Easier for employers & individuals to access IAG Skills Utilisation Leadership Group – 13 April 2010 Skills Utilisation Cross-Sectoral Network – 25 May 2010 Col Baird Skills Team (Strategy and Relations)

Easier for employers & individuals to access IAG Leadership Group – 13 April 2010 Keith Brown and Ewart Keep’s first meeting UKCES High Performance Workplaces project Framework for measurement –Secretariat to prepare paper for the next Leadership Group meeting that explores the development of an index for effective skills use that describes how one might look, the range of uses to which it could be put and the options for its development with associated resource implications. Funding Council employability strategy Key Sectors –Secretariat to explore the participation of employee representatives on Industry Advisory Boards. –Secretariat to consider how best to encourage and support all IABs to develop and deliver messages about effective skills use. Leadership and Management Review

Easier for employers & individuals to access IAG It’s the Workplace (too), Stupid… High skill, high productivity, healthy workplaces are fundamental to the Scottish Government’s economic ambitions Scotland’s relatively good record on skills qualifications is a potential competitive advantage. However, to date it has not translated as well as it could into enhanced economic performance While skills development is vital, success also depends in part on more organisations embracing workplace cultures that enable people to perform at their best

Easier for employers & individuals to access IAG Drivers of Productivity Skills use Investment Enterprise Innovation Competition

Easier for employers & individuals to access IAG Review of Leadership and Management To recommend action on how best to encourage progressive and innovative leadership and management in workplaces in Scotland to improve productivity levels

Easier for employers & individuals to access IAG Leadership and Management Review - Evidence Gathering Evidence was gathered from a wide range of sources and included two literature reviews, group discussions, interviews and a mapping exercise. –What is known about the link between leadership and management and productivity? –What do we currently know about leadership and management in Scotland? –What is currently going on in Scotland? –What has been previously done in Scotland to address leadership and management issues?

Easier for employers & individuals to access IAG Leadership and Management Opportunities Culture. Leadership and management are not highly valued in Scottish society generally. There are not enough visible role models Importance. There may not always be enough importance attached to effective leadership and management at all levels in organisations. Understanding. The distinction between leadership and management is not well understood. One of the effects of this is that some leaders spending too much time managing and not enough time leading Behaviour. Not enough leaders and managers exhibit progressive and innovative behaviours that enable individuals to perform at their best Self-awareness. Help some leaders and managers, particularly in SMEs, to realise that it may be their lack of leadership and/or management skills that is constraining their organisations. They may be unaware of the need to develop their skills

Easier for employers & individuals to access IAG Leadership and Management Opportunities Information, advice and guidance for employees and employers. There is a lack of relevant information on the difference that good leadership and management can make to organisations. Information, advice and guidance is not readily available on: the range of leadership and management development activities that are available what form of leadership/development may best suit an employer’s needs what activities are publicly supported who is eligible for support where to go to for that support or for further information Measurement. There is no agreed framework for the measurement of effective leadership and management Evaluation. There is a lack of tools that can evaluate leadership and development activity effectively

Easier for employers & individuals to access IAG Questions How can you help realise these opportunities? Are there are areas for future action to which you can contribute? –Develop a common vision of Scotland with progressive and innovative leadership and management relevant to all sectors

Easier for employers & individuals to access IAG Skills Utilisation Leadership Group – 13 April 2010 Skills Utilisation Cross-Sectoral Network – 25 May 2010 Col Baird Skills Team (Strategy and Relations)

Easier for employers & individuals to access IAG If You Build It, They Don’t Always Come

Easier for employers & individuals to access IAG Publicly funded/delivered workforce development is important….but it is not all that is important

Easier for employers & individuals to access IAG It’s the Workplace (too), Stupid… High skill, high productivity, healthy workplaces are fundamental to the Scottish Government’s economic ambitions Scotland’s relatively good record on skills qualifications is a potential competitive advantage. However, to date it has not translated as well as it could into enhanced economic performance While skills development is vital, success also depends in part on more organisations embracing workplace cultures that enable people to perform at their best

Easier for employers & individuals to access IAG Cross-Sectoral Network To bring together organisations with a common interest in communicating messages about effective skills use To enable partners to work together and support each other, including by: –sharing information and learning from each other identifying how workplaces improve skills use evidencing impact what to say and how to say it –aligning services to support effective skills use

Easier for employers & individuals to access IAG Communicating in the Wrong Direction?

Easier for employers & individuals to access IAG Training to Workplace Practices Training the meets the needs of employers –How do employers get the most from that investment in training? Improving learning and teaching so that it is more relevant to workplaces Better preparation and ‘after-care’ –How well are people enabled to perform at their best? »How well are people encouraged, given opportunity and supported to use their skills effectively? »Leadership, management, employee engagement – better workplace practices Why train? Because you want people to use that training productively

Easier for employers & individuals to access IAG Leadership Group – 13 April 2010 Keith Brown and Ewart Keep’s first meeting UKCES High Performance Workplaces project Framework for measurement –Secretariat to prepare paper for the next Leadership Group meeting that explores the development of an index for effective skills use that describes how one might look, the range of uses to which it could be put and the options for its development with associated resource implications. Funding Council employability strategy Key Sectors –Secretariat to explore the participation of employee representatives on Industry Advisory Boards. –Secretariat to consider how best to encourage and support all IABs to develop and deliver messages about effective skills use. Leadership and Management Review

Easier for employers & individuals to access IAG Drivers of Productivity Skills use Investment Enterprise Innovation Competition

Easier for employers & individuals to access IAG Review of Leadership and Management To recommend action on how best to encourage progressive and innovative leadership and management in workplaces in Scotland to improve productivity levels

Easier for employers & individuals to access IAG Leadership and Management Review - Evidence Gathering Evidence was gathered from a wide range of sources and included two literature reviews, group discussions, interviews and a mapping exercise. –What is known about the link between leadership and management and productivity? –What do we currently know about leadership and management in Scotland? –What is currently going on in Scotland? –What has been previously done in Scotland to address leadership and management issues?

Easier for employers & individuals to access IAG Leadership and Management Opportunities Culture. Leadership and management are not highly valued in Scottish society generally. There are not enough visible role models Importance. There may not always be enough importance attached to effective leadership and management at all levels in organisations. Understanding. The distinction between leadership and management is not well understood. One of the effects of this is that some leaders spending too much time managing and not enough time leading Behaviour. Not enough leaders and managers exhibit progressive and innovative behaviours that enable individuals to perform at their best Self-awareness. Help some leaders and managers, particularly in SMEs, to realise that it may be their lack of leadership and/or management skills that is constraining their organisations. They may be unaware of the need to develop their skills

Easier for employers & individuals to access IAG Leadership and Management Opportunities Information, advice and guidance for employees and employers. There is a lack of relevant information on the difference that good leadership and management can make to organisations. Information, advice and guidance is not readily available on: the range of leadership and management development activities that are available what form of leadership/development may best suit an employer’s needs what activities are publicly supported who is eligible for support where to go to for that support or for further information Measurement. There is no agreed framework for the measurement of effective leadership and management Evaluation. There is a lack of tools that can evaluate leadership and development activity effectively

A VISION FOR SCOTLAND “A nation known for world class leadership in all sectors of society including private, public and third sectors” “A Scotland where more people are in work, within organisations with a leadership culture that encourages continuous development, job autonomy and collaboration” “A place where existing and future leaders have the opportunity to develop their potential and where success is recognised and celebrate”, and “Where world class leadership is demonstrated through sustained growth and performance improvement across the sectors, supported by an engaged and motivated workforce

Questions Is this a vision that all sectors can relate to? Is this a vision that your organisation could commit to and advocate for? What could your organisation contribute to achieving this vision? How could we collaborate to achieve success and accelerate change?

Easier for employers & individuals to access IAG Making Better Use of Skills Website

Easier for employers & individuals to access IAG Contact Details Col Baird Employability and Skills Division Scottish Government 5 th Floor 5 Atlantic Quay 150 Broomielaw Glasgow G2 8LU Tel: