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Management training


due to graduate this spring. Before delegates embark on the leadership programme, they undertake some groundwork. This includes a leadership-style assessment, so we and they can understand their dominant styles. They also complete an assessment on emotional intelligence. That ties in with a leadership framework we have developed setting out the core skills, behaviours and competencies of effective leaders. The programme’s aims are as follows.


l Develop existing leaders, giving them the knowledge and competence to be effective, strong, and courageous.


l Provide them with the necessary tools to directly influence the lives of our residents.


l Give them the tools to build knowledgeable, accountable, and effective teams made up of individuals who feel valued, engaged, motivated and empowered.


l Develop our leaders of the future as a means of succession planning.


l Ensure all our leaders fully understand the vision and the wider business objectives of Hartford Care, and help drive a positive workforce culture.


In 2017, we extended the LDP to a ten-month period comprising four workshops, a series of coursework and personal challenges. The first workshop explores leadership, the difference between leadership and management, emotional intelligence and what ‘good’ looks like across the organisation, using a framework focussing on seven key areas that are important to Hartford Care. The areas are: l The lives of our residents. l Our staff experience. l Our visitor experience, which includes families and loved ones.


l The environment. l The dining experience.


l The food. l Effective organisation and planning .


Coursework from this workshop includes working with teams to develop an action plan around what ‘good’ looks like, a leadership challenge celebrating ‘wins’ for their teams and a focus session with the chefs and kitchen teams on what ‘good’ looks like around food and the dining experience. The second workshop examines


different types of leadership styles, which includes a deep dive into what the assessments show about each delegate. We also explore in depth workplace culture, including indicators of both positive and negative environments and how to develop a great culture. This workshop also includes a finance masterclass, linking the company’s vision with its financial position. Coursework involves exploring the


culture within their homes with their teams and creating a feedback tree to highlight the strengths of the current workplace culture and where we could develop. There are also leadership challenges, which include empowering a team member to do something they are passionate about and holding a staff


We designed a programme to enable our managers, future managers, regional managers, and people in positions of leadership throughout the organisation to identify and develop personal visions for their roles within Hartford Care


24


meeting focusing on motivation. In the third workshop, we look at the


company’s vision, what it really means and how to turn it into reality. Hartford Care’s vision of being the ‘employer of choice’ is also explored through a session on human resources fundamentals. Our brand director, Jo Gavin, then discusses our brand, putting our brand into practice from a leadership perspective and how to own and live the brand. The coursework centres on the vision


and delegates working with their teams to link it back to the seven areas of what ‘good’ looks like, what this looks like in the home and how they can achieve it. One of the leadership challenges is all about living one aspect of the vision for a day.


Reflecting on the past year Because of the pandemic, the final workshop currently includes an element which has enabled delegates to reflect on the past year – not only the many challenges faced, but also focussing on the positives - what everybody has learned and how we have all grown as a result. Wellbeing, resilience, and leadership, as we have previously mentioned, are all key to this, whilst the delegates are encouraged to support others to focus on these areas. Recapping on the three previous workshops, the final session is devoted to the future of social care, looking at the factors and trends that influence the sector and the impact they will have, looking ahead at care homes, our workforce and how we lead the organisation of the future. Upon graduation, each delegate gives


a presentation centred on their journey - what they have learned, how they have


www.thecarehomeenvironment.com • June 2021


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