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Summary of country findingsCountry Type Key features Strong points ChallengesUnited Kingdom Generalist and reliant Comparatively weak Significant progress Lack of continuity in(UK) on externally career structures. since mid-1980s in national policy frameworks.accredited vocational Training objectives amount of Employer approach totraining or education clarified by use of development development often shortcompetencesand undertaken term, tokenistic andappraisalsnon-strategicFrance Decisive vocational Law requires firms to High standard of Training levy no guarantee(Fr) educational spend at least 1.2 Grands Ecole of strategic approach toinstitutions per cent of wage bill education with developmenton trainingorigins and closeFormal internalproximity tocareer structuresbusiness worldGermany In-house High proportion of Strong emphasis on Need to encourage(Ger) CEOs hold PhDs technical education greater flexibilityand individual loyalty and diversity ofEmphasis on formal to their employer managerial skillsrather than informalstructures fordevelopmentSpain Limited to large Large number of SMEs Has become Extending(Sp) corporations and family owned systematised in managementbusinesses has successful large development to therestricted growth of corporations broader SMEprofessionalcommunitymanagerial classDenmark Combines general, Experiential learning Open to new practices Weak formal or(Den) vocational and systematic attempts"on-the-job" training Emphasis on informal Public training to evaluate the impact ofmanagement institutions with management developmentdevelopment high status on performanceCombinesegalitarianism withentrepreneuralismNorway Emphasis on company Egalitarian and Widespread Combining its(Nor) and vocational training communitarian ethos expectation by egalitarianism with themanagers that they need to encourage greaterLimited individual will receive training individual entrepreneurship,rewards for and development innovation and riskperformance and positive view of managementits outcomesRomania External Content heavily Many managers Complementing external(Rom) influenced by external benefiting from EU training with indigenousorganisations and sponsored up-to-date training to build necessaryagencies know-how through competenciesmanagementdevelopment6
RecommendationsHR connectionshould be throughpartnership, not justa presence• Those representing HR and management development in their organisationsneed to be assertive in interpreting business priorities and in translating theseinto well resourced and well understood policies and practices.• HR specialists should also ensure that the improvements in motivation,performance and productivity are reported back at Board level to increasechances of further resourcing.• There is also a key role for HR departments to play in systematically evaluatingand following up on management development activities. This will helpunderline to line managers the organisational commitment to implementingnew practices.Create a managementethos as well asdeveloping systems• Management development systems need to be put in place but while thisinfrastructure (formal policies, specific budgets) is necessary, it is not sufficientto improve management performance.• For most firms the ingenuity, loyalty and commitment of their management teamis what gives them competitive edge. Organisations that take a thoughtful longtermapproach to the creation of a management cadre will perform better thanothers in their sector and be more productive.• Employers need to be proactive in cultivating managerial talent at all levels inthe organisation and in developing future potential rather than just forimmediate requirements.• Wherever possible introduce appropriate cultural changes to support theoutcome of management development activities, especially where the intendedresults are attitudinal.A shared andcredible agenda• Too often the views of those on the receiving end of HR initiatives are minimisedor overlooked. Those responsible for implementation should also work hard toensure that line managers understand the strategic intent of developmentundertaken, that promises are fulfiled and that fads and fashions are resisted.• Performance and productivity is enhanced when line managers see their seniormanagement team giving management development sustained priority and whenthey see its link to a consistent set of organisational skills and competencies.• There needs to be a sense of realism about how management development may,or may not, impact on personal advancement and career progression.7
Page 1 and 2: Developing Managers:A European Pers
Page 3 and 4: IntroductionThis report addresses t
Page 5 and 6: Key Findings and Conclusions1. Amou
Page 7: Here the measures had more of an HR
Page 12: The leading organisation for profes

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