This page contains a Flash digital edition of a book.
SPONSORS OF COMPETENCY TRAINING FEATURE


DEVELOPING SKILLS AND COMPETENCIES TO ENHANCE PERFORMANCE AND REDUCE UNIT COSTS


As David Cameron predicts that 2012 will be another tough year for the UK economy, it is important that we focus effort to develop the skills that companies involved in the wind energy supply chain need to enhance performance and reduce unit costs.


PRIORITIES When budgets are tight and time is precious, then we must prioritise training and development activities to focus on the core knowledge and skills that will make a visible difference. Typically this means concentrating on the key competencies that we require a job holder to demonstrate; we need to understand what they are doing well against this list and what they could do differently and better.


If we take this approach then we are able to create tailored training and development plans around these needs.


MANAGEMENT COMPETENCIES Currently a typical list of competencies for a manager in this sector will include...


• Leadership • Managing change • Teambuilding • Communication • Performance management • Time and priority management • Project management • Problem-solving • Influencing


Each company will usually have their own view of what behaviours are required to enable managers to be successful in each competency area and it is important to list these to provide clarity.


MANAGEMENT DEVELOPMENT PROGRAMME A Management Development Programme can then be tailored around these behaviours. Most competency based management training involves clustering two or more of the competencies together and focussing on these core areas during an interactive training and development session. The most effective competency based training takes a modular approach over several months so that managers can grow in competence and confidence as they apply new techniques and learn skills.


SUPPORT A current trend is for one of the senior management team to sponsor one of the competency areas; that is support the development of that competency across the business. Problem solve when there are operational issues to manage, role model positive behaviours for others to emulate and get involved in delivering the training whether this is carried out internally or with the support of a third party. This way they share their knowledge and experience across the company.


CLARITY Each training session should enable the managers attending to leave with a clear picture of what they have learned and what they can apply to enhance their performance in their roles.


REGULAR COACHING Ideally the group training sessions should be followed up with regular coaching from the line manager back in the workplace. This requires the line manager to have the time, commitment and the coaching skills to be able to nurture the talent in their team.


Coaching should be conducted taking a positive, upbeat approach. To provide effective competency based coaching line managers should:


www.windenergynetwork.co.uk 89


Rachel Blackburn US2U Consulting www.us2uconsulting.com


FREE CoPIEs oF ‘PRojECT MANAGEMENT GUIDE’ BOOK AVAILABLE


• Set aside chunks of time for coaching • Agree clear objectives in line with the priority competency behaviours


• Ask the person they are coaching what is working well at the moment


• Ask the person what they think they can do differently and better


• Give the person your feedback about what you think they are doing well and what they can do differently and better


• Agree next steps


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  |  Page 73  |  Page 74  |  Page 75  |  Page 76  |  Page 77  |  Page 78  |  Page 79  |  Page 80  |  Page 81  |  Page 82  |  Page 83  |  Page 84  |  Page 85  |  Page 86  |  Page 87  |  Page 88  |  Page 89  |  Page 90  |  Page 91  |  Page 92  |  Page 93  |  Page 94  |  Page 95  |  Page 96  |  Page 97  |  Page 98  |  Page 99  |  Page 100  |  Page 101  |  Page 102  |  Page 103  |  Page 104  |  Page 105  |  Page 106  |  Page 107  |  Page 108  |  Page 109  |  Page 110  |  Page 111  |  Page 112  |  Page 113  |  Page 114  |  Page 115  |  Page 116  |  Page 117  |  Page 118  |  Page 119  |  Page 120  |  Page 121  |  Page 122  |  Page 123  |  Page 124  |  Page 125  |  Page 126  |  Page 127  |  Page 128  |  Page 129  |  Page 130  |  Page 131  |  Page 132  |  Page 133  |  Page 134  |  Page 135  |  Page 136  |  Page 137  |  Page 138  |  Page 139  |  Page 140  |  Page 141  |  Page 142  |  Page 143  |  Page 144  |  Page 145  |  Page 146  |  Page 147  |  Page 148