, it will involve new HR administrative processes, if you have not run an apprenticeship programme before.

 

Q6. I can envisage that the ‘20% off-the-job’ training rule will work for new starters but not for current employees/managers, as they cannot be away from office for days on end?

A.   Apprentices don’t have to physically be away from the office for 20% of the time. The ‘off-the-job’ training time can be used for job shadowing, to promote active learning within teams and to study for their qualification, as well as for face-to-face training. These are all key management responsibilities in any case.

Importantly, apprentices will be putting the skills they are learning into their roles, so the organisation will benefit from their training straight away.

 

Q7. I’m unsure on the levels of management apprenticeships – can you clarify?

A.   Yes, a Level 3 Management Apprenticeship can be appropriate for a line manager or supervisor. A Level 5 is for operational, departmental or regional managers and a Level 7 apprenticeship covers a Master’s level qualification for senior leaders.

 

Q8. What’s the time commitment required for a management apprenticeship?

A.    A management apprenticeship demands significant commitment from the employer organisation and the individual themselves. The programme must be a minimum of 12 months and usually lasts 18-24 months and will involve working in training sessions and on assignments, projects and assessments.

 

Q9. My organisation is not large enough to pay the Apprenticeship Levy, but I would like to offer my managers a Level 3 Management Apprenticeship. Can I get funding for this?

A.    Yes, as an employer, you would have to pay 10% of the cost of the training and the Government will pay the remaining 90% up to the maximum funding bands. It is known as ‘co-investment’.

 

Q10. If we commit to a management apprenticeship, how can we ensure it will work and deliver on our investment?

A.      It will require buy-in from all areas of the business and senior management will need to reinforce a culture of learning in your workplace. Time will be needed to make it work and it will require changes within your organisation to be effective.

 

That said, an apprenticeship can open doors for new learning cultures and development programmes demonstrating the vital importance of L&D initiatives. Before the programme starts, set qualitative and quantitative objectives. Apply the same measures for demonstrating ROI that you would to other learning and development programmes – assess employee retention and satisfaction rates, growth percentage and performance output, etc.

You may consider doing a pilot scheme first to test the waters and to help the entire organisation understand that apprenticeships are a long-term investment like any learning and development activity.

 

Conclusion

We close with a further comment from Jake Tween, ILM: “At a time when businesses are being encouraged to take up apprenticeship programmes and use them to plug their most critical skills gaps, it is important that they are seen as what they really are: a highly effective way for employees at every level to gain the essential skills that businesses so desperately need, as well as a quality route for individuals to progress.”

¹ ILM surveyed 1,000 UK HR decision makers. The research was conducted by Censuswide in February 2018. More details here.

Impellus was recently appointed to the Register of Apprenticeship Training Providers – read more about the ILM Level 3 Diploma which can be funded by the Apprenticeship Levy here.

Does the CMI offer the same services as the ILM?

How to decide between the Chartered Management Institute (CMI) and the ILM for your management development

As an employer, training provider or individual there are a variety of options when considering leadership and management development, qualifications and apprenticeships. In this blog we take a snapshot of two of the most influential UK bodies to see if they are providing the same services and summarise the key similarities and differences.

Similarities in the offerings from the Chartered Management Institute and ILM

The CMI and ILM share a number of similarities in that both professional bodies work with employers, individuals and education/training providers to provide leadership and management qualifications, accreditations and apprenticeships. Both organisations offer management qualifications from Levels 2 to 7*, which can all be achieved at Award, Certificate or Diploma status.

In addition, the ILM and CMI offer end-point assessments (EPA) for their management apprenticeship programmes to support employers and training providers when the apprenticeship has been completed.

Both organisations provide extensive resources online and organise events to enable their audiences to increase knowledge and learning and to network with others.

What sets the individual bodies apart?

The Chartered Management Institute

Established over 60 years ago, the CMI started out as the British Institute of Management and developed the UK’s very first diploma in management studies. It is the only chartered professional body dedicated to promoting the highest standards in management and leadership excellence.

It is also the only professional body to award Chartered Manager status, which is the highest status that can be achieved in the management profession.

*The CMI qualifications range from Level 2 to 8 – which is one level above those of the ILM.

The CMI is a membership organisation that regularly publishes its Professional Management magazine for its members.

More information on the CMI

The ILM

Part of the City and Guilds Group since 2001, the ILM provides qualifications for learners in the UK and internationally. It has a global network of over 2,000 approved centres and operates in eight regions across the world.

Over 70,000 people register for an ILM qualification each year. As part of the registration process, they will receive a year’s free membership to the Institute of Leadership and Management, with whom the ILM work closely to provide membership to employees. The Institute of Leadership and Management publishes its Edge magazine for its, and ILM, members.

More information on the ILM

Read our blog about the differences between the ILM and the Institute of Leadership and Management here.

It’s down to choice of provider

The Chartered Management Institute and ILM are both long established professional bodies with excellent reputations of supporting individuals, employers and training providers and you would be in very safe hands working with either. So at the end of the day possibly the biggest choice to make is the approved provider of either with whom you prefer to work.

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.