[ Focus: Training ]
Understanding The purpose of the ECA Management Development Programme is to provide delegates with an understanding of what is required to supervise, manage and lead. It is divided into two stages – Supervision and Management – each divided into several modules (see box). ‘Our candidates have noted that the breakdown into modules gives them time to digest the information, thus giving them the opportunity to learn much more than in previous training schemes,’ Pat Allen notes. ‘The two week gap between modules gives candidates the chance to ask questions and receive answers from their mentors before continuing to learn. The overwhelming consensus is that this structure of learning is helping them retain more from each module,’ he observes.
As well as focusing on the practical applications of line management, the Management Development Programme concentrates on individuals’ understanding their own strengths and weaknesses, giving them the enthusiasm and knowledge to better themselves. Components of the course include role-play, situation management and exploring how to deal with different personalities and real life issues, equipping candidates with a wide range of skills that have very practical applications.
Follow up
The programme requires commitment from both employers and delegates, and the latter must be able to attend all of the units in the chosen stage, participate in the activities and complete workplace actions supported by the employer or an appointed mentor. At Abel, for example, each delegate is required to sign an agreement that they will complete the chosen training, so there is commitment from both employee and employer.
The ECA Management Development Programme Stage 1 Supervision
The first stage of the programme provides a foundation for delegates to develop in a supervisory role and is divided into four modules:
n Effective Supervision; n Effective Team Leadership; n Effective Planning and Delegation; and n Effective Working Relationships.
Stage 2 Management
The second stage of the programme develops management competencies. Typically it builds on the content of Stage 1, although existing managers and experienced supervisors can omit Stage 1 and begin at Stage 2. This stage comprises the following modules:
n The Individual – Leadership; n Your Team – Developing Team Commitment and Motivation; n The Individual – Managing with Confidence; n Your Team – Managing Performance and Staff Development; n Legal – Employment Law; n Legal – Managing Discipline, Grievance and Absence; n Business Development and Customer Relations Management; and n Assessment and Feedback.
A five-minute video about the course is available at
www.eca.co.uk/training ECA training courses
Some ECA members may be frightened of sending staff on management courses, but it is good for the company as a whole
As well as the Management Development Programme, the ECA’s Education and Training section offers a range of other courses, covering the following areas: n Business Development; n Health & Safety; n Renewables and Environment; n Technical; n Building Controls. See
www.eca.co.uk/training for more information.
Participating companies are also encouraged to use follow-up questionnaires and pre- and post-training discussions to gain feedback from candidates and help identify whether objectives are being satisfied. ‘Our aim was to create interest in a culture of learning; this is an ethos we are keen to explore and it is gradually changing the way training is perceived in our company. This is evident from the feedback we are receiving from candidates that have completed the modules, as well as the interest from potential trainees,’ notes Pat Allen.
One of the factors that motivated Abel to extend its training programme to encompass supervision and management was the need for closer engagement with younger staff. The firm wanted to encourage sharing of new ideas, enable promising staff to realise their full potential and put a management structure in place that would facilitate succession planning. ‘From our previous experience, internal training sessions could cause a perpetual cycle of outdated practice, based on what’s always been done before. As a long-established company we have many people who might be considered “old guard” and we wanted to encourage the next generation of engineers and middle managers to share their views. ‘Younger people often have different views about how things should be done and in the past they’ve kept those views to themselves. Now they have the confidence to speak their minds and make a positive contribution to the company,’ Pat Allen enthuses.
‘Some ECA members may be frightened of sending staff on management courses, but it is good for the company as a whole. It gives people more self-confidence and helps them to manage themselves, so they are of more value to the company as a result,’ he adds.
Learning culture Abel is convinced that the ECA Management Development Programme has played a key role in creating a culture of wanting to learn within the company, with all of the acquired skills ultimately strengthening the management structure across all departments.
‘I believe what makes this training programme different to
others we have previously implemented is that it concentrates on the improvement of the individual. It is a scheme that meets the needs of any growing company. I have been very impressed with the ECA’s Education and Training section. It amazes me that a lot of members don’t seem to recognise the value of it,’ Pat Allen concludes.
60 ECA Today May 2012
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72