Meeting of EDF Skills Sub-Group
24th November 2005,
Sub-Group Members:
Michael Maguire
Tom Gillen
Heather Stevens
Chrissie McCann
Anne O’Reilly
Gordon Bell
Richard McMullan
Apologies
Raymond Mullen
Gerry McGinn
1.
Welcome
and Minutes of Last Meeting
The Chairman welcomed Gordon Bell, Richard McMullan
and Chrissie McCann to their first meeting of the Skills Sub-Group. The
background to the work of the Group was explained and previously agreed priorities
were clarified. The Chairman emphasised that work for the Group was still at an
early stage and much was still to be done.
The minutes of the last meeting were agreed without
amendment.
2.
Matters
Arising
The Chairman reminded
members that the Innovation Skills Sub-Group had highlighted a range of issues
relating to the development of a skills set for innovation.
Members agreed with the
5 key issues identified i.e.
– The need to embed innovation skills in the new curriculum
– The importance of the FE sector and the need for the FE colleges to support innovation and technology transfer in SMEs
– The need to improve the knowledge transfer process from FE to SMEs using the experience already gained in HE
– The need to increase on the low proportion of graduates progressing further for a higher degree in NI compared to other regions
– To ensure that appropriate mechanisms were in place to encourage companies to develop their employee’s innovation skills
Further discussion was
held pending additional detail and advice from the Innovation Sub-Group on
desired outcomes.
Heather Stevens also
agreed to discuss the issue with David McAuley
(Director responsible for Higher Education,
ACTION: Secretariat to
circulate minutes of Innovation Sub-Group November meeting.
Heather Stevens informed
the Group that following appropriate tender procedures facilitators had now
been appointed. The ‘Planning Group’ including representatives from both DEL
and DE will meet in early December to agree arrangements and the event remains
on schedule to take place in January 2006.
Members underlined the need for active
involvement by the Department of Education and stressed the importance of making
progress on Adult Skills if success in other areas was to be achieved.
ACTION:
Secretariat to arrange for issue of invitations.
Members were advised that publication of
the Skills Strategy was now scheduled for late December. The Chairman requested
that the document be circulated as early as possible to Sub-Group members. In
response to questions on the composition of the Expert Skills Group (being set
up to replace the Skills Task Force) Heather Stevens informed members that work
continued and that a decision was not imminent. The Chairman and members agreed
that the time was right to learn more about the work of the Sector Skills
Development Agency (SSDA) in
ACTION:
Given the success reported at the
August meeting members requested a short presentation on progress at the Skills
Sub-Group meeting in January.
ACTION:
Secretariat to make arrangements for Marion Cree (Head of Learning &
Curriculum Policy,
3.
Management & Leadership Development Strategy
The Chairman welcomed delegates (see
Appendix 1)
representing key organisations from the private, public, voluntary and supply
sectors in order to discuss the development of a Management & Leadership
Development Strategy for NI. Emphasising the critical importance of this topic
within the Skills Strategy he explained the EDF Vision priorities and
background to the work of the Sub-Group.
Mark Ennis (Chairman, Management & Leadership
Network) explained that the Management & Leadership Network had been
engaged by
Work undertaken has seen the establishment of a
Steering Group representing public, private and voluntary interests with a
remit to identify sectoral strategic management and
leadership issues. Members noted that the work of this group may have benefited
from Trade Union input.
Analysis of feedback has identified a range of
cross sectoral and sector specific challenges that
are outlined below;
Cross Sectoral Challenges
v
Lack of Engagement - insufficient
involvement and investment in building Management & leadership capabilities
v
Inappropriate Priorities
- senior managers tend to ensure development is ‘done’ to first and middle
levels BUT greatest added value comes from involving ALL levels.
v
Inward looking Mindset
- the low risk, silo, micro manager / administrator dominates all organisations
regardless of size or sector
v
Low Skills Expectations
- many do not have the full range of skills to manage and lead today - never
mind towards the future
v
Lack of Investment
- if we train we will only lose them (best practice retention Policies suggest
‘the more you develop the more likely they are to stay’)
v
Small Pool of ‘Calibre’
- the ability to attract the right calibre of management talent is one of the
top 3 business inhibitors in NI (CBI)
v
Too few Coaches and
Mentors - plenty of ‘raw talent’ but limited numbers with
the right skills and experience
v
Silo Mentalities - not
enough interchange between sectors to get mutual understanding / respect
collaboration and long term synergies
Specific Sectoral
Challenges
v
Private Sector
Ø
No one umbrella body to direct or implement policy
Ø
Unable to see or understand the ‘real’ development
needs
Ø
Management & Leadership development not
integrated in to the Business Planning process
Ø
Employer organisations have different agendas and
different emphasis
Ø
Lack of role models and exemplars
v
Voluntary and Community Sector
Ø
Unrecognised need for professional business acumen
to drive sustainability and viability
Ø
Culture of ‘sector ethos’ V business approach
Ø
Funding led environment does not include the need
for investment in leadership development (no priority given)
Ø
Limited access to other sector development
opportunities due to cost or attitudes of different sectors to sharing
development programmes
v
Public Sector
Ø
Interface with changing political agendas and
politicians
Ø
Need to transition from administration to leadership
Ø
Need to deal with specific outcomes of RPA – leading
and managing change
Ø
Silo Mentality within ‘internal public sectors’
Members and delegates agreed that problems existed
with both the demand and supply sides. The failure by organisations to clearly
identify with needs, beginning at the top, and the variable quality of M&L
development provision were fundamental aspects of the problem.
It was accepted that greater alignment between
client demands and provision was essential given the current duplication,
confusion, quality variation and multiplicity of provision. The absence of a Quality Standard or a
system for accessing feedback on the quality of L&M providers was noted. Members
agreed that consideration should be given to the development of a system for
accessing and sharing information on L&M provision.
There was broad agreement that the issues and
challenges identified by MLN were appropriate. Members fully supported the view
that the M&L strategy objectives should;
v
Raise the levels of awareness and engagement of
managers and leaders across all sectors.
v
Support organisations to identify development
needs.
v
Improve the quality of training and development
provision.
v
Improve public, private and sectoral
collaboration.
v
Ensure development actions align with EDF Vision.
The Skills Sub-Group and MLN were encouraged by the
contribution and positive views of the representative groups. A ‘Consultation
Document’ should be finalised by December and available for distribution in
January, 2006. It is hoped that the M&L Strategy could be formally launched
in late February during the planned ‘Management Month’.
4.
Date of next meeting
The next meetings of the Skills Sub-Group are to be
held on Monday 16th January and Monday 30th January 2006
in Adelaide House,
EDF SKILLS SUB - GROUP
24TH NOVEMBER, 2005
|
EDF SKILLS SUB - GROUP |
|
|
Michael Maguire |
- Chairperson |
|
Tom Gillen |
- Deputy Chairperson |
|
Anne O’Reilly |
|
|
Heather Stevens |
|
|
Gordon Bell |
|
|
Richard McMullan |
|
|
Christine McCann |
|
|
DELEGATES |
|
|
Mark Ennis |
- Management & Leadership
Network |
|
Bill Manson |
- Management & Leadership
Network |
|
Ken Bell |
- Queens University of
Belfast |
|
Sean McGuickin |
- Queens University of Belfast |
|
Marie McHugh |
- |
|
Brian Turtle |
- Belfast Institute of
Further & Higher Education |
|
Victor Jordan |
- Invest |
|
Gareth |
|
|
Seamus McAleavey |
–
|
|
Geraldine Quinn |
- Federation for Small
Businesses |
|
Martin Magennis |
- TIME Associates |
|
Dave McClements |
- PricewaterhouseCoopers |
|
Eddie McDonald |
- Beckinridge |