Following the
Student Loans Company –
programme,
management and
leadership are
leadership development
engaging in
supporting,
sponsoring, coaching
The Student Loans Company (SLC) is a UK public sector organisation established to provide financial
and mentoring
colleagues. SLC has
services, in terms of loans and grants, to over one million students annually, in colleges and universities
seen a reduction in
attrition rate and
across the four education systems of England, Northern Ireland, Scotland and Wales.
sickness or absence
and they have created
a ‘one culture’ with an
The challenge Management development programme – the pathway
engaged and
The Student Loans Company wanted to create a ‘catalyst of
empowered
360 feedback
management
change’ to develop the behaviours of its management team.
Psychological profiling eg MBTI, SDI
population. They wanted to demonstrate how, and why, a leadership culture
improves both customer service and efficiency and increases employee
Coaching for performance
engagement.
Stakeholder management
They needed leaders who could promote a shared vision and sense of
Introduction to People Management
purpose, and inspire, coach and enable the achievement of their people.
Coaching for performance
The focus for the programme was employees with ‘people’
Performance management
responsibilities, including those individuals who have been
Dealing with change
targeted as having high potential.
Student Loans Company
Emotional intelligence
www.slc.co.uk
The solution
Employment law updates
QA developed a learning pathway called ‘Managing the Journey’,
which was built around the company’s six core values and Senior management development programme
behaviours. Designed to link all aspects of management that
Being an inspirational leader
34
impact on SLC, it balanced the relationship between leadership,
Managing in a political arena
management and technical skills. This was also tied in to talent
management and succession planning, as well as the standard
Being able to deal with complexity
HR processes and practices. Presenting statistical information
The components of the journey were designed for flexible Emotional intelligence
application – with a selection of mandatory and elective
The ‘Managing the Journey’ programme is designed to be used
modules. Managers were then able to select those aspects of
by current and future leaders of the SLC and people who are
the Journey that suited their own requirements, whilst ensuring
responsible for leadership development.
the mandatory modules were completed. This meant that SLC
could be confident it had a consistent capability across its
It provides a foundation for development activities
management team.
It clarifies capabilities and behaviours that are expected at management
level
‘Managing the Journey’ is a cumulative model, with capabilities
identified at one level becoming the ‘floor level’ for the levels
It provides a programme that is adaptable, flexible and appropriate to
above. QA’s work was combined with that of an external
business and environmental challenges and business changes
consultancy to provide an integrated programme at all levels.
It identifies clear career transition requisites for each management level
within the organisation
First-line Manager
‘Managing the Journey’ is useful in guiding leadership capability
Conflict resolution
development for:
Performance management
Those aspiring to leadership positions
HR policies and procedures
Those in transition to the next level or a new role
Dealing with difficult situations
Those who want to be more effective at their current level
Giving and receiving critical feedback
The SLC HR team will use the Journey to co-ordinate leadership
360 feedback
development opportunities, support workforce planning,
Equality and diversity
understand the strength of their succession planning and support
Assertiveness
individuals in their career planning.
What is leadership
Benefits
Problem solving and decision making
Following the training SLC has seen a number of positive
changes to the way people work:
Management and leadership are engaging in supporting, sponsoring,
coaching and mentoring colleagues
A reduction in attrition rate and sickness or absence
As the programme is aligned to Best Company Framework there has
been an improvement in scoring, giving a demonstrable indicator of
improvements
There has been a reduction in dependency on HR by management
population
They have created a ‘one culture’ with an engaged and empowered
management population
There has been a cascade of learning from the management team
using new tools and techniques within the business
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