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Description

Overview

This document introduces the idea of an Employer Journey towards high performance management and leadership (M&L). We believe highly performing managers are those who, by unlocking the potential of others in their company, can achieve dramatic improvements in organisational performance. 

The document paints a picture of a ‘desired state’ for SSC staff and their partners in encouraging and supporting the journey. It suggests some ideas and resources that will be of immediate, practical help.

This grew out of our work to introduce two new solutions to the M&L all-sector programme’s portfolio. Based on the output of the Sector Skills Agreements, two priority areas were chosen: Managing People and First Level Manager.

Employer Journey Flowchart

How do we make the employer journey to management and leadership excellence as easy, attractive and rewarding as possible? This model and flow chart explore what SSC and partner staff can do to engage successfully even with reluctant managers. It contains a key to the diagram above.

M&L Diagnostics

This document aims to help SSC staff find appropriate diagnostic tools to analyse their employer’s M&L skills gap. Its purpose is to help SSC staff be more confident and credible when talking to employers and be able to offer guidance based on real evidence.

M&L Development Resources

This document aims to help SSC staff find appropriate suppliers and reference materials. Its purpose is to help SSC staff be more confident and credible when talking to employers.

Good Practice Guide

High performance managers can and do include supervisors, team leaders and first line managers. This Guide will help them and, indeed, all managers discover people’s development needs, identify the desired business benefit, choose the right candidates, define criteria for success and measure the operational results.

Job Competence Model

Functional Analysis of company activities is used to develop National Occupational Standards. This analysis focuses on breaking company functions down into the smallest ‘sensible’ unit or element of activity. 
The Job Competence Model is proposed as a measure of this smallest unit

Example Measures of Success

The purpose of this document is to provide example background indicators to those managers seeking to make a business case for employee development through training programmes. 

Raw data from SSCs

Answers to the questionnaires