Management and Leadership – Collation of information

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					               Management and Leadership – Collation of information for SfBN Cross-Cutting Themes Work

                                                Andrea Walters – November 2006

             Question                                                              Response
1. Does your SSC have, or do you   People 1 has identified M&L as one of 4 top priorities emerging from the SSA. In order to
plan to have, a committed and      complete the SSA, People 1st is developing a National Skills Strategy for each nation and M&L will
funded M&L skills development      be a key strand of the strategies. People 1st and DCMS have held Skills Summits with Government
strategy?                          Ministers and key stakeholders to position the SSA and ensure partnership working to achieve its
                                   aims. As a result of these summits, a working group for M&L, comprising best practice employers
                                   and stakeholders has been so far established in each nation to distil and discuss the latest sector
                                   research on M&L. At these working group sessions, employers have worked with us to prioritise the
                                   main issues relating to M&L, make recommendations to Ministers and stakeholders and identify
                                   potential solutions going forward based on the research and experience. Funding to support the
                                   recommendations / solutions will need to be agreed with funding agencies and Government
2. Do you have particular M&L           There are approximately 425,000 managers working across the sector, with the largest
issues or focus emerging from              management occupational groups being restaurant and catering managers, publicans and
your SSA?                                  hotel and accommodation managers.
                                        58% management jobs in sector are ‘hard to fill’
                                        Applicants generally lack skills and experience, particularly communication, customer
                                           handling, management, team working and problem solving skills.
                                        Lack of experience is quoted as the main reason for the skills gap in managers
                                        Lack of time and money means that employers want managers who are job ready
                                        There is a feeling of lack of support in organisations from line managers
                                        Greatest net increase in occupations from 2004 – 2014 for the sector will be in managerial
                                           positions. Will be an increase of 41,000 managers, representing 27% of the workforce.
                                        Sector has a greater need for highly skilled staff to fill management positions than it has for
                                           low-skilled staff to fill elementary positions
                                        Low numbers of people are doing industry relevant management qualifications compared to
                                           the number we need.
                                        When recruiting unit / general managers, 58% employers don’t look for people with specific
Management and Leadership – Collation of information for SfBN Cross-Cutting Themes Work

                              Andrea Walters – November 2006

                         Currently a third of employers (approx. 60,000 businesses) are not training at all and 25% of
                          these say nothing will get them to train.
                         However, across the UK 52% employers provide initial training for unit / general managers
                          and 74% employers provide initial training for supervisors
                         The most common method of training by employers is by coaching and mentoring;
                          especially in smaller organisations where experiential learning by peers is important.
                          External training is more common in larger organisations that lean towards bespoke
                          management development courses.
                         More internal succession planning is required to train and retain talent to the sector and make
                          individuals aware of career opportunities in management.
                         The following more specific skills gaps for managers have been identified:

                      Owner / Managers
                      customer service
                      general IT
                      supervisory training
                      organisational skills

                      Senior Managers
                      setting high level goals
                      designing marketing strategies
                      mechanistic managerial actions
                Management and Leadership – Collation of information for SfBN Cross-Cutting Themes Work

                                                 Andrea Walters – November 2006

                                         Middle Managers
                                         people skills
                                         strategic skills
                                         setting / maintaining standards

                                         First Line Managers
                                         people skills
                                         practical skills
                                         organisation skills

3. Have you started work on any            Compliance & people management
solutions to these issues and of so    People 1st has developed an online and telephone helpline Human Resources assistance service
what are they?                        called HR Business Adviser, to help managers stay up to date and compliant with employment law
                                      and to practically assist them with their every day people management areas, such as training needs,
                                      appraisals and succession planning, grievance, discipline, recruitment and selection, leave
                                      entitlements etc. We have secured ESF funds to grant access to the online service element for 1 year
                                      for SMEs across the English regions at no cost to them. The service is available across the UK at a
                                      modest cost.

                                           Compliance, mechanistic managerial activities, budget and planning
                                      We have developed 3 levels of Investor in Skills management support packages for the Hospitality
                                      sector, which include useful tools to assist with P&L, manpower planning, H&S and Food Hygiene
                                      legislation and standards etc. These are available via our website.

                                           People management, self development, succession planning, careers
                                      Currently, UK Skills Passport is available as a verifiable online record of all learning and
                                      development activities for individuals and employers in the sector. People 1st are developing its
                                      capabilities and enhancing the functionality of the UK Skills Passport to include management
                                      development pathways for the sector, outlining clear opportunities and skills requirements, links to
                                      relevant local training and provision, as well as information on the sector’s best employers in terms
              Management and Leadership – Collation of information for SfBN Cross-Cutting Themes Work

                                            Andrea Walters – November 2006

                                 of development, benefits, management etc.

                                      Lack of qualified and experienced managers
                                 Whether the solution be formal qualifications or recognised in-house development and work-based
                                 learning, mentoring etc People 1st is currently developing a number of solutions such as an
                                 Apprenticeships strategy that will aim to encourage more individuals to become management
                                 apprentices and to increase the quality of their experience in order to retain them to completion stage
                                 in the framework and to the sector as a whole. We are also working closely with employers to agree
                                 a set of management standards for every level of management occupation in the sector using MSC
                                 and SFEDI as a basis. We are assisting partners to raise awareness with employers about mentoring
                                 and management development opportunities that exist via our website, co-ordinating management
                                 development and leadership seminars and securing funding for M&L development with SSC
                                 partners. We are partners in Solutions 4 Business and will be working to provide sector relevant
                                 materials to support micro-business owners across the footprint to help them tackle the top 10 issues
                                 facing micro business managers.

                                      Customer service - monitoring and planning
                                 People 1st has collaborated with an organisation to introduce the Knowat customer satisfaction
                                 measurement tool to the sector. It is designed to enable managers to monitor customer satisfaction in
                                 key areas of their business and identify training needs by electronically gathering survey responses
                                 on a hand held PDA and downloading the collated results into a password protected area of the
                                 Knowat website. Here, the data can be manipulated in many ways such as: date, region, time,
                                 section of business (such as front of house service or food quality), hotel accommodation floor,
                                 customer demographic, marketing. These management reports provide valuable information on
                                 marketing ROI, help to identify training needs and among many other benefits, highlight service
                                 excellence. It makes customer satisfaction monitoring easy, more cost effective and saves valuable
                                 management time and staff resource as all data is immediately downloaded and therefore there is no
                                 need for time consuming data entry. Multi-site organisations and individual companies who wish to
                                 compare their performance are able to benchmark with other units / companies.
4. Apart from what is emerging   People 1st currently co-ordinates and participates in business networks for managers in the sector
from your SSA do you have any    and is providing information to employers on the Sunday Times 100 Best Companies to Work For,
                Management and Leadership – Collation of information for SfBN Cross-Cutting Themes Work

                                               Andrea Walters – November 2006

other M&L initiatives that are up   along with their new accreditation and ‘Best Red Book’, Caterer’s Best Places to Work in
and running, planned, or might      Hospitality and IiP accreditations to help raise the bar in terms of management practices, employee
be considered?                      benefits and reward and recognition practices.
5. What SSC funds are available     There are no specific SSC funds available apart from staff time in working on M&L initiatives such
for M&L initiatives?                as the research element, Skills Summit working group, Solutions 4 Business, M&L seminars etc.
                                    We secure ESF and other funds and manage those to deliver M&L solutions to employers.
6. Have you engaged with any of          Northern Way Leadership Academy to discuss links with the academy for the sector and the
the English regions or home                 wider SfBN. One of the outputs was to facilitate further Action Learning for Leaders sets.
nations to develop M&L                   Liaised with NWDA via Tourist Boards and also the Sector Skills and Productivity Alliance
programmes or solutions?                    and national ESF to support HR assistance for SMEs
                                         Manage a project for the sector for London Development Agency which involves M&L
                                            development for sector employers, employer engagement etc
                                         People 1st raises awareness of nationally and regionally funded M&L development for the
                                            sector / generic via our website via skills brokers, such as the Lincolnshire Flexible Business
                                            Management Programme and we are related to projects offering subsidised mentoring
                                            opportunities for the sector in both London and the North West.
                                         All RDAs and devolved administrations have been involved in the Skills Summits and
                                            working groups that we have been running with Government partners across the UK.
7. Are any of these funding M&L          Northern Way Leadership Academy are funding 6 Action Learning for Leaders sets for
initiatives with you?                       People 1st
                                         ESF funds in conjunction with an industry trade body accessed to deliver HR assistance to
                                            sector SMEs.
                                         NW RDA has funded HRBA through the Tourist Boards previously and there are still funds
                                            allocated for 06-07.
                                         London Development Agency funds accessed to facilitate M&L seminar and workshop for
                                            employers and to make London sector managers aware of LDA funded M&L courses

8. What best practice / case        We have the following management development case studies available:
studies are available?              Radisson SAS Liverpool Hotel
Management and Leadership – Collation of information for SfBN Cross-Cutting Themes Work

                              Andrea Walters – November 2006

                  Red Carnation Hotels
                  The Streat Café company
                  Dart Marina Hotel
                  Delmare WorldChoice Travel
                  Pastarazzi Restaurant

                  We have lists available to employers via our website of sector companies that have featured in the
                  Sunday Times 100 Best Companies to Work For - 2005 and 2006 with a précis of why they were
                  We have a list of sector companies who have made it through the newly launched accreditation
                  process for Best Companies award with their star rating.
                  We have winners information on the Caterer’s Best Places to Work in Hospitality
                  Alan Cutler, a researcher is interviewing the CEOS and top Directors of the Hospitality companies
                  from the Sunday Times and the Caterer’s Best Companies in order to ascertain their views on
                  leadership development in the sector and identify the ‘silver bullet’ type skills / attributes of leaders
                  that make them so successful. Alan is feeding this work into our M&L working group for the
                  National Skills Strategy.