UNIT 5001V1: Personal Development as a Manager and a Leader
A.C. 1.1 – Identify the importance of continual self-development in achieving organisational objectives
Continual self-development is fundamental to progressing through any given career path. The basic concept of continuous self-development has been derived from the concept of continuous development and its objective is to achieve organisational objectives through the recognition of the links between learning and performance (Martin, 2005). The importance of gaining knowledge to improve your working life is huge, to keep you ahead of the competition so you have a defined plan towards success. Continual self-development puts the onus on the individual to take sole responsibility and ownership of their learning and development.
The individual must be feel the need, be driven and motivated in order to expose any weaknesses they might have and also highlights the strengths they have. This would give the individual direction to seek any specific learning tools which would benefit them, thus improving their weaknesses. Ideally a continuing self- development should be ran in parallel to organizational goals as this gives those further assurances that any self-development would only enhance the individual’s skills in their role and provide greater value for the business.
There are a lot of benefits which can be taken from continual self-development such as: Self-awareness; improved focus and effectiveness; greater resilience. Continual self-development begins with self-awareness. You get to understand who you are; your values, beliefs and the goals you wish to achieve. With improved development comes clarity, as your development improves so does the ability to prioritize hence improved focus and effectiveness. There will be obstacles along the way and you will need the skills and attributes to tackle these effectively. Continual self-development won’t stop these things from happening but help you deal with tough situations and give you greater resilience.
A.C. 1.2 – Assess current skills and competencies against defined role requirements and organisational objectives
I am currently working as a Contracts Manager for Washington Metalwork’s Ltd; a sheet metalwork company based in the north east of England. As a Contracts Manager I am responsible for; the quotation of new enquires from my clients; monitoring the progress of my accounts WIP; ensuring the delivery of my accounts products in the agreed timescale; building, developing and maintaining client relationships; identifying new business opportunities and also working with accounts dept. regarding any payment issues with my clients.
I also am responsible for an Administrator who I communicate with daily regarding my clients. Once I have converted the quotation to a sale I will pass it over to Admin to raise the works order on to the system. They produce daily schedules which I will review and make any amendments required. I have worked at this level for a number of year now without any formal qualifications in Management. I have developed through doing to role daily and learning from mistakes made which I believe has made me a better Manager.
My strengths are that I am a good communicator, able to manage multiple accounts concurrently, have good negotiation skills and have good forward planning. Areas which I could develop in would be having more face to face interaction with my clients, gaining a great knowledge of sheet metalwork, conducting regular team meetings and report writing. I currently don’t have to conduct meetings regularly but I this is an area which could improve and also writing reports to the directors. This work is seen as beneficial to the business if I develop these skills.
A.C. 1.3 – Identify development opportunities to meet current and future defined needs
Washington Metalwork’s doesn’t any training or development programs for its Managers. None of its Managers have any formal qualification in Management. This is something which must change to keep the business moving in the right direction. By gaining this qualification I will be improving my effectiveness as a manager, maintaining my current skills and acquiring new knowledge. My role won’t change for the next couple of years at least so I can ensure my personal development plan is in line with Washington Metalwork’s business objectives. A big part of my role in the next 12 months will be further develop my Administrator, ensuring that they understand how to work automatously, developing their communication skills with my clients so they have greater ownership of running accounts. Another opportunity for development is the implementation of a new ERP system; Global Shop Solutions (GSS) I have been selected as part of a group of “Power Users” who will undertake a training course in Texas, USA. Upon completion of the training we will then be responsible for cascading the information we have learnt to the rest of the commercial team.
Many leading companies are looking at ways to link skills development to strategic objectives as well as to demonstrate compliance with industry regulations. The greatest cost of learning is the time people are not working at their jobs. The solution is to minimise the time spent in training and focus people specifically on just the skills they need. It is important, therefore, to identify the skill gaps of employees in terms of the organisation’s specific business goals and strategies (Homer, 2001)
A.C. 1.4 – Construct a personal development plan with achievable but challenging goals
I have constructed by Personal Development Plan and used the framework of S.M.A.R.T goals; A SMART goal should be specific, measurable, achievable, realistic and time-bound. See below the Personal Development Plan which I have created. It includes developing my Administrator which will also improve my current skills.
What are my development objectives? What activities do I need to undertake to achieve my objectives? What support / resources do I need to achieve my objectives?
To complete CMI Diploma in Management and Leadership by April 2018
Finish one unit every 6 weeks
Pre agreed mentoring time within the working week, eg. One hour a week with Director
Become competent GSS user
Weekly training with hands on use of the system
The authorisation of the Directors to set aside time for the Power Users to undertake the training
Expand technical knowledge of fabrication Undertake part time course through city ; guilds The authorisation of the Directors to take time out of working week to undertake training 1/11/17
Develop Administrator Working alongside the individual to expand their knowledge The authorisation of the directors of paying any potential overtime of the administrator as it will be easier to work closely outside office hours 1/12/17
A.C. 2.1 – Identify the resources required to support the personal development plan
The resources required to support the personal development plan are that of the business and individual: the business must encourage personal development, for this to be implemented the business needs to show it wants to do this by being flexible with its managers to ensure that the required learning is being done. If this is the case then the resources will then be available to the individual.
The individual must also show their time management skills to ensure that their current work load isn’t affected when training is taking place. Ensuring that accounts are being maintained and clients expectations are met I will have to delegate work efficiently to my administrator.
A.C. 2.2 – Develop a business case to secure the resources to support the personal development plan
A business case is a justification of pursuing a course of action in an organisational context to meet stated organisational objectives or goals (Remenyi, 1999). The business case will look at how investment on resources required to support the personal development plan will help achieving various objectives of an organisation.
I have created this personal development plan to improve the areas I feel that I am weak and also create further growth for the business. Investment on the resources as identified in section 2.1 will ensure that not only a departmental manager but also other employees will be benefitted to improve their skills and skilled employees will make organisational operations efficient and effective and organisational objectives will be achieved such as minimising costs by improving the efficiency of the organisation.
The development objectives that I have identified for the next 12 months are:
1). Completing my CMI Diploma in Management and Leadership, the total cost of this would be £xxxx. This is excluding any potential time during my working week to do any necessary learning and receive any mentoring.
2). Become a competent Global Shop Solutions user. After spending time in Texas on a training course at a cost of £xxxx it would then be prudent to then follow on with weekly meetings with the “Power Users” to develop further understanding and knowledge of the system before going live and having to cascade the information down. This time would need to be spent during working hours and therefore peoples roles would have to be covered.
3). Undertake a part time course in welding/metal work to further expanding my knowledge of the industry. I believe this is the only area that I lack in comparison to my fellow Contract Managers. This would be a cost of £xxxx and learning would be out of works hours.
4). Developing my administrator would be the biggest challenge for me. Using the skills gained whilst completing my CMI Diploma, I see this as the perfect opportunity to utilise what I have learnt and put it into action. If I can bring the administrator up to a level I believe is acceptable this work create more scope for the business to move forward as more delegated duties could be put their way which would free up more of my working week to bring more new clients to increase turnover/profit for the business.
My personal development plan has been complied to help me grow and progress as a manager. The training will improve my knowledge and allow me to feel fully complete as a contracts manager.
A.C. 3.1 – Discuss the processes required to implement the personal development plan
The introduction of personal development plan requires the following process; informing the employees: If the employees do not know about the PDP clearly it will be impossible to implement such plan. Hence managers, team leaders and all individuals need to learn about personal development planning (Armstrong, 2009).
The implementation of my personal development plan will need to be signed off by my directors. After I have been authorised by the directors I will need to ensure that my daily duties are maintained and fulfilled whilst I am in training. This means I must delegate certain responsibilities to my administrator when I am away from the office. I must also build relationships with directors in order to gain mentoring. A major part of completing my personal development plan will rest of excellent time management whilst also setting achievable goals throughout the plan.
A.C. 3.2 – Evaluate the impact of the personal development plan on the achievement of defined role requirements and organisational objectives
The personal development plan that I’ve created will only a positive not only the objectives of the business but also my role requirements. The simplest way for this to be measured would be at my yearly appraisal in the following ways:
The reports which would be written after meetings with current clients would give more knowledge to the directors about what work is being done to maintain a successful account for the business.
Having weekly meetings with other “Power Users” will have a positive impact on all employees involved. Information and ideas of how best to implement and utilise the new system can be discussed in a group. This will mean all voices are heard in one room.
By enrolling in a welding / sheet metalwork course this will mean that any new enquiry which comes in to the business I can complete without any advice from another contracts manager. It will improve my quotation turnaround time thus providing a better service for the client
Developing my administrator will give greater scope for the business to improve. They could potentially gain promotion within the business. Promoting internally helps the business keep moving forward as there isn’t any settling in period for a new employee. Employing a replacement for an administrator role would be more straight forward as the skill level required is less than one of a Contract Manager.
A.C. 3.3 – Review and update the personal development plan
My personal development plant would be an evolving document that would be changing throughout the year and adjusted if need be. At the end of the 12 month period an overall review would be done to see if all goals were completed. If any goals were not completed in the personal development plan it is important to understand why this couldn’t be completed and any obstacles that were present should be noted and reviewed. Changes of my role within the business or other personnel could impact whether any goals were completed.
A.C. 4.1 – Discuss the relationship between staff welfare and organisational objectives
The relationship between staff welfare and organisational objectives is paramount. It shouldn’t be just ensuring the health and safety of staff in the workplace but also helping support staff staying fit and healthy. The most important asset to any organisation is its staff. Staff welfare should be a priority for any organisation and a main objective would be staff sickness days. If the business is proactive with its staff and provides certain perks for working for the business i.e. bike to work schemes, childcare vouchers, salary sacrifice schemes, team building days. This would improve the efficiency of the business and reduce sick days.
Organisations with a good reputation of staff welfare benefit from the ability to retain staff, attract the good quality employees whilst maintaining a positive morale throughout the business. If the business is open with staff regarding the organisations objectives you will have a great chance of achieving these goals. For this to be successful it must come from director level so to show a greater commitment to the staff.
A.C. 4.2 – Explain the process for assessing staff welfare
Primarily, the responsibility of staff welfare lies with Health and Safety. But before staff welfare can be introduced, health and safety risks must be managed effectively. In the first instance of assessing staff welfare a risk assessment should be carried out and then procedures can be refined so that any risks and managed effectively. It is crucial that the shop floor personnel have been given the relevant training and that they are supervised accordingly and also ensuring that they are provided with the correct equipment.
Once health and safety risks have been managed, staff welfare can be evaluated and addressed. This could be identified via a variety of methods; setting up a focus group to find out what employees believe are problems and how they see it best to overcome them, having quarterly staff meetings to evaluate progress, monitoring staff sickness can also be a good way of establishing problems. Other issues that could be addressed within staff welfare are bullying, harassment, stress, managing a work-life balance and ensuring employees are fit for work. Staff welfare should also be promoted by the directors as it is at their level where differences can be made within the organisation.
A.C. 4.3 – Explain the actions to be taken by the manager in dealing with a staff welfare issue
When a staff welfare issue has been established, it is the manager’s responsibility that they adhere to the companies Health and Safety policy, which would include a duty of care. If the issue is that of an accident in the work place where an employee has been injured, then an internal investigation must be performed, risk assessments be reviewed and preventative action be in place to avoid reappearance of the same problem. If any employee has a work related illness or stress caused by work involvement then they should be asked to visit their GP who will decide the best course of action. If the issue is absence related then upon the employees return, a return to work interview must be conducted.
A.C. 4.4 – Describe how to communicate responsibilities for staff welfare to the team
It is a priority that when a new employee is inducted that it to fully communicated that they have certain responsibilities regarding staff welfare. Upon induction, employees should be given their job description which highlights any of their responsibilities towards staff welfare. They should also be given any relevant training before commencing their role which will also highlight any health and safety policies the business has and what support they will provide. Any updates or changed to any legislation should be communicated to the staff prior to being brought into action within the organisation.
A.C. 4.5 – Discuss records that may be maintained to demonstrate that staff welfare is supported
There are many different records that can be maintained to demonstrate that staff welfare is supported within the business; pay rates must be recorded and maintained to ensure that the business is paying all employees at least the national minimum wage, the records should be referred to when conducting appraisals and any increases in pay updated accordingly. Risk Assessment records must be completed as this shows the organisation has taken into account and managed any risk involved in a process as must as possible. If an incident occurs then a review of the process must be done and action taken to help reduce the probability of a reoccurrence. In UK under the Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 1995 (RIDDOR) it is the duties of the employers, the self -employed and people in control of work premises to report serious workplace accidents, occupational diseases and specified dangerous occurrences (Health and Safety Executive, 2012). It is also important to log any near misses as this show the business is proactively demonstrating the value of staff welfare by conducting an investigation to take any potential action to avoid a repeat incident. Have staff leaving interviews can be beneficial as information gained from these can be used to prevent further staff from leaving if it occurs that an employee is leaving due to a problem which could have been easily prevented. Holding a meeting between managers using this information can be a proactive way of maintaining staff welfare. Upon induction, undertaking a pre-work health screening to ascertain whether or not the job the employee has been hired to do will not make any pre-existing health problems worse, or that they are indeed fit to do the role. The reasons for keeping accurate employee records is a legal obligation to the organisation and failure to keep sensitive information secure can lead to fines or even harsher penalties.
To conclude, what I have learnt is that the organisation does not have any defined goals. Having pre-defined goals increases responsibility; everyone in the business knows their roles and makes it easier for decisions to be made. It increases visibility for the employee as they can see that if goals are achieved then potential for promotion for example could be increased. It helps deadlines be achieved faster if goals are in place with deadline and also increases potential for collaboration with colleagues if everyone shares the same objective and goals. Setting goals, making plans to achieve them, and tracking progress is extremely important to your company’s success. (7geese, 2011)