Claire Carter

1
Technical knowledge vs Management skills

• Claire Carter
• Colin Usherwood

2
Introduction

• The traditional FLM role
• Why the role is changing
• How the role is changing
• What Anglian Water are doing

3
The traditional front line managers role

• What did it entail?
• Managing workload resources
• Enforcing rules
• Taking key decisions
• How was it obtained?
• Climbing the ladder
• Change in overall trend of careers

4
The need for change

• Industry facing changing environment
• Customer expectations
• Introduction of competition
• Increased energy costs
• Increased legislative demand
• Climate change
• Organisations need to respond
• Limitations of traditional efficiency gains
• Organisations need fundamental changes

5
Additional requirements of the role

• Change management
• Enhance team performance
• People management skills
• Stakeholder management

6
What is being done about it?

• Anglian Waters initiatives
• Skills and Behaviours framework
• Multi-strand resource strategy
• Essentials for Management
• Licence to Operate

7
Skills and Behaviours Framework

• Applies to whole company, not just those in
  management roles
• 10 skills behaviours
• Personal skills
• Technical knowledge/expertise
• Increasing levels of complexity
• Level required for each role defined in role
  profile
• Gap analysis performed between role profile and
  employee profile
• Leads to performance feedback development
  planning

8
Multi-stranded resource strategy

• Graduate management training scheme
• Succession planning
• Sourcing from forces
• Project upstream

9
Essentials for Managers

• Standard setting
• 6 training modules to be completed by all new
  managers
• 3 to be completed in first 3 months of management
  role
• Health and safety for managers
• Assertive communication
• Managing people processes
• 3 to be completed between first 3 and 12 months
  of management role
• Understanding the business context
• Coaching for performance
• Interviewing skills

10
Licence to Operate

• Investing in our core business
• Establishing a new skills standard for AMP5
• Ensuring we have operators and managers who meet
  that standard
• Linked to performance management process
• Based on skills and behaviours framework
• Links into integrated management strategy (ISO
  accreditation)

11
Summary

• Requirements of front line management role
• Traditional role
• Drivers for change
• How the role has expanded
• What Anglian Water are doing
• Skills behaviours framework
• Multi-strand resource strategy
• Essentials for management
• Licence to operate