Prescience had provided Doncasters’ core Leadership Development Programme for senior, middle and first line managers for approximately two years. Participants found the programme particularly beneficial, had actively applied the tools to which they had been introduced, and developed a more proactive approach to leadership.
There was however, one area where many were finding it more difficult to operate as effectively as they would like; taking ownership of those day to day more difficult conversations whether it be about the application of a policy, procedures or dealing with an aspect of under-performance.
Tailored specifically to the organisation’s people processes and utilising developed case-studies, the ‘(adds in 35 letter button to work)Enabling People Managers‘ programme design made full use of a blended learning approach incorporating three key elements:
- Pre-workshop
- Reading of a prepared information pack covering local policies, procedures and key aspects of legislation
- A self-assessment quiz to help participants identify any remaining gaps in their respective procedural/process knowledge debriefed by the local HR business partner
- Agreement of pre-workshop objectives with the participant’s line manager
- Three-day workshop
- Introduction to Transactional Analysis, the EQUIP model of verbal communication and Conflict Management
- Intensive practical sessions using tailored case studies and role plays to develop and practice key 1:1 communication skills using tailored practice scenarios.
- Identification of ‘next step actions’ participants would take in each case and review of recommendations with the client HR co-facilitator.
- Post-workshop
- Meeting with participant’s line manager to incorporate personal development goals into business objectives
- Scheduled meeting with a staff member, observed by HR representative to provide feedback to apply the skills and knowledge gained during the programme
