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Aims & Objectives:

Check in on previous sessions tasks

Explore and introduce theories and tools to help with managing teams effectively such as ; Belbins teams roles, Tuckmans team development, Adair action centred leaderships, Goldmans Emotional intelligence Herzberg and Mcgregor

Revisit Maslow & Kolb experiential learning cycle

Understand team dynamics

Cover knowledge skills and behavior; K4.1, K4.2, K5.1, S5.2 & K8.1

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Slides - Introduction

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Aims & Objectives:

By the end of the session, you will have increased your understanding what is meant by conflict and strategies for managing conflict in the workplace.

Additionally, you will understand negotiation and how to maximise opportunities.

Describe what is meant by conflict and what are the typical causes.

Understand strategies for managing conflict that involves you.

Increase knowledge of strategies for managing conflict in your workplace.

Explain various strategies for effective negotiation and apply this knowledge to your own workplace.

Cover knowledge, skills and behavior; K6.3, S6.1, B1.3, B2.1, B4.1

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Intent:

•Remind everyone about the key elements of EPA

•Additionally, you will be reminded of the 3 areas for completion e.g. portfolio, presentation and professional discussion

Objectives:

•Describe what is meant by EPA and fully understand the types of evidence that is needed.

•Demonstrate how you will effectively update your OTJ log using the information we have revisited today

•Review the barriers you face in learning and completion of assignments and find solutions

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Aims & Objectives:

•By the end of the session, you will have increased your understanding what is meant by effective recruitment & talent management.

•Understand the recruitment cycle

•Create impactful job adverts

•Understand legislation and ethical requirements of recruitment

•Be able to complete effective screening of CVs and application forms

•Decide which assessment methods are best for your organisation

•Building rapport with candidates and be able to conduct effective interviews

•Develop questioning skills

•Learn effective onboarding techniques

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By the end of the session:

Explored questions to include in 360° feedback.

You will have increased your understanding of coaching, mentoring and training and when to use each approach.

You will have greater understanding of different coaching and feedback models and use in your role.

Have practiced using coaching models.

Objectives:

Describe what is meant by coaching.

Explain when it is appropriate to use coaching.

Be able to deliver effective feedback.

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Organisational Governance, Legislation, Policies and Procedures 01/05/24

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Organisational Governance, Legislation, Policies and Procedures 01/05/24

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Understanding legislation and HR systems

Performance management techniques including setting goals and objectives

Having meaningful appraisals including Five Conversations Framework

Recognising achievement

Understanding compliance and how to deliver value for money

Monitoring budgets and ensuring effective budget controls

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By the end of the session

. you will have increased your understanding of how organisational culture and strategy are developed and your role in ensuring that this is communicated to your teams.

. Understand organisational culture and hierarchies

. How strategy relates to increased diversity and inclusion in the workplace

. Increase knowledge of the purpose of mission, vision and values

. How to create the ‘why’ for an organisation

. Implementation of goals that relate to strategy

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ODM session 8 organisational culture and strategy

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•Intent: By the end of the session, you will have increased your understanding of change management theories and models in order to respond positively and effectively embed change in your organisations.

•Describe how change management relates to the SBP standard

•Explain how we feel about change and what is unconscious competence

•Why does change happen?

•How do we respond when change happens and models that support management of change

•Managing change as a Business Manager including transformational leadership

•Models of change management

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By the end of the session,

You will have increased your understanding of time management techniques that allow you to effectively prioritise your workload. We will use the second half of the session to increase understanding of the end point assessment process following my recent meeting with the end point assessment organisation (Steadfast EPA).

Complete a mind sweep of outstanding tasks

Create ‘folders’ for next actions; waiting for; someday/maybe and reference

Create a next actions list and understand the benefits over traditional ‘to do list’

Prioritise next actions using a 4Ds or Eisenhower matrix

Use work product to create a piece of evidence for your portfolio of learning

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ODM session 11 Route Cause Analysis & Problem solving

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Intent: By the end of the session you will be able to apply a number of techniques to solve problems in the workplace. • Difference between problems and decision. • Making problems bigger to find a solution. • Thinking like another and wearing different hats. • Being contrary to resolve problems and issues. • Adding constraints to help find different solutions. • Reverse engineering to find a solution. • Can you sidestep the problem? • Random insertion to increase creative thinking.

To explore and understand in more detail the tools and techniques that can be used for effective root cause analysis • Consideration of various aspects including: • What is RCA? • 6 steps of RCA and associated tools, including; PDCA, 5 whys, Ishikawa, FMEA • Quality focus • Monitoring and continuous improvement.