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The final goal of Management Development programs is to contribute to the professional development of individuals in an organizational context. A management development approach should thus be supported by actual win-win relationships between the company leadership and its managers (illustration).
Thus, management development is often regarded not so much as an end in itself than as a means to:
Ideally, organizational development should rely on 3 strongly interdependent concepts that make up the main pillars of every HR department’s development strategy: Management Development (MD), Management by Objectives (MBO) and Training programs (guidelines).
There are mainly three types of resources that are necessary to the implementation a management development program:
1) Financial resources: all Management Development concepts should include a Business Plan. Depending on the company’s development policy, this budget may or may not be an integral part of the budget allocated to training.
The financial factor strongly influences the efficiency of management development policies and can even be decisive with regard to their implementation. To give you an idea, the budget allocated to training programs generally represents between 1.3 and 5% of the entire payroll, depending on the company’s size and industry.
2) Human resources: the company can choose between two types of human resources:
3) Technological resources: resources such as the infrastructure, IT material or specific techniques that are necessary to implement the decisions can have a huge impact on the training program’s budget. The Management Development process also requires the use of assessment tools such as personal skills assessment tests (topic) and/or Assessment Centers (guidelines), for example.
Before getting into the setup of the management development process, we need to define its underlying core values – i.e. the values that should be shared by all of the company’s managers. This should be done in collaboration with the Board. As for the the mission statement of a management development program, it should embed the otherwise abstract message conveyed by the company’s organizational values.
The following illustration details the different steps that will have to be followed by the management development program (illustration) once both its values and mission have been stated. Concretely speaking, the design of a management development concept should integrate the two following elements:
Comparing the skills that have to be acquired by the job holder to the skills that are required to meet organizational goals will indeed allow us to prioritize competency development policies and actions. This assessment of the needs in terms of competency development actions should ideally be performed at all levels of the organization. Should this not be possible, it should be offered in priority to managers and other holders of key positions.
Let’s take the example of a company that holds the following organizational values: RESPECT – FUN – EFFICIENCY, and let’s see how these values can be derived into concrete managerial behavior:
And here is an example of a mission statement for a management development program: