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Key Steps to a Management Skills Audit
Key Steps to a Management Skills Audit
Key Steps to a Management
Skills Audit
Key Steps to a Management Skills Audit
V1.0 5 Steps to a Management Skills Audit COPYRIGHT NOTICE © PPA Consulting Pty Ltd

V1.0

5 Steps to a Management Skills Audit

COPYRIGHT NOTICE

© PPA Consulting Pty Ltd (ACN 079 090 547) 2005.

You may only use this document for your own personal use or the internal use of your employer. Without limiting the foregoing, you may not, without the express written permission of the copyright owner, on-sell or commercialise the whole or any part of this document.

Except as expressly authorised, and subject to the conditions prescribed under, the Copyright Act 1968 (Cth), you may not, in any form or by any means: (a) copy, adapt, reproduce, store, distribute, print, display, perform, publish, communicate to the public, make available to public or create derivative works from any part of this document; or (b) commercialise the whole or any part of this document without the express written permission of the copyright owner.

Disclaimer

THE INFORMATION CONTAINED IN THIS DOCUMENT IS OF A GENERAL NATURE ONLY AND IS NOT INTENDED TO CONSTITUTE ADVICE

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V1.0 5 Steps to a Management Skills Audit Overview   These key steps are designed

V1.0

5 Steps to a Management Skills Audit

Overview

 

These key steps are designed to provide a process which can be used to recognise some key skills areas for line managers within an organization; identify current levels of those skills and then target any gaps that need to be addressed to increase the capability of the organisation. For more information on how to develop management employees within an organisation, including a sample Individual Development Plan, systems and materials to support them, or details for having a consultant run a management development program within your organisation, please visit our web site.

Benefits

 

A disciplined and proactive approach to completing a management skills audit and then meeting any specific needs identified, will deliver a range of benefits to an organisation, including:

A management team with the necessary skills will perform better and produce improved results for the business.

Competent managers will be better at recruiting, managing, developing and keeping good people and will deliver a higher return on the people investment within the business.

Staff turnover at a management level is likely to be reduced as businesses which enhance the skills of their people are more attractive to work for.

Decisions are most likely to be made at the most appropriate levels in the organisation which allows business to grow as mistakes are fewer and time is freed up at more senior levels for business development.

Scope

 

This audit can be used for groups of managers or individuals. It can also be used for those aspiring to be managers as the basis for a set of training objectives to be achieved. See separate resource: Individual Development Plan.

5 Key Steps

 

1.

Identify the right people

It is important to select the group, or individuals, who are to be the subject of your audit and any resulting development initiatives.

Your selection may be influenced by a number of factors such as:

Impact of a strategic planning exercise which may have identified a need for more or better developed line managers across the business or in specific business units. A particular focus in the Human Resources Plan on the need for more or better developed line managers across the business or in specific business units. Information from a succession planning exercise. Senior manager initiatives.

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www.horizonmg.com V1.0 5 Steps to a Management Skills Audit Outcomes from performance appraisal and development

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V1.0

5 Steps to a Management Skills Audit

Outcomes from performance appraisal and development meetings.

Learning and development or career requests from employees.

Suggestions from staff surveys or 360 degree appraisals.

Suggestions from customers or suppliers.

Recruitment challenges. Company policy or Head Office requirement.

2.

Clarify Objective

Having selected the groups or individuals to participate in the audit, it is critical to clarify the objective and communicate “why” it is to be undertaken before starting the exercise.

The “why” will be driven by the expected benefits or from the source of the participant selection.

If authority or co-operation of others is required, it may help to sell the potential business benefits in the communication. For communicating to participants it helps to link with the source which influenced their selection and to explain the potential personal benefits.

If this step is neglected, many of the potential benefits may be lost and the exercise treated with suspicion or lack of co-operation/support and is destined for a mediocre outcome.

3.

Complete Audit/Data Collection

Use the template below to step through the nominated development areas:

People and relationships Self management Communications Organization Add any other specific areas your organisation may require.

The information can be collected through discussion with the manager(s) of the participant(s) and based on their observation.

Alternatively the information can be collected collaboratively with the individuals concerned and their managers.

A further option is to encourage a self-assessment by participants.

The audit asks first for confirmation of relevance of the particular sub-set and secondly for noting whether the participant(s) demonstrate this sub-set at an acceptable level.

A more refined audit can be completed using the same template but adding a more complex assessment of current levels with different frequency.

For example rather than a straight “Acceptable: Yes/No” assessment it could include “Acceptable:

Never, Rarely, Sometimes, Often; Always”.

The danger of making the audit too complex is that it may become unwieldy for busy managers and more difficult to gain co-operation and support.

www.horizonmg.com V1.0 5 Steps to a Management Skills Audit 4. Analyse data Once the audit

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V1.0

5 Steps to a Management Skills Audit

4.

Analyse data

Once the audit ahs been completed and data collected, the outcomes can be analysed to develop learning objectives for the group or individuals.

The learning objectives should link to the program objectives identified in Step 2 and should be written in terms of expected outcomes as described in the “Ability” column of the skills audit template.

5.

Prepare Learning and Development Plan

From the data analysis and learning objectives, a Learning and Development Plan can be drafted and methodologies for meeting the targeted needs identified, costed and planned.

meeting the targeted needs identified, costed and planned. For further information and examples of meeting learning

For further information and examples of meeting learning objectives, or to download a free sample Management Development Program outline, or to enquire about a consultant facilitating a workshop, please visit our web site.

Development Program outline, or to enquire about a consultant facilitating a workshop, please visit our web

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Use this audit to see if your management team have the abilities necessary to succeed as line managers in your business. Firstly, identify if the ability is relevant to the person’s job and then whether they are currently at an acceptable level or not.

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currently at an acceptable level or not. www.horizonmg.com Audit Template Date: Job Title: Name of employee:

Audit Template

Date:

Job Title:

Name of employee:

OR

Date:

Number of people:

Department or Group:

Acceptable

Level

Y/N

 

Relevant

Y/N

 

ABILITY

Can assess the interests and objectives of another person through asking questions and develop a conversation based on these factors.

Can describe some basic theories of motivation and relate them to factors which interest and motivate an individual, or group of individuals, and then initiate actions where these are possible within business constraints.

Can identify the key elements of effective leadership and associated behaviours and develop an action plan to implement these including building the skills necessary.

Can objectively determine where disciplinary action is required, plan the appropriate actions, implement, document and follow through to a satisfactory conclusion.

DEVELOPMENT

AREA

People and

relationships

Establishing

rapport

Motivating

Leadership

Disciplining

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Acceptable

Level

Y/N

 

Relevant

Y/N

 

ABILITY

Can determine appropriate feedback, positive and negative, against predetermined criteria and provide it in a manner which maintains or builds the relationship and improves performance.

Can identify the relevant aspects of a conflict situation, understand the positions of the various parties and systematically and constructively work through to a consensus agreement.

Can review a situation, understand the objectives of relevant parties and maintain relationships while systematically working through to a result that meets the needs of the business.

Can assess a situation, develop training objectives, plan appropriate delivery using a logical process and assess results.

Can develop a relationship with individuals that allows them to make an approach for guidance and advice on relevant areas of their job. Be able to provide relevant advice that is acted on or refer them to an additional expert source.

Can understand customer needs and adapt business processes to meet these or develop alternative actions and communicate and agree these with the customer.

DEVELOPMENT

AREA

People and

relationships

cont’d

Giving feedback

Conflict resolution

Negotiating

Training

Counselling

Customer

relationships

cont’d Giving feedback Conflict resolution Negotiating Training Counselling Customer relationships

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Acceptable

Level

Y/N

     

Relevant

Y/N

 

ABILITY

Can identify the elements of a successful team, and the role of the team leader in developing it. Able to formulate a plan to implement the required actions to build a successful team.

Can identify the various elements of an employee’s job and provide guidance and advice on improving performance against the predetermined standards.

Can use a number of techniques to generate possible options to improve or progress a situation that requires a solution not previously encountered.

Can describe own strengths, weaknesses and areas identified for further development.

Can state own point of view in a cohesive manner to others in a variety of situations that may be disorganised, unfriendly or antagonistic.

Can describe and use a systematic approach to identifying problems, possible causes and generate and evaluate a number of possible solutions.

DEVELOPMENT

AREA

People and

relationships

cont’d

Team building

Coaching

Self

management

Creativeness

Self awareness

Assertiveness

Identifying and

solving problems

Coaching Self management Creativeness Self awareness Assertiveness Identifying and solving problems

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Acceptable

Level

Y/N

 

Relevant

Y/N

 

ABILITY

Can describe, in a systematic and objective way, a business situation and list the various factors impacting on it, and their possible consequences.

Can use a number of techniques to draw together possible unrelated resources to develop solutions to problems or implement improvements.

Can assess a situation, acquire relevant information, comprehend it, analyse, synthesise, evaluate and apply it to achieve suitable outcomes.

Can list and apply time management principles to perform the high priority tasks and reduce the time spent on lower priority issues.

Can systematically identify the risks associated with a situation, evaluate them and make a reasoned assessment for decision making.

Can describe and demonstrate own strengths and abilities in a variety of situations.

Can list own strengths and areas for development and develop and follow a plan to address these in a purposeful way.

DEVELOPMENT

AREA

Self

management

cont’d

Situational

awareness

Innovation

Thinking skills

Time

management

Risk taking

Self confidence

Personal

development

Innovation Thinking skills Time management Risk taking Self confidence Personal development

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Acceptable

Level

Y/N

     

Relevant

Y/N

 

ABILITY

Can assess a situation in a systematic way, list the various relevant factors and make a logical case for the next steps to be taken.

Can list and assess various factors in a situation, identify options, evaluate them and make a decision based on the evidence.

Can understand the current situation well enough to look forward and describe an imaginary and positive situation in enough detail to convey the meaning to others and ensure their commitment to achieving it.

Can list and describe the underlying factors and relevant behaviours that determine, or could determine, the way an organization’s culture and consequent actions may be formed.

Can identify the various elements of an employee’s job and provide guidance and advice on improving performance against the predetermined standards

DEVELOPMENT

AREA

Self management

cont’d Applying logic to a situation

Decision making

Communications

Vision

Values

Coaching

management cont’d Applying logic to a situation Decision making Communications Vision Values Coaching

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Acceptable

Level

Y/N

 

Relevant

Y/N

 

ABILITY

Can identify sources of relevant material, access them, collect it and organise it in a way that is useful for the situation.

Can analyse a situation and formulate a position on a matter and convince others of the benefits of the position.

Can construct and deliver a range of information, in a way that encourages action, to audiences of varying sizes.

Can access and compile information in a systematic way and present it in writing to lead to well defined conclusions and, if necessary, recommendations.

Can provide both positive and negative information to groups of people on business progress in a way that ensures that it leads to sustained or improved performance

DEVELOPMENT

AREA

Communications

cont’d

Collect and

organize

information

Persuasive

Presentations:

verbal

Report writing

Feedback

cont’d Collect and organize information Persuasive Presentations: verbal Report writing Feedback

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Acceptable

Level

Y/N

     

Relevant

Y/N

 

ABILITY

Can convey information about own role, background and ability that gives others the understanding that the key results required will be achieved.

Can listen to both sides of a dispute, understand the motives and objectives of all parties and assist them in working towards a consensus solution in a methodical way. Can take concepts and ideas and describe them in a language that can be understood by others and acted on by them.

Can assess a work situation and break it into clear achievable and measurable objectives. Can analyse business objectives and develop clear strategies to be pursued that can be followed by others and that will achieve the desired results.

Can assess the results required from a work area and design a number of Key Results Areas that, when combined, form a cohesive job that fits in the organization, is linked to business objectives and is achievable by a competent person from a particular discipline, trade or profession.

Can evaluate the work to be carried out, priorities, business environment and resources and draw up a schedule for staff that achieves the business outcomes.

DEVELOPMENT

AREA

Communications

cont’d

Credibility

Conflict resolution

Express ideas

Organization

Objective setting

Developing

strategies

Job design

Scheduling

resolution Express ideas Organization Objective setting Developing strategies Job design Scheduling

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Acceptable

Level

Y/N

 

Relevant

Y/N

 

ABILITY

Can evaluate the current situation and business objectives and develop a plan that has logical, measurable and achievable steps and assigned responsibilities which will achieve the desired outcome.

Can list and assess various factors in a situation, identify options, evaluate them and make a decision based on the evidence.

Can identify key success criteria in the business and understand the industry to the extent that is able to access data that enables comparisons to be made which lead to improvement strategies.

Can identify a sequence of tasks that need to be carried out to achieve an objective and to be able to write procedures for someone else to follow to carry them out.

Can describe and use a systematic approach to identifying problems, possible causes and generate and evaluate a number of possible solutions.

Can list the key criteria for effective delegation and use them to have work performed by the most appropriate people and develop staff to achieve their potential.

DEVELOPMENT

AREA

Organization

cont’d

Planning

Decision making

Bench-marking

Developing

procedures

Problem solving

Delegation

cont’d Planning Decision making Bench-marking Developing procedures Problem solving Delegation

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For further information and examples of meeting learning objectives, or to download a free sample Management Development Program outline, or to enquire about a consultant facilitating a workshop, please visit our web site.

Some gaps? Time to consider some management development and how this may be delivered: maybe using internal coaches or an appropriate external provider?

Few or no gaps? Congratulations – you are developing your managers to be well equipped for their roles.

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Acceptable

Level

Y/N

 

Relevant

Y/N

 

ABILITY

Can develop a project plan and resource and manage it to achieve the specified outcomes.

Can use a logical process to define the most appropriate person for the position, attract applicants and make a successful selection.

DEVELOPMENT

AREA

Organization

cont’d

Project

management

Recruitment

make a successful selection. DEVELOPMENT AREA Organization cont’d Project management Recruitment