|Sun Nov 13 15:59:15 +0200 2011|
One of the challenges in management development often repeated by CEOs and HR Directors is middle management.
In essence the challenge is compelling and simple:
“You want improved operational performance and you know that your middle management have a direct impact on realising your strategy”.
The program described here is specifically targeting this challenge. The benefits of the program are to:
Launching such a programme is not without a degree of risk, the outcome may identify gaps between your current population and the profile that is required for future world-class leadership. You may also discover that some managers are an uncomfortable “fit” to the optimal profile of their current role.
These circumstances need to be carefully handled; however the potential benefits far outweigh the risks.
What are the characteristics of our approach to personal development?
What will this programme mean for the participants?
Planning and Construction of a Competency Assessment Questionnaire
As the first stage for the program, a competency assessment questionnaire needs to be developed. If the client organization has a competency dictionary we will use this as a starting point for developing a competency assessment tool.
If not, we can consider either creating an organization-specific competency framework or use a generic competency dictionary.
It is essential, however, that the competency framework and definitions of specific competencies used in the competency assessment are fully approved by senior HR and line executives. Once agreed, these definitions will be used to develop a competency assessment questionnaire comprising around 100 questions directly related to client organizations current competencies.
Distribution, Collection and Processing of Diagnostic Instruments
In order to ensure absolute confidentiality in the process, we will be providing you with the instruments on line with a password and pin number for all respondents in the 360˚ assessment. All of these instruments will be analysed by a licensed psychologist.
There are 3 diagnostic instruments:
The instruments contain instructions regarding their completion.
Run the Performance Improvement Programme.
The following is a sample programme which will be tailored according to the needs of client organization.
Building Development Actions
Participants will receive individual coaching that will enable them to understand their particular profiles and what opportunities there are to improve their managerial performance. After the session a written summary of development actions will be provided.
The initial coaching session will include personal feedback that is centred on the outcome of the 3 diagnostic instruments. The session will also be the start of the personal development plan for the participants. It is here that they will start to make decisions as to what initiatives they will take, in response to their competency profile and managerial skills.
The individual reports and development plans will be provided within two weeks of the programme completion.
Define a leadership development model and articulate the relationship between role, competencies and managerial skills.
Participants will be required to complete three diagnostics instruments on a 360° basis. You will identify the other assessors i.e. Boss, subordinates and peers.
During the course of the programme participants will also be required to work with other proprietary diagnostics instruments. Executive Lab will provide all of these instruments. Three Executive Lab consultants will lead each programme.
This a long term initiative, however to prepare the design of the programme, send out and analyse diagnostics, run the three-day workshop and complete the one-to-one feedback for the first 15 participants will be completed within 12 weeks assuming that we suffer no delay on your part.
This proposal outlines the process for the first group of participants and we anticipate the process taking the following amount of time:
|3 weeks||Production of the differentiating levels and CAQ (this can be omitted for the second group)|
|5 weeks||Distribution and collection of the 3 diagnostic instruments|
|1 week||Processing of the diagnostics|
|1 week||Review of diagnostics and programme preparations|
|2.5 days||PIP programme|
|2 weeks||Preparations of the individual reports and development plans|
The entire process takes approximately 12 weeks.
This is an example team for an international PIP program assignment with English-speaking participants. The team is also responsible for supervision and quality control for adjustments and adaptation to different languages and cultural contexts. Consultants and trainers for other Russian, Latvian, Lithuanian and Finnish-speaking participants are available.
Tõnis Arro is the leader for the PIP program, Chairman of Executive Lab, consultant and management development professional and executive with more than 20 years experience. Tõnis Arro has lead and developed several professional services companies, and been extensively involved in management development and organizational change projects in several CEE and CIS countries.
Tõnis Arro is fluent in English, Russian and Estonian
Nigel Mason, leading consultant for the PIP program, experienced international consultant with core skills in effecting organization change. Currently President of a Canadian HR-specialized IT company and senior associate of Executive Lab. Nigel has held a number of technical and general management posts in technology sector and professional services sectors. He has more than thirty years experience of implementing business orientated HR change programs with senior executives. His direct business experience means that he relates directly with both technical people and senior executives. He has lived and worked in several countries and has highly developed cultural skills essential to the successful implementation of change in multinational companies.
Leading psychologist for PIP program, experienced business professional with core skills in leadership consultation and international facilitation.
Uwe Napiersky is a business psychologist and member of the Work and Organisational Psychology Group at Aston Business School, UK, specialising in creating both leader development and leadership development programmes. Before arriving at Aston he worked 20 years for Fortune100/blue chip companies across the globe in all sectors and across all management levels as a consultant. As an expert in Management Diagnostic he is experienced in leading the design & deployment of development & assessment centres, at middle and senior management levels and in conducting individual assessments at CEO and partner level.