1. Development of mid-level managers: joining forces and promoting common values (in-depth session)
Estonia
Anna Laido

2. Why is the mid-managers development programme unique (1)?
We pay special attention to enhance the cooperation between the managers of different organizations, in order to manage the risks of Estonian decentralized public service system and cope with the challenges of increasingly complex external environment (incl. the reforms taking place inside the state).
The programme offers a unique combination of development support, practical exercises and training to ensure the fulfilment of the objectives set in the personal development program of each participant.

3. Why is the mid-managers development programme unique (2)?
The training programme has established itself as the most popular development activity among civil servants, having the tightest contests compared to other trainings of civil servants.
The benefits of group work carried out under the programme – the participants will jointly solve concrete policy-making problems, thus helping to contribute to the reforms taking place in real time.

4. Competency Profile of Mid-Level Managers: a basis for all development activities

5. Overview of activities to launch the development programme

6. Objectives of the survey
Objectives (what did we want to clarify and have an overview of):
Definition of middle level manager in public service and the main characteristics
Challenges and expectations of middle level managers
Main activities/tasks of middle level managers
Existing training and development programmes vs. training and development needs
Competency models already in use

7. Methodology of the survey
Web survey for personnel managers, 50 personnel managers
Web survey for middle level managers, 529 managers (71% from agencies and inspectorates, 26% from ministries and Government Office and 3% from constitutional institutions)
Focus groups – 2 groups of middle level managers, 1 group of top managers
Meetings of the expert group (7 representatives from state agencies)

8. Structure and timeframe of the programme
Activity
Duration
Opening event
0,5 days
I module: role of a middle manager and self-management
3 days
II module: people management
2 days
III module: communication and cooperation
IV module: strategic management
V module: process management
1 day
Closing event, including presentation of homework

9. Individual development and homework in the programme
Activity
Hours
Individual coaching in the beginning of the programme
1,5
Group coaching in the middle of the program 2
Individual work with self analysis and development goals 7
Job shadowing day 8
Individual coaching in the end of the programme
Homework 12

10. Challenges of developing mid-level managers
The activities rely mostly on ESF funding
Ministry of Finance has limited human resources
Cooperation between organizations
Programmes are relatively time consuming for the participants

11. Process of implementation: lessons learned (1)
To break silos, the cooperation with different ministries and other stakeholders is critical, especially in distributing responsibilities and tasks.
“Peer-to peer” marketing is the most effective way to gain the best publicity and high participation rates for the development programmes.
The participants of the programs are the key stakeholders in promoting the programmes.

12. Process of implementation: lessons learned (2)
The development activities should be negotiated with and supported by the top level managers and connected to the strategic plans of organizations.
The spreading of common values happens mostly through networking and by personal examples, the training can only support this.

13. Thank You
Anna Laido