Leadership training (FOI)

Request

Leadership training: 

A

What was the objective of:

(a) the Managers to Leaders programme?

(b) the Inspiring Managers programme?

B

Approximately what was the time commitment from participants on these programmes?

C

How much was spent on these two leadership development programmes between 2016 and 2018?

D

How many participants completed those programmes?

E

What was the cost per participant of each programme?

F

What percentage of participants of each programme gave an overall rating for the training as good or excellent?

G

What is the status of the two programmes?

H

(a) Does the training requirement that led to the creation of the programmes still exist?

(b) If so, how will this training need be met?

I

What is the total leadership and development budget for equivalent initiatives in 2019 and 2020

J

What is the budgeted spend per manager in 2019 and 2020 compared to the answer to question E above?

K

Of those who participated in the two courses, how many are still employed?

L

Of those participants who left the organisation, what percentage received a formal exit interview?

Response

A

(a) At the start of the Public Sector Reform programme in 2013, the Government recognised the need for leaders to develop the skills, behaviours, attitudes and support to lead transformation.

The Managers to Leaders programme focussed on practical leadership skills for senior and middle managers. The programme objectives were to provide opportunities for leaders to:

• have a clear understanding of what it means to drive and embed organisational change

• be able to embed new ways of thinking

• create a network of support to build and sustain momentum for change

• have a clearer outcome-focused approach that ultimately promotes a better understanding of the customer

• feel a sense of pride and alignment to the Government of Jersey values

• experience and drive 'disruption' in their thinking and ways of working to achieve the best outcomes

• appreciate the challenges of change of people and processes and embrace it with greater confidence and skill

• try new things – create a climate of experimentation for their people and peers

• have more adult-to-adult conversations and practice challenging conversations

• have accessed learning and tools that are tangible and applicable and will have done so using new technology

(b) Using the approach and learning principles from the Managers to Leaders programme, this programme was designed for practising middle managers, individuals in project management roles that involve directing people, and aspiring senior managers who wanted to develop their core management skills.

The programme objectives were to develop managers to:

• communicate effectively and in a way that inspires others

• manage team and individual performance

• manage recruitment, selection and induction

• meet customers’ expectations

• manage resources

• manage organisational finances

• demonstrate digital leadership

• make information-based decisions

• meet stakeholder and quality needs

• plan for and support change

B

Both programmes stretched over a period of nine to ten months.

The Managers to Leaders programme consisted of:

• eight one day workshops

• eight learning webinars of 2.5 hours each

• 2.5 hours coaching calls

• self-initiated action learning meetings.

Participants were also expected to do additional online learning and reflection of up to an hour a week.

The Inspiring Managers programme consisted of:

• 11 one day workshops

• two half day workshops

• three lunch-and-learn sessions

• three learning webinars.

C

D

177 Delegates completed the Managers to Leaders programme and 91 completed the Inspiring Managers programme.

E

Managers to Leaders: approximately £3,800 per delegate, including CMI accreditation

Inspiring Managers: approximately £2,300 per delegate.

F

Managers to Leaders: 82% rated the overall learning and development experience as good or excellent.

Inspiring Managers a net promoter score out of 10 was used as an indicator. This means that delegates would recommend colleagues to attend the programme. The average net promotor score was 8.7.

G

The two programmes are not running in 2019.

H

(a) The Team Jersey Programme has just completed Phase 1 and this has identified that there is still a need in the organisation for leadership development.

(b) The Team Jersey programme is working with all managers across the organisation to develop the skills and mind-set to create a positive culture.

I

There is not an equivalent initiative running in 2019, however approximately £690,000 is funding leadership development related activities in 2019 and into 2020 as part of the Team Jersey Programme.

J

The cost per manager in 2019 and into 2020 amounts to approximately £690 per manager for the Team Jersey leadership development sessions.

K

Of the 137, Managers to Leaders group, 125 are still employed. 87 of the 91 Managers who completed the Inspiring Managers programme, are still employed.

L

This information is not held centrally and it is estimated that to provide it, in addition to the time already spent on questions A to K, would exceed the 12.5 hour cost limit set under the Freedom of Information Regulations.

Article applied

Article 16 A scheduled public authority may refuse to supply information if cost excessive

(1) A scheduled public authority that has been requested to supply information may refuse to supply the information if it estimates that the cost of doing so would exceed an amount determined in the manner prescribed by Regulations.

Regulation 2 (1) of the Freedom of Information (Costs) (Jersey) Regulations 2014 allows an authority to refuse a request for information where the estimated cost of dealing with the request would exceed the specified amount of the cost limit of £500. This is the estimated cost of one person spending 12.5 working hours in determining whether the department holds the information, locating, retrieving and extracting the information.