Team Leader / Supervisor LEVEL 3
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Alacrity Group | Team Leader / Supervisor - Level 3
© Alacrity Group™ All Rights Reserved.
Team Leader / Supervior - Level 3 | Digital Folder
Index
Please click on the relevant document you would like to read.
15 PAGES
Alacrity Group - Overview READ BOOKLET
15 PAGES
Additional Information READ BOOKLET
8 PAGES
Programe Overview READ BOOKLET
12 BOOKLETS
Masterclass Resources READ BOOKLET
Brand Book
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Alacrity Group Brand Book
There are 65.5 million people in the UK. The possibilities for progress are endless.
Alacrity Group
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Alacrity Group Brand Book
Index
Overview Brand Positioning Our Brand Brand Mark Colours Typography Brand Device Photography Brand Visuals
Alacrity Group
Index
04 05 14 16 21 24 26 34 39
Our Brand Brand Mark Colours Typography Brand Device Photography Brand Visuals
48 49 55 58 60 69 71
Our Brand Brand Mark Colours Gradient Typography Brand Device Photography Brand Visuals
80 81 86 88 91 93 100 102
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Alacrity Group Brand Book
Overview The Alacrity Group solves our client’s challenges by providing unmatched services in empowering people to be our client’s most important asset. We do this through our two market facing companies, Consultvia and Interlearn. These companies share our group values, personality and overall positioning, but are individually named and branded as they work into different market sectors each with their own service offering. This document is a guide to who we are and what we stand for. It explains how to present our brands to ensure clarity and consistency across all Alacrity Group marketing collateral and outputs. It will help you understand how we want to communicate, maintain the brand’s integrity and create a recognisable style that ensures that we are continually empowering people for progress.
Alacrity Group
Overview
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Alacrity Group Brand Book
Brand Positioning The three key elements that form our brand position, while informing and influencing our audience are:
Core Insight
Communication Mantra
Core Purpose
Empowered people make real world impact When we encourage people and give them the skills, tools and passion to be at their very best we are making a positive difference to people’s lives.
A trusted partner We play an integral part in candidate’s lives and our clients’ success.
Create maximum impact To maximise people’s potential and in turn deliver maximum impact, efficiency and bottom line revenue for our clients.
A partner in progress Alacrity Group
Brand Positioning
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Alacrity Group Brand Book
Brand Mission
Empowered people make real world impact. The Alacrity Group solves business challenges with people empowered solutions.
Alacrity Group
Brand Positioning
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Alacrity Group Brand Book
Brand Values
United by our core principles. Dedicated to progress.
Alacrity Group
Respect
Client Focused
Teamwork
We do the right thing. We have a strong moral code and intuitively know and understand what doing the right thing means and that starts with respect for each other, our clients and the different sectors and cultures we work in across the UK.
We earn our clients’ trust by placing them at the core of our organisation and create true value by understanding their needs and delivering bespoke solutions that maximise people’s potential and business success.
We may be three companies, but we are one team, working together to achieve our targets and goals. True collaboration moves beyond the power of one to the power of the team. We are dedicated to our people and our clients achieving their maximum potential.
Brand Positioning
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Alacrity Group Brand Book
Brand Personality
Every brand has its own unique DNA... this is ours.
Alacrity Group
Engaging
Flexible
Innovative
We are a people company, dealing directly with peoples’ lives, so it is important that we are friendly and approachable, but always professional.
Our people are renowned for their flexibility and determination to do more and go further to deliver positive impact in every situation. We partner with our clients. We are a company that builds strong relationships forged on trust.
We listen to our clients’ issues, understand their needs and share their goals. Then we put our brilliant minds to work to solve their problems. We constantly challenge and pioneer in our industry, looking for new ways of doing things that add efficiency and value at every level of what we do.
Brand Positioning
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Alacrity Group Brand Book
Brand Culture
Alacrity Group
Culture
Brand
An inclusive culture unites around common beliefs and goals.
A genuine brand with a compelling narrative at its heart.
Inspires people into action.
A strong personality.
Equips people to collaborate & innovate.
A position that resonates internally and externally.
Brand Positioning
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Alacrity Group Brand Book
Brand Culture Coming together as one group entity with two brands working across sectors in a national marketplace demands that we create a culture that sets us apart from our competitors. The shared values and personality that pinpoints who we are as people individually and as an organisation collectively. We already have a strong culture - it’s based on the industry experience, integrity and trust that we have built up over many years of business. It’s a combination of our values, our personality and our client offering. We call it...
The Alacrity Way. Alacrity Group
Brand Positioning
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Alacrity Group Brand Book
Brand Culture
The Alacrity Way.
PEOPLE FIRST. EVERY TIME.
Engage, innovate and build lasting partnerships based on trust and positive impact. Entrepreneurial mindset. Enables relationships that can challenge cultures, practices and behaviours. Listen, understand and identify the client need and then deliver business excellence. Industry experience and knowledge. Empower people to empower clients. Deliver measurable results.
Alacrity Group
Brand Positioning
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Alacrity Group Brand Book
Brand Driver Professionalism and accountability are important to us. So are friendship and trust. Since our inception in 1990 we’ve strived to work as a ‘trusted partner’ to our clients, collaborating, innovating and finding new ways together to empower people to drive better outcomes. We have an attitude of pushing ourselves beyond expected limitations, just as our clients have, so our passion and purpose is a perfect match to theirs - helping to put people first in everything we do. We understand the goals, issues and needs of our clients.... we study their context, market and sector arena. We listen, ask questions and define the problems so that we know their people, their pressures and corporate objectives. This is how we work, we don’t leave anything to chance, we know our clients and we own their goals. We solve business challenges with people empowered solutions. We are the Alacrity Group.
PEOPLE EMPOWERED FOR PROGRESS. Alacrity Group
Brand Positioning
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Alacrity Group Brand Book
Brand Positioning Summary
A partner in progress
Core Insight
Core Purpose
Empowered people make real world impact
Create maximum impact
When we encourage people and give them the skills, tools and passion to be at their very best we are making a positive difference to peoples’ lives.
Values
Personality
Culture
Respect Teamwork Client Focused
Engaging Flexible Innovative
The Alacrity Way.
Brand Driver....
People Empowered for Progress. Alacrity Group
Index
To maximise people’s potential and in turn deliver maximum impact, efficiency and bottom line revenue for our clients.
Communication Mantra PEOPLE FIRST EVERYTIME.
We play an integral part in our candidates’ lives and client success
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Alacrity Group Brand Book
Our Brand This brand book has been broken down into three sections: Alacrity Group Consultvia Interlearn In these sections you will find a visual tool-kit for each of the Alacrity Group brands. There will be some cross over in terms of the graphic elements that make up our brand. We feel that it is important to reiterate these points, so there is absolute clarity about the style guide that we employ across the different sectors of the company.
People Consultancy
Empowered for Business. People Development
People Empowered for Progress.
Alacrity Group
Index
Empowered for Education.
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Alacrity Group Brand Book
Our Brand People are at the very heart of our brand. They deliver and receive our brand experience every day. By positioning The Alacrity Group, as an organisation that solves our clients’ challenges by providing unmatched services in empowering people to be our clients’ most important asset, we can create a lasting and positive perception that differenetiates ourselves from the competition. This approach enables us to live and enact our brand driver of
People Empowered for Progress. With this at the forefront of all we do and by using our brand consistently, we will create exciting and engaging communication that will build a strong and distinguished visual presence. This in turn will reflect key themes that run to the core of who we are:
Engaging Innovative Collaborative Performance oriented
Alacrity Group
Our Brand
Programme Overview Team Leader / Supervisor
PEOPLE EMPOWERED FOR PROGRESS. Alacrity-Group.co.uk
Overview
Welcome to the 13 month, Level 3 Team Leader Programme.
This programme will develop you knowledge, skills and behaviours across all elements of management development and will support them becoming more effective in their role. In addition to the training received during the programme, there will be regular visits from an Alacrity Group workplace coach. The coach will support your learners to embed the knowledge they gain during their training sessions, and develop their skills and behaviours to ensure they reach their potential. During this programme you will receive training across a number of areas of management development, including a number of face to face training sessions covering all elements of first line management.
Awarding Body Partners
Key Facts Duration Typically this apprenticeship will take 13 months.
Entry Requirements •
• •
Have been a resident in the UK/EEA/EU for the last 3 years.
Have Level 2 English and Maths or equivalent. Be able to meet the
programme modules
through their job role.
Qualification Level Strategic Partner
Level 3
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People Empowered for Progress. At Alacrity Group we have developed our unique management talent development programme to allow you to develop management talent within your business. We put a key focus on providing a clear structured progression route to give you the opportunity to develop and flourish both as an individual and as an asset to your business. With only one in five managers being trained in Management we have collaborated with the Chartered Management Institute (CMI) to build our Pathway to Management Programme to embed managerial skill sets at key stages of staff development.
Management pathway
Our Pathway to Management programmes has been designed to develop you throughout your leadership careers with progression programmes available across the leadership functions within your business. Success on the Team Leader Level 3 programme may lead to you being able to progress on to:
Level 3
Team Leader
Management Role First Line Manager
Developed for supervisors and first line managers who have operational responsibility giving junior managers the communication and motivational skills needed to help improve operational efficiency.
Level 5
Operations Manager
Level 6
Chartered Manager
Your will learn and be competent in: Supporting, managing and developing team members, managing projects, planning and monitoring workloads and resources. Delivering business plans, resolving problems, and building relationships.
Recognition with CMI
Affiliate
Inputting to strategic planning, creating and delivering business Designed for middle managers as well plans, managing projects, leading as those aspiring to senior management and managing teams, managing Member and Chartered Manager status who change, financial and resource want to develop key skills such as management, talent management, managing resources, recruitment, and supporting people through coaching information management. & mentoring.
Middle Manager
Senior Manager
The Chartered Manager Degree Apprenticeship offers the triple guarantee of a quality degree, on-the-job experience and a professional pathway for future development. Managers who complete the programme will earn a degree in management and business and become a Chartered Manager.
Taking responsibility for people, projects and business plans to deliver long term organisational success with the expectation that they will deliver impact, behave ethically and demonstrate their commitment to continual learning and development.
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Charter ed Member
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Learner journey
Each programme is designed to accommodate the needs of the learner, their job role and the business so the delivery schedule will reflect this. However, as an example of a learner journey throughout the Team Leader programme, we have shown a demonstrative timetable below:
2 hours
2 hours
Coach Visit
Coach Visit
Review of initial understanding of prereading content and a development plan put in place to support development areas.
Review of knowledge gained and tasks set during previous training session. Professional discussion about evidencing how you are embedding your learning.
Line Manager discussion about progress and any additional support required.
5%
10%
15%
Line Manager discussion about progress and any additional support required.
20%
25%
30%
35%
40%
45%
Training
Training
Training
Training
Training
Principles of Management and Leadership
Managing a Team to Achieve Results
Building Stakeholder Relationships using Effective Communication
Contributing to the Delivery of a Project
Managing Daily Activities to Achieve Results
1 session
1 session
1 session
1 session
1 session
50%
2 hours
Coach Visit
End Point Assessment
Review of knowledge gained and tasks set during previous training session.
Test of knowledge using scenarios with questions. Competency-based interview.
Professional discussion about evidencing how you are embedding your learning.
Assessment of portfolio evidence.
Line Manager discussion about progress and any additional support required.
55%
60%
65%
70%
Professional discussion relating to CPD activity.
75%
Training
Training
Training
Managing Budgets and Resources
Managing Data and Information
1 session
1 session
Managing Own Personal and Professional Development
80%
End-Point Assessment
Complete
Team Leader / Supervisor Apprenticeship Certificate
Awarded
1 session
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“We have found working with Alacrtiy Group a great experience. Communication is clear, deadlines are met and expectations are defined and in most cases, exceeded”
Please contact Alacrity Group for further information:
Useful information Information guide to help with your apprenticeship
PEOPLE EMPOWERED FOR PROGRESS. Alacrity-Group.co.uk
Overview
Repellutecae debis expligenihil es vendae se res ese nonsequiate duci odis et pos mi, untium velis ditae remquassin et event aut ut laut ipid moluptatur solore il magnihi llaborem quatiore, sit odi rentior eseque nonsequis et aperist fuga. Um vel iliam quam eat dis alis verum asped millabo. Ut liquatet untio moluptate vellaborio. Nem et magnatios andandeni ne laboriberis rem int harit, optasped etur, sunt. This document will cover the following areas:
1 Blended learning 2 Apprenticeship career path 3 20% off-the-job training For more information, please contact us on:
0844 504 3174
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Blended learning
There will be a blended learning approach to the training provided during this programme. This will be a combination of the following:
Delivery Session
There will be face to face contact through delivery workshops and coaching sessions.
Masterclass
Industry experts will deliver sectorspecific leadership and management masterclasses.
Virtual Learning Environment
Workplace Coach Visit
Each participant will have individual access to a bespoke virtual learning environment to access additional learning material.
A workplace coach will visit each participant on a regular basis to support them in the workplace.
Your career path
Alacrity Group programmes are designed with career pathways, from GCSE level right up to attaining a degree. We aim to give employees fundamental skills that allow high performers to progress in multiple directions – depending on their career aspirations and development opportunities in your business. Degree Apprenticeships
Masters 3rd Year Degree 1st Year Degree A Level GCSE Level GCSE Level
Traineeship
Level 2
Level 3
Level 4
2nd Year Degree
Level 5
Level 6
Level 7
20% off-the-job training
The new 20% off-the-job training rule is designed to diversify apprenticeships by reinforcing practical learning with theoretical learning – giving apprentices a wellrounded skill set when they complete their course. It means all apprentices must now spend 20% of their contracted hours completing off-the-job training – around 1 day a working week. The training must be relevant to the apprenticeship standard and can be delivered in a range of forms – from lectures and mentoring to competitions and assignments. Functional skills in English and maths is funded separately so it can’t be used as off-the-job training, but other learning that takes place outside the day-to-day working environment can be used. Here are some examples of 20% off-the-job training:
Activity
Examples of valid off-the-job training
Classroom sessions / Lectures
Block or day release
Workshops and masterclasses
Interactive workshops involving employers
Simulation exercises
Business models and gaming
Online learning
Online training modules and support materials
Shadowing
In work or new departments / locations
Coaching
Support from Line Managers / colleagues
Industry visits
Within sector or outside of the work roles
Writing assessments / assignments workbooks
Short exercises or long project reports
Numeracy and literacy training required to perform the job
English and Maths related to the job role
Preparing for professional discussion
In support of portfolio work or job related
Gathering evidence for portfolio of evidence
Recording learning and training
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Please contact Alacrity Group for further information:
Masterclass Resources A collection of resource booklets to aid with your learning.
PEOPLE EMPOWERED FOR PROGRESS. Alacrity-Group.co.uk
Resource Books
Please choose one of the following Resource Books
16 PAGES
Masterclass 1 Introduction Read Book
16 PAGES
Masterclass 2 Self Awareness Read Book
16 PAGES
Masterclass 3 Self Management Read Book
16 PAGES
16 PAGES
16 PAGES
Communication
Decision Making
Leading People
Masterclass 4 Read Book
Masterclass 5 Read Book
Masterclass 6 Read Book
16 PAGES
16 PAGES
16 PAGES
Managing People
Building Relationships
Operational Management
Masterclass 7 Read Book
Masterclass 8 Read Book
Masterclass 9 Read Book
16 PAGES
16 PAGES
16 PAGES
Project Management
Finance
EPA Preperation
Masterclass 10 Read Book
Masterclass 11 Read Book
Masterclass 12 Read Book
Team Leader / Supervisor LEVEL 3
Masterclass 2 - Managment of Self
PEOPLE EMPOWERED FOR PROGRESS. Alacrity-Group.co.uk 35
Alacrity Group | Team Leader / Supervisor - Level 3
© Alacrity Group™ All Rights Reserved.
Team Leader / Supervisor - Level 3 - Masterclass 2 (Resource Book V1.0 )
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Know How to be Self-Aware - Beliefs, Values and its Impact
1
Understand unconscious-bias and Inclusivity
4
Understanding own Impact and Emotional Intelligence
5
Perceiving Emotion
5
Understanding and Using Emotion to Facilitate Thought
6
Managing Emotions
7
Understanding the Chain of Event and Motivation
8
Communication
9
Vision and Mission
10
Problem Solving
11
Reflecting on own Performance, Working Style and its Impact
12
Reflecting on Feedback of Performance and How this can be Used
Understand time management, prioritisation techniques and tools Understand time management techniques and tools, and how to prioritise activities and the use of different approaches to planning, including managing multiple tasks Time management techniques and tools, how to prioritise activities and how to use different approaches to planning, including managing multiple tasks, Time management techniques and models It is vital that you understand how to get the most out of your time at work. Utilising time management techniques will help you become more efficient. Below are a few examples of some techniques that you could employ:
•• •• •• •• •• •• •• •• ••
Plan your day - every morning, write a list of tasks you would like to achieve that day, and set yourself deadlines, this will help you to prioritise and will stop tasks from dragging on. Factor in time for interruptions - no day ever runs smoothly; ensure you have the time to deal with any unexpected interruptions by building in contingency time. Remain focused - it ‘s better to complete 1 task at a time rather than having several jobs on the go at once. Delegate - someone in your team might be able to help complete a task depending on their training and level of responsibility. Organise your inbox - having a system for dealing with and filing emails will help you to spend your time effectively. Having set times during the day to read and respond to emails and flagging them in order of importance will enable you to keep your inbox clear. Plan meetings and set agendas - sticking to agendas will focus people’s attention and stop meetings from overrunning. Keep a log of your tasks for a few days - this will help you to identify any time wasted and delegate activities that could be achieved by another member of the team. Work out how much the task is worth - this will enable you to focus on what is important and plan your time according to the value of the task. Adopt a good filing system - time can be lost looking for files and folders. Organise your desktop into recognisable folders so that you can access files quickly when needed.
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Stephen Covey’s time management matrix Stephen Covey suggests that tasks can be split into 4 quadrants as in the example below, which is based on this model.
Prioritising tasks handout Urgent
Not Urgent 2
3
4
Not Important
Important
1
Plotting activities and tasks on the vertical axis: Important – ask yourself will doing this thing directly help you achieve your goal or vision (85 by 18)? If it will then it is important to you (Boxes 1 and 2) If it will not then it is not important to you (Boxes 3 and 4) Plotting activities and tasks on the horizontal axis: Urgent – •• Ask yourself what is the clear deadline for this? •• The closer that deadline is to now the more urgent it is (Boxes 1 and 3) •• If there is no deadline or it is a long way away then it is less urgent (Boxes 2 and 4)
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••
This axis is not necessarily one or the other (urgent or not urgent), it is more of a continuum in level of urgency and importance.
NB It is the purpose of the activity that should be plotted and not the mode (eg email, meeting) Example activities and where they would be plotted:
•• •• ••
A monthly 121 with a DR would likely to be Box 2 A meeting this week to present to the exec on a project you are leading would likely to be Box A conference call at 4pm today to discuss the overspend on office sundries would likely to be Box 3 (unless one of your key goals is cost cutting or you are facilities manager/office manager etc.) Seasonal planning for next financial year would likely to be Box 2
Not Important
Important
Urgent
Crises Pressing problems Deadline driven projects Operational delivery problem Requests from your boss
Interruptions Shallow relationships Someone else’s problems/needs
Not Urgent Planning
Risk Management / Prevention Innovation / Creation Relationship building Coaching / Team development Analysis / Rouse causes
Trivia Gossip Junk mail Escapism Time wasters
Using the tool: 1: Plot your activities over the next week and then review:
•• ••
What percentage of your time are you spending in each quadrant? What actions can you take to change the time you are spending in the value add quadrants?
How much time are you investing in Box 2 – it should be at least 20%. If you are doing too little is this driving too much last minute activity (firefighting) in Box 1? What do you need to be doing more of to drive your area towards SER goal of 85 by 18? 2: Plot todays to do list and then review:
•• •• ••
What do you need to do? What could you delegate? Are there any activities you should potentially not do? Use the tool below to consider the potential consequences of this:
Box 1 What will happen if I do this?
Weaknesses What will happen if I do not do this?
Opportunities What will not happen if I do this?
Threats What will not happen if I do not do this?
How to Prioritise Activities
Understanding how to prioritise activities is an essential skill as an operations/ departmental manager and using the time management techniques and tools described in the previous section will assist you to plan and prioritise your time and activities. A simple way to keep track of the tasks you need to complete is to make a list.
•• ••
••
Record the tasks that you must complete. This list will need to be flexible and may change daily, so you should be ready to reorganise it when necessary Using a software program will make this easier. Remember the Pareto principle, which states that 80 per cent of your success comes from 20 per cent of your activities. Work out which of your jobs have the greatest impact on your team and the business and try to give priority to those activities during the working day. However, at times, your priorities may change due to the business’s needs, or the demands of customers, so you should understand how to switch between priorities if the need arises. Review your list. As already mentioned, your list will be fluid and will most likely change every day. You should always review your tasks to ensure you are focusing on the right one at the right time.
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Effective approaches to planning
Once you have prioritised your time and activities, you will need to plan how you are going to complete the tasks within the allocated deadlines. Tasks may be short-term and have to be completed in 1 day or less. Others may be longer term projects. Project planning has been covered in detail in module 2. Whatever the situation, your initial approach will be similar. Below is a quick reminder of the steps outlined in the Joseph Weiss and Robert Wysocki project lifecycle. Define - determine the purpose and objectives Plan - plan the details and resources Organise - allocate priorities, communicate and involve others if necessary Execute - work on the task and review it as you go Close - conclude, inform and report As has been already discussed, you will have access to planning tools in the software provided by your business. This will enable you to set up tasks and update plans as work progresses. Examples of what you should be able to do are:
•• •• •• •• •• ••
Identify the task Assign the task to other participants Define the start and end dates allocate a priority level Track its progress towards completion Set up alerts for when the task is due to finish record detailed notes on its progress Close the task
Managing multiple tasks If you are faced with multiple urgent and important tasks at once, it is paramount that these are prioritised and assistance is sought if necessary. You may need to probe for further details or fuller instructions, if required, and confirm deadlines, or you might consider delegating 1 of the tasks to a team member with you overseeing its completion. You may need to consider improving your time management strategies and this requires your desire and commitment to make those changes. Time management can be improved by:
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•• •• •• ••
Better planning Prioritising activities Delegating activities Controlling the environment
To manage your own time effectively you need to plan and then protect that plan and the time. Don’t get distracted or drawn into other things that don’t necessarily require your input. This may include conditioning your environment, or the people within it. This could entail something as simple as providing a weekly schedule for colleagues to ensure they are aware of the most appropriate times to contact you, unless the issue is urgent and important. For example, utilising project management tools, such as critical path analysis (CPA) and creating short and medium-term plans will help you to:
•• •• ••
Identify key and interdependent tasks set timescales Keep tasks on track Identify constraints and mitigate risks agree an action plan
As already identified, understanding the difference between urgent and important tasks will assist you when planning your own work schedule. Urgent tasks need to be completed quickly and will quite often have a time frame attached to them, however they may not be business critical. Important tasks are those that usually impact the workload of others and without them they cannot complete their own tasks or are business critical and a decision may be based on them. When you are confronted by an overwhelming number oft asks, go through them 1 at a time and make a list of what needs to be done and when. From this you will be able to prioritise and delegate appropriately. If you need peace and quiet to complete a specific task and can’t find this in your usual office, work somewhere away from the busy environment that will afford you the time to complete it.
Creating your personal development plan A personal development plan (PDP) is a short document in which you record your development needs and identify how and when you will meet those needs. The document is usually filled in with guidance from your manager. The document contains SMART development objectives that align with organisational goals and your own personal needs, which is why your manager is involved in the agreement and establishment of the objectives to be met.
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This has been covered in detail in module 5, managing people, in the section covering setting goals and objectives, and in module 1, operational management, regarding setting KPls. PDPs have also been covered in module 4, leading people. You will need to demonstrate that you can create, resource and manage your own PDP to achieve successful outcomes. The content of plans will vary between individuals because everyone has different learning needs. The development activities may include formal and informal training events, individual research or reading, attending meetings, observing experienced members of staff or using a mentor or a coach. There are many ways available to develop your knowledge and skills. Using a variety of methods and resources will help you become highly knowledgeable and skilled in your role. The following section gives example s of activities that may be planned as part of your PDP.
Preparing your Personal Development Plan
Any personal development must have a purpose, and the individual must also recognise that a cost will be involved and not necessarily only a financial cost, perhaps involving a sacrifice of their time and a curtailing of social and domestic pleasures. Most importantly, it must succeed in demonstrating that the individual is now capable of doing something differently as a successful outcome of their development. Naturally, this development activity should be directly linked to your job role, if it is linked to a personal n on-work role, then the expectation is that this will be undertaken outside of the work environment. It is not unreasonable for a development plan to include personal life goals. Any development activity must look not only at those skills and abilities required for your job role right now but must predict the required skills and abilities to deal with the changing requirements of the job in your mediumterm and long-term career aspirations. The development activities to be undertaken must have a rationale; no employer will fund a development activity without there being a sound and persuasive reason and a tangible benefit that outweighs the cost. The development activity will require you to seek some assistance or resource to complete; this may be in the form of external training or even an attachment to another colleague in another department. Either way, you would not be able to present a persuasive case to undertake the activity without being realistic about the help and support resources you require.
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Personal Development Plan - Example
Creating your personal development plan These are usually developed in line with organisational objectives and when a training need has been identified for enough people. In-house courses can be developed by a training team within the organisation or by an external training company that is commissioned to write a bespoke programme. These courses are delivered only to members of staff within the organisation, although the training itself can take place at a different location or online.
External training courses
External training is usually delivered at the training provider’s premises or online. The attendees or delegates attending these courses will include employees from other organisations. This offers you the advantage of being able to network and learn informally from your peer groups during breaks. Some external training courses include elements of work-based learning, so some learning takes place in a classroom environment and some takes place on the job. alacrity-group.co.uk
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Accredited training courses result in candidates achieving a qualification. These courses involve you completing formal assessments to demonstrate that you have the required knowledge in the subject or that you have achieved the required level of competence and skill. At the end of your course, you would receive a certificate from the awarding organisation that accredits the qualification. You might also receive a certification of completion from the training provider. Non-accredited training courses usually result in candidates receiving a certificate of attendance or a certificate of achievement. This can be used to record evidence of your CPD. It is important to keep all your certificates together in a safe place, such as a folder or a portfolio case.
Conferences
Conferences provide ideal opportunities to keep up to date with developments in your sector or your specialist role. Like external training programmes, attendance at conferences offers you networking opportunities with your peers and further informal learning opportunities that you can explore.
Coaching and mentoring Coaching and mentoring are development activities that help you to achieve your potential in the workplace. There is an overlap between the 2 activities, but there are significant differences too. Both coaching and mentoring are learning processes. Both involve one-to-one meetings, open discussions and often in-depth questioning. Both help you to take an active part in your own development, to realise your potential and to achieve results that you value. However, the focus of the 2 activities is different. The focus of a coaching relationship is to develop your skills to enable you to improve your performance at work. It is driven by your performance when undertaking specific tasks. Mentoring, on the other hand, is focused on your personal and career development. The mentor takes a professional interest in your overall development and supports your all-round growth in the organisation. A mentor is often in a more senior position and can pass on experiences and act as a ‘sounding board’. Whereas coaching can be a short-term activity, sometimes even a one-off session, mentoring is a longer -term relationship that grows over time. Many organisations create opportunities for formal coaching and mentoring. New members of a team are often assigned a mentor (or buddy) to help them settle in smoothly.
alacrity-group.co.uk
9
Secondments
A secondment allows you to take on a different role for a fixed period, after which you return to your original job role with broader experiences and more knowledge. The secondment can be in a different department or a different organisation. Although most are full-time, some secondment opportunities are part-time, so you stay in your original role for some days and work in the new role on the other days. While on a secondment, a different member of the team undertakes your original role.
Informal learning opportunities Mentoring, coaching and shadowing
We have looked at how organisations set up formal coaching and mentoring opportunities, but not all are formal arrangements. Coaching and mentoring can happen informally by chance. An experienced member of staff can oversee your wellbeing and step in to support your development activities as and when required. This can include short-term shadowing experiences in which you observe the mentor and undertake a task with which you are unfamiliar. Have you ever asked someone you respect for some advice or guidance on how you could handle a difficult situation in your working life, or how you should progress in your career? This is a part of informal mentoring and it can prove very useful. Similarly, have you noticed an experienced colleague undertake a task with expertise and asked to be shown how to do it, or just copied how that person completed the task? This is a form of informal coaching and, like mentoring and shadowing, can be used effectively to help you improve your performance and make progress in your career.
Individual research - books, journals and videos There are a great number of resources available to you if you would like to develop a skill or learn something new. Reading books and journals is a very useful activity when learning how to do something or improve a skill. There are also videos and blogs available from expert s in their fields online. If you undertake research, keep a log of the books you read and the videos you watch. It will form part of your CPD record and will be useful in your appraisals.
Networking Don’t underestimate the usefulness of your colleagues and peer groups for your learning and development.
alacrity-group.co.uk
10
Attendance at conferences and dedicated networking events will help you to increase your network, as will online professional networks. If there is something you would like to learn, and do not feel confident to ask for support at work, you can get in touch with 1 of your contact s. Similarly, if you are part of a professional online group, you can follow discussions on a range of topics and broaden your knowledge in a relaxed environment.
Free online courses There are many free courses available online from reputable training providers. Do a web search for ‘free online courses’ and you will find many providers of free courses on a range of subjects, from accountancy to zoology. Some of them are even accredited.
alacrity-group.co.uk
11
Empowered people make real world impact.
Team Leader / Supervisor LEVEL 3
Masterclass 3 - Managent of Self
PEOPLE EMPOWERED FOR PROGRESS. Alacrity-Group.co.uk 13
Alacrity Group | Team Leader / Supervisor - Level 3
© Alacrity Group™ All Rights Reserved.
Team Leader / Supervisor - Level 3 - Masterclass 3 (Resource Book V1.0 )
1
Know How to be Self-Aware - Beliefs, Values and its Impact
1
Understand unconscious-bias and Inclusivity
4
Understanding own Impact and Emotional Intelligence
5
Perceiving Emotion
5
Understanding and Using Emotion to Facilitate Thought
6
Managing Emotions
7
Understanding the Chain of Event and Motivation
8
Communication
9
Vision and Mission
10
Problem Solving
11
Reflecting on own Performance, Working Style and its Impact
12
Reflecting on Feedback of Performance and How this can be Used
Understand time management, prioritisation techniques and tools Understand time management techniques and tools, and how to prioritise activities and the use of different approaches to planning, including managing multiple tasks Time management techniques and tools, how to prioritise activities and how to use different approaches to planning, including managing multiple tasks, Time management techniques and models It is vital that you understand how to get the most out of your time at work. Utilising time management techniques will help you become more efficient. Below are a few examples of some techniques that you could employ:
•• •• •• •• •• •• •• •• ••
Plan your day - every morning, write a list of tasks you would like to achieve that day, and set yourself deadlines, this will help you to prioritise and will stop tasks from dragging on. Factor in time for interruptions - no day ever runs smoothly; ensure you have the time to deal with any unexpected interruptions by building in contingency time. Remain focused - it ‘s better to complete 1 task at a time rather than having several jobs on the go at once. Delegate - someone in your team might be able to help complete a task depending on their training and level of responsibility. Organise your inbox - having a system for dealing with and filing emails will help you to spend your time effectively. Having set times during the day to read and respond to emails and flagging them in order of importance will enable you to keep your inbox clear. Plan meetings and set agendas - sticking to agendas will focus people’s attention and stop meetings from overrunning. Keep a log of your tasks for a few days - this will help you to identify any time wasted and delegate activities that could be achieved by another member of the team. Work out how much the task is worth - this will enable you to focus on what is important and plan your time according to the value of the task. Adopt a good filing system - time can be lost looking for files and folders. Organise your desktop into recognisable folders so that you can access files quickly when needed.
alacrity-group.co.uk
16
Stephen Covey’s time management matrix Stephen Covey suggests that tasks can be split into 4 quadrants as in the example below, which is based on this model.
Prioritising tasks handout Urgent
Not Urgent 2
3
4
Not Important
Important
1
Plotting activities and tasks on the vertical axis: Important – ask yourself will doing this thing directly help you achieve your goal or vision (85 by 18)? If it will then it is important to you (Boxes 1 and 2) If it will not then it is not important to you (Boxes 3 and 4) Plotting activities and tasks on the horizontal axis: Urgent – •• Ask yourself what is the clear deadline for this? •• The closer that deadline is to now the more urgent it is (Boxes 1 and 3) •• If there is no deadline or it is a long way away then it is less urgent (Boxes 2 and 4)
alacrity-group.co.uk
17
••
This axis is not necessarily one or the other (urgent or not urgent), it is more of a continuum in level of urgency and importance.
NB It is the purpose of the activity that should be plotted and not the mode (eg email, meeting) Example activities and where they would be plotted:
•• •• ••
A monthly 121 with a DR would likely to be Box 2 A meeting this week to present to the exec on a project you are leading would likely to be Box A conference call at 4pm today to discuss the overspend on office sundries would likely to be Box 3 (unless one of your key goals is cost cutting or you are facilities manager/office manager etc.) Seasonal planning for next financial year would likely to be Box 2
Not Important
Important
Urgent
Crises Pressing problems Deadline driven projects Operational delivery problem Requests from your boss
Interruptions Shallow relationships Someone else’s problems/needs
Not Urgent Planning
Risk Management / Prevention Innovation / Creation Relationship building Coaching / Team development Analysis / Rouse causes
Trivia Gossip Junk mail Escapism Time wasters
Using the tool: 1: Plot your activities over the next week and then review:
•• ••
What percentage of your time are you spending in each quadrant? What actions can you take to change the time you are spending in the value add quadrants?
How much time are you investing in Box 2 – it should be at least 20%. If you are doing too little is this driving too much last minute activity (firefighting) in Box 1? What do you need to be doing more of to drive your area towards SER goal of 85 by 18? 2: Plot todays to do list and then review:
•• •• ••
What do you need to do? What could you delegate? Are there any activities you should potentially not do? Use the tool below to consider the potential consequences of this:
Box 1 What will happen if I do this?
Weaknesses What will happen if I do not do this?
Opportunities What will not happen if I do this?
Threats What will not happen if I do not do this?
How to Prioritise Activities
Understanding how to prioritise activities is an essential skill as an operations/ departmental manager and using the time management techniques and tools described in the previous section will assist you to plan and prioritise your time and activities. A simple way to keep track of the tasks you need to complete is to make a list.
•• ••
••
Record the tasks that you must complete. This list will need to be flexible and may change daily, so you should be ready to reorganise it when necessary Using a software program will make this easier. Remember the Pareto principle, which states that 80 per cent of your success comes from 20 per cent of your activities. Work out which of your jobs have the greatest impact on your team and the business and try to give priority to those activities during the working day. However, at times, your priorities may change due to the business’s needs, or the demands of customers, so you should understand how to switch between priorities if the need arises. Review your list. As already mentioned, your list will be fluid and will most likely change every day. You should always review your tasks to ensure you are focusing on the right one at the right time.
alacrity-group.co.uk
19
Effective approaches to planning
Once you have prioritised your time and activities, you will need to plan how you are going to complete the tasks within the allocated deadlines. Tasks may be short-term and have to be completed in 1 day or less. Others may be longer term projects. Project planning has been covered in detail in module 2. Whatever the situation, your initial approach will be similar. Below is a quick reminder of the steps outlined in the Joseph Weiss and Robert Wysocki project lifecycle. Define - determine the purpose and objectives Plan - plan the details and resources Organise - allocate priorities, communicate and involve others if necessary Execute - work on the task and review it as you go Close - conclude, inform and report As has been already discussed, you will have access to planning tools in the software provided by your business. This will enable you to set up tasks and update plans as work progresses. Examples of what you should be able to do are:
•• •• •• •• •• ••
Identify the task Assign the task to other participants Define the start and end dates allocate a priority level Track its progress towards completion Set up alerts for when the task is due to finish record detailed notes on its progress Close the task
Managing multiple tasks If you are faced with multiple urgent and important tasks at once, it is paramount that these are prioritised and assistance is sought if necessary. You may need to probe for further details or fuller instructions, if required, and confirm deadlines, or you might consider delegating 1 of the tasks to a team member with you overseeing its completion. You may need to consider improving your time management strategies and this requires your desire and commitment to make those changes. Time management can be improved by:
alacrity-group.co.uk
20
•• •• •• ••
Better planning Prioritising activities Delegating activities Controlling the environment
To manage your own time effectively you need to plan and then protect that plan and the time. Don’t get distracted or drawn into other things that don’t necessarily require your input. This may include conditioning your environment, or the people within it. This could entail something as simple as providing a weekly schedule for colleagues to ensure they are aware of the most appropriate times to contact you, unless the issue is urgent and important. For example, utilising project management tools, such as critical path analysis (CPA) and creating short and medium-term plans will help you to:
•• •• ••
Identify key and interdependent tasks set timescales Keep tasks on track Identify constraints and mitigate risks agree an action plan
As already identified, understanding the difference between urgent and important tasks will assist you when planning your own work schedule. Urgent tasks need to be completed quickly and will quite often have a time frame attached to them, however they may not be business critical. Important tasks are those that usually impact the workload of others and without them they cannot complete their own tasks or are business critical and a decision may be based on them. When you are confronted by an overwhelming number oft asks, go through them 1 at a time and make a list of what needs to be done and when. From this you will be able to prioritise and delegate appropriately. If you need peace and quiet to complete a specific task and can’t find this in your usual office, work somewhere away from the busy environment that will afford you the time to complete it.
Creating your personal development plan A personal development plan (PDP) is a short document in which you record your development needs and identify how and when you will meet those needs. The document is usually filled in with guidance from your manager. The document contains SMART development objectives that align with organisational goals and your own personal needs, which is why your manager is involved in the agreement and establishment of the objectives to be met.
alacrity-group.co.uk
21
This has been covered in detail in module 5, managing people, in the section covering setting goals and objectives, and in module 1, operational management, regarding setting KPls. PDPs have also been covered in module 4, leading people. You will need to demonstrate that you can create, resource and manage your own PDP to achieve successful outcomes. The content of plans will vary between individuals because everyone has different learning needs. The development activities may include formal and informal training events, individual research or reading, attending meetings, observing experienced members of staff or using a mentor or a coach. There are many ways available to develop your knowledge and skills. Using a variety of methods and resources will help you become highly knowledgeable and skilled in your role. The following section gives example s of activities that may be planned as part of your PDP.
Preparing your Personal Development Plan
Any personal development must have a purpose, and the individual must also recognise that a cost will be involved and not necessarily only a financial cost, perhaps involving a sacrifice of their time and a curtailing of social and domestic pleasures. Most importantly, it must succeed in demonstrating that the individual is now capable of doing something differently as a successful outcome of their development. Naturally, this development activity should be directly linked to your job role, if it is linked to a personal n on-work role, then the expectation is that this will be undertaken outside of the work environment. It is not unreasonable for a development plan to include personal life goals. Any development activity must look not only at those skills and abilities required for your job role right now but must predict the required skills and abilities to deal with the changing requirements of the job in your mediumterm and long-term career aspirations. The development activities to be undertaken must have a rationale; no employer will fund a development activity without there being a sound and persuasive reason and a tangible benefit that outweighs the cost. The development activity will require you to seek some assistance or resource to complete; this may be in the form of external training or even an attachment to another colleague in another department. Either way, you would not be able to present a persuasive case to undertake the activity without being realistic about the help and support resources you require.
alacrity-group.co.uk
22
Personal Development Plan - Example
Creating your personal development plan These are usually developed in line with organisational objectives and when a training need has been identified for enough people. In-house courses can be developed by a training team within the organisation or by an external training company that is commissioned to write a bespoke programme. These courses are delivered only to members of staff within the organisation, although the training itself can take place at a different location or online.
External training courses
External training is usually delivered at the training provider’s premises or online. The attendees or delegates attending these courses will include employees from other organisations. This offers you the advantage of being able to network and learn informally from your peer groups during breaks. Some external training courses include elements of work-based learning, so some learning takes place in a classroom environment and some takes place on the job. alacrity-group.co.uk
23
Accredited training courses result in candidates achieving a qualification. These courses involve you completing formal assessments to demonstrate that you have the required knowledge in the subject or that you have achieved the required level of competence and skill. At the end of your course, you would receive a certificate from the awarding organisation that accredits the qualification. You might also receive a certification of completion from the training provider. Non-accredited training courses usually result in candidates receiving a certificate of attendance or a certificate of achievement. This can be used to record evidence of your CPD. It is important to keep all your certificates together in a safe place, such as a folder or a portfolio case.
Conferences
Conferences provide ideal opportunities to keep up to date with developments in your sector or your specialist role. Like external training programmes, attendance at conferences offers you networking opportunities with your peers and further informal learning opportunities that you can explore.
Coaching and mentoring Coaching and mentoring are development activities that help you to achieve your potential in the workplace. There is an overlap between the 2 activities, but there are significant differences too. Both coaching and mentoring are learning processes. Both involve one-to-one meetings, open discussions and often in-depth questioning. Both help you to take an active part in your own development, to realise your potential and to achieve results that you value. However, the focus of the 2 activities is different. The focus of a coaching relationship is to develop your skills to enable you to improve your performance at work. It is driven by your performance when undertaking specific tasks. Mentoring, on the other hand, is focused on your personal and career development. The mentor takes a professional interest in your overall development and supports your all-round growth in the organisation. A mentor is often in a more senior position and can pass on experiences and act as a ‘sounding board’. Whereas coaching can be a short-term activity, sometimes even a one-off session, mentoring is a longer -term relationship that grows over time. Many organisations create opportunities for formal coaching and mentoring. New members of a team are often assigned a mentor (or buddy) to help them settle in smoothly.
alacrity-group.co.uk
24
Secondments
A secondment allows you to take on a different role for a fixed period, after which you return to your original job role with broader experiences and more knowledge. The secondment can be in a different department or a different organisation. Although most are full-time, some secondment opportunities are part-time, so you stay in your original role for some days and work in the new role on the other days. While on a secondment, a different member of the team undertakes your original role.
Informal learning opportunities Mentoring, coaching and shadowing
We have looked at how organisations set up formal coaching and mentoring opportunities, but not all are formal arrangements. Coaching and mentoring can happen informally by chance. An experienced member of staff can oversee your wellbeing and step in to support your development activities as and when required. This can include short-term shadowing experiences in which you observe the mentor and undertake a task with which you are unfamiliar. Have you ever asked someone you respect for some advice or guidance on how you could handle a difficult situation in your working life, or how you should progress in your career? This is a part of informal mentoring and it can prove very useful. Similarly, have you noticed an experienced colleague undertake a task with expertise and asked to be shown how to do it, or just copied how that person completed the task? This is a form of informal coaching and, like mentoring and shadowing, can be used effectively to help you improve your performance and make progress in your career.
Individual research - books, journals and videos There are a great number of resources available to you if you would like to develop a skill or learn something new. Reading books and journals is a very useful activity when learning how to do something or improve a skill. There are also videos and blogs available from expert s in their fields online. If you undertake research, keep a log of the books you read and the videos you watch. It will form part of your CPD record and will be useful in your appraisals.
Networking Don’t underestimate the usefulness of your colleagues and peer groups for your learning and development.
alacrity-group.co.uk
25
Attendance at conferences and dedicated networking events will help you to increase your network, as will online professional networks. If there is something you would like to learn, and do not feel confident to ask for support at work, you can get in touch with 1 of your contact s. Similarly, if you are part of a professional online group, you can follow discussions on a range of topics and broaden your knowledge in a relaxed environment.
Free online courses There are many free courses available online from reputable training providers. Do a web search for ‘free online courses’ and you will find many providers of free courses on a range of subjects, from accountancy to zoology. Some of them are even accredited.
alacrity-group.co.uk
26
Empowered people make real world impact.
Team Leader / Supervisor LEVEL 3
Masterclass 3 - Managent of Self
PEOPLE EMPOWERED FOR PROGRESS. Alacrity-Group.co.uk 28
Alacrity Group | Team Leader / Supervisor - Level 3
© Alacrity Group™ All Rights Reserved.
Team Leader / Supervisor - Level 3 - Masterclass 3 (Resource Book V1.0 )
1
Know How to be Self-Aware - Beliefs, Values and its Impact
1
Understand unconscious-bias and Inclusivity
4
Understanding own Impact and Emotional Intelligence
5
Perceiving Emotion
5
Understanding and Using Emotion to Facilitate Thought
6
Managing Emotions
7
Understanding the Chain of Event and Motivation
8
Communication
9
Vision and Mission
10
Problem Solving
11
Reflecting on own Performance, Working Style and its Impact
12
Reflecting on Feedback of Performance and How this can be Used
Understand time management, prioritisation techniques and tools Understand time management techniques and tools, and how to prioritise activities and the use of different approaches to planning, including managing multiple tasks Time management techniques and tools, how to prioritise activities and how to use different approaches to planning, including managing multiple tasks, Time management techniques and models It is vital that you understand how to get the most out of your time at work. Utilising time management techniques will help you become more efficient. Below are a few examples of some techniques that you could employ:
•• •• •• •• •• •• •• •• ••
Plan your day - every morning, write a list of tasks you would like to achieve that day, and set yourself deadlines, this will help you to prioritise and will stop tasks from dragging on. Factor in time for interruptions - no day ever runs smoothly; ensure you have the time to deal with any unexpected interruptions by building in contingency time. Remain focused - it ‘s better to complete 1 task at a time rather than having several jobs on the go at once. Delegate - someone in your team might be able to help complete a task depending on their training and level of responsibility. Organise your inbox - having a system for dealing with and filing emails will help you to spend your time effectively. Having set times during the day to read and respond to emails and flagging them in order of importance will enable you to keep your inbox clear. Plan meetings and set agendas - sticking to agendas will focus people’s attention and stop meetings from overrunning. Keep a log of your tasks for a few days - this will help you to identify any time wasted and delegate activities that could be achieved by another member of the team. Work out how much the task is worth - this will enable you to focus on what is important and plan your time according to the value of the task. Adopt a good filing system - time can be lost looking for files and folders. Organise your desktop into recognisable folders so that you can access files quickly when needed.
alacrity-group.co.uk
31
Stephen Covey’s time management matrix Stephen Covey suggests that tasks can be split into 4 quadrants as in the example below, which is based on this model.
Prioritising tasks handout Urgent
Not Urgent 2
3
4
Not Important
Important
1
Plotting activities and tasks on the vertical axis: Important – ask yourself will doing this thing directly help you achieve your goal or vision (85 by 18)? If it will then it is important to you (Boxes 1 and 2) If it will not then it is not important to you (Boxes 3 and 4) Plotting activities and tasks on the horizontal axis: Urgent – •• Ask yourself what is the clear deadline for this? •• The closer that deadline is to now the more urgent it is (Boxes 1 and 3) •• If there is no deadline or it is a long way away then it is less urgent (Boxes 2 and 4)
alacrity-group.co.uk
32
••
This axis is not necessarily one or the other (urgent or not urgent), it is more of a continuum in level of urgency and importance.
NB It is the purpose of the activity that should be plotted and not the mode (eg email, meeting) Example activities and where they would be plotted:
•• •• ••
A monthly 121 with a DR would likely to be Box 2 A meeting this week to present to the exec on a project you are leading would likely to be Box A conference call at 4pm today to discuss the overspend on office sundries would likely to be Box 3 (unless one of your key goals is cost cutting or you are facilities manager/office manager etc.) Seasonal planning for next financial year would likely to be Box 2
Not Important
Important
Urgent
Crises Pressing problems Deadline driven projects Operational delivery problem Requests from your boss
Interruptions Shallow relationships Someone else’s problems/needs
Not Urgent Planning
Risk Management / Prevention Innovation / Creation Relationship building Coaching / Team development Analysis / Rouse causes
Trivia Gossip Junk mail Escapism Time wasters
Using the tool: 1: Plot your activities over the next week and then review:
•• ••
What percentage of your time are you spending in each quadrant? What actions can you take to change the time you are spending in the value add quadrants?
How much time are you investing in Box 2 – it should be at least 20%. If you are doing too little is this driving too much last minute activity (firefighting) in Box 1? What do you need to be doing more of to drive your area towards SER goal of 85 by 18? 2: Plot todays to do list and then review:
•• •• ••
What do you need to do? What could you delegate? Are there any activities you should potentially not do? Use the tool below to consider the potential consequences of this:
Box 1 What will happen if I do this?
Weaknesses What will happen if I do not do this?
Opportunities What will not happen if I do this?
Threats What will not happen if I do not do this?
How to Prioritise Activities
Understanding how to prioritise activities is an essential skill as an operations/ departmental manager and using the time management techniques and tools described in the previous section will assist you to plan and prioritise your time and activities. A simple way to keep track of the tasks you need to complete is to make a list.
•• ••
••
Record the tasks that you must complete. This list will need to be flexible and may change daily, so you should be ready to reorganise it when necessary Using a software program will make this easier. Remember the Pareto principle, which states that 80 per cent of your success comes from 20 per cent of your activities. Work out which of your jobs have the greatest impact on your team and the business and try to give priority to those activities during the working day. However, at times, your priorities may change due to the business’s needs, or the demands of customers, so you should understand how to switch between priorities if the need arises. Review your list. As already mentioned, your list will be fluid and will most likely change every day. You should always review your tasks to ensure you are focusing on the right one at the right time.
alacrity-group.co.uk
34
Effective approaches to planning
Once you have prioritised your time and activities, you will need to plan how you are going to complete the tasks within the allocated deadlines. Tasks may be short-term and have to be completed in 1 day or less. Others may be longer term projects. Project planning has been covered in detail in module 2. Whatever the situation, your initial approach will be similar. Below is a quick reminder of the steps outlined in the Joseph Weiss and Robert Wysocki project lifecycle. Define - determine the purpose and objectives Plan - plan the details and resources Organise - allocate priorities, communicate and involve others if necessary Execute - work on the task and review it as you go Close - conclude, inform and report As has been already discussed, you will have access to planning tools in the software provided by your business. This will enable you to set up tasks and update plans as work progresses. Examples of what you should be able to do are:
•• •• •• •• •• ••
Identify the task Assign the task to other participants Define the start and end dates allocate a priority level Track its progress towards completion Set up alerts for when the task is due to finish record detailed notes on its progress Close the task
Managing multiple tasks If you are faced with multiple urgent and important tasks at once, it is paramount that these are prioritised and assistance is sought if necessary. You may need to probe for further details or fuller instructions, if required, and confirm deadlines, or you might consider delegating 1 of the tasks to a team member with you overseeing its completion. You may need to consider improving your time management strategies and this requires your desire and commitment to make those changes. Time management can be improved by:
alacrity-group.co.uk
35
•• •• •• ••
Better planning Prioritising activities Delegating activities Controlling the environment
To manage your own time effectively you need to plan and then protect that plan and the time. Don’t get distracted or drawn into other things that don’t necessarily require your input. This may include conditioning your environment, or the people within it. This could entail something as simple as providing a weekly schedule for colleagues to ensure they are aware of the most appropriate times to contact you, unless the issue is urgent and important. For example, utilising project management tools, such as critical path analysis (CPA) and creating short and medium-term plans will help you to:
•• •• ••
Identify key and interdependent tasks set timescales Keep tasks on track Identify constraints and mitigate risks agree an action plan
As already identified, understanding the difference between urgent and important tasks will assist you when planning your own work schedule. Urgent tasks need to be completed quickly and will quite often have a time frame attached to them, however they may not be business critical. Important tasks are those that usually impact the workload of others and without them they cannot complete their own tasks or are business critical and a decision may be based on them. When you are confronted by an overwhelming number oft asks, go through them 1 at a time and make a list of what needs to be done and when. From this you will be able to prioritise and delegate appropriately. If you need peace and quiet to complete a specific task and can’t find this in your usual office, work somewhere away from the busy environment that will afford you the time to complete it.
Creating your personal development plan A personal development plan (PDP) is a short document in which you record your development needs and identify how and when you will meet those needs. The document is usually filled in with guidance from your manager. The document contains SMART development objectives that align with organisational goals and your own personal needs, which is why your manager is involved in the agreement and establishment of the objectives to be met.
alacrity-group.co.uk
36
This has been covered in detail in module 5, managing people, in the section covering setting goals and objectives, and in module 1, operational management, regarding setting KPls. PDPs have also been covered in module 4, leading people. You will need to demonstrate that you can create, resource and manage your own PDP to achieve successful outcomes. The content of plans will vary between individuals because everyone has different learning needs. The development activities may include formal and informal training events, individual research or reading, attending meetings, observing experienced members of staff or using a mentor or a coach. There are many ways available to develop your knowledge and skills. Using a variety of methods and resources will help you become highly knowledgeable and skilled in your role. The following section gives example s of activities that may be planned as part of your PDP.
Preparing your Personal Development Plan
Any personal development must have a purpose, and the individual must also recognise that a cost will be involved and not necessarily only a financial cost, perhaps involving a sacrifice of their time and a curtailing of social and domestic pleasures. Most importantly, it must succeed in demonstrating that the individual is now capable of doing something differently as a successful outcome of their development. Naturally, this development activity should be directly linked to your job role, if it is linked to a personal n on-work role, then the expectation is that this will be undertaken outside of the work environment. It is not unreasonable for a development plan to include personal life goals. Any development activity must look not only at those skills and abilities required for your job role right now but must predict the required skills and abilities to deal with the changing requirements of the job in your mediumterm and long-term career aspirations. The development activities to be undertaken must have a rationale; no employer will fund a development activity without there being a sound and persuasive reason and a tangible benefit that outweighs the cost. The development activity will require you to seek some assistance or resource to complete; this may be in the form of external training or even an attachment to another colleague in another department. Either way, you would not be able to present a persuasive case to undertake the activity without being realistic about the help and support resources you require.
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Personal Development Plan - Example
Creating your personal development plan These are usually developed in line with organisational objectives and when a training need has been identified for enough people. In-house courses can be developed by a training team within the organisation or by an external training company that is commissioned to write a bespoke programme. These courses are delivered only to members of staff within the organisation, although the training itself can take place at a different location or online.
External training courses
External training is usually delivered at the training provider’s premises or online. The attendees or delegates attending these courses will include employees from other organisations. This offers you the advantage of being able to network and learn informally from your peer groups during breaks. Some external training courses include elements of work-based learning, so some learning takes place in a classroom environment and some takes place on the job. alacrity-group.co.uk
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Accredited training courses result in candidates achieving a qualification. These courses involve you completing formal assessments to demonstrate that you have the required knowledge in the subject or that you have achieved the required level of competence and skill. At the end of your course, you would receive a certificate from the awarding organisation that accredits the qualification. You might also receive a certification of completion from the training provider. Non-accredited training courses usually result in candidates receiving a certificate of attendance or a certificate of achievement. This can be used to record evidence of your CPD. It is important to keep all your certificates together in a safe place, such as a folder or a portfolio case.
Conferences
Conferences provide ideal opportunities to keep up to date with developments in your sector or your specialist role. Like external training programmes, attendance at conferences offers you networking opportunities with your peers and further informal learning opportunities that you can explore.
Coaching and mentoring Coaching and mentoring are development activities that help you to achieve your potential in the workplace. There is an overlap between the 2 activities, but there are significant differences too. Both coaching and mentoring are learning processes. Both involve one-to-one meetings, open discussions and often in-depth questioning. Both help you to take an active part in your own development, to realise your potential and to achieve results that you value. However, the focus of the 2 activities is different. The focus of a coaching relationship is to develop your skills to enable you to improve your performance at work. It is driven by your performance when undertaking specific tasks. Mentoring, on the other hand, is focused on your personal and career development. The mentor takes a professional interest in your overall development and supports your all-round growth in the organisation. A mentor is often in a more senior position and can pass on experiences and act as a ‘sounding board’. Whereas coaching can be a short-term activity, sometimes even a one-off session, mentoring is a longer -term relationship that grows over time. Many organisations create opportunities for formal coaching and mentoring. New members of a team are often assigned a mentor (or buddy) to help them settle in smoothly.
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Secondments
A secondment allows you to take on a different role for a fixed period, after which you return to your original job role with broader experiences and more knowledge. The secondment can be in a different department or a different organisation. Although most are full-time, some secondment opportunities are part-time, so you stay in your original role for some days and work in the new role on the other days. While on a secondment, a different member of the team undertakes your original role.
Informal learning opportunities Mentoring, coaching and shadowing
We have looked at how organisations set up formal coaching and mentoring opportunities, but not all are formal arrangements. Coaching and mentoring can happen informally by chance. An experienced member of staff can oversee your wellbeing and step in to support your development activities as and when required. This can include short-term shadowing experiences in which you observe the mentor and undertake a task with which you are unfamiliar. Have you ever asked someone you respect for some advice or guidance on how you could handle a difficult situation in your working life, or how you should progress in your career? This is a part of informal mentoring and it can prove very useful. Similarly, have you noticed an experienced colleague undertake a task with expertise and asked to be shown how to do it, or just copied how that person completed the task? This is a form of informal coaching and, like mentoring and shadowing, can be used effectively to help you improve your performance and make progress in your career.
Individual research - books, journals and videos There are a great number of resources available to you if you would like to develop a skill or learn something new. Reading books and journals is a very useful activity when learning how to do something or improve a skill. There are also videos and blogs available from expert s in their fields online. If you undertake research, keep a log of the books you read and the videos you watch. It will form part of your CPD record and will be useful in your appraisals.
Networking Don’t underestimate the usefulness of your colleagues and peer groups for your learning and development.
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Attendance at conferences and dedicated networking events will help you to increase your network, as will online professional networks. If there is something you would like to learn, and do not feel confident to ask for support at work, you can get in touch with 1 of your contact s. Similarly, if you are part of a professional online group, you can follow discussions on a range of topics and broaden your knowledge in a relaxed environment.
Free online courses There are many free courses available online from reputable training providers. Do a web search for ‘free online courses’ and you will find many providers of free courses on a range of subjects, from accountancy to zoology. Some of them are even accredited.
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