The Value of Management and Leadership Qualifications

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ForewordGetting qualified is a vitally important part of becoming a true professional in all walks of life.I believe it’s every bit as important for managers as for lawyers, accountants or doctors.Too many managers remain unqualified, however. It’s been estimated that at best only one infive managers have any qualification in management itself. The evidence is that organisations’performance suffers as a result. This report aims to highlight the benefits of managementand leadership qualifications as seen by the very people who have direct experience of them:managers and employers across the economy.It’s clear that many managers are deeply committed to their professional development, withthe simple aim of being a better manager far out-stripping financial gain as a motivation forstudying. That’s reassuring at a time when the abilities and ethics of many organisations’top managers are challenged almost daily in the headlines.The resulting impact on performance is clear. Many employers are reaping the rewards.In particular, those that have implemented internally-run courses are able to help their managerslearn in the context of their jobs. Real benefits can be achieved by building work-basedprojects into the assessment process and exposing managers to the big challenges facedby their organisation, giving them the ability and the confidence to step up.Of course, the benefits to employers of having managers who can see the bigger picture,make better decisions, and better manage their people, are obvious. But too manyemployers aren’t giving newly-qualified managers the opportunity to put into practicewhat they’ve learned.A step-change is needed to place qualifications at the heart of management training anddevelopment. I am sure this report will help more employers to realise the potential benefitsof having qualified managers. I hope it helps you get the return on investment that yourightly demand.Ann FranckeChief Executive, Chartered Management Institute4
IntroductionEarlier this year CMI published a major piece of research on the business benefits ofmanagement and leadership development. It showed that organisational performanceand management abilities are clearly correlated, with effective management developmentlinked to a 23 per cent variance in organisational performance (McBain et al 2012). Theresearch revealed that qualifications, in particular, hit a ‘sweet spot’, with managers ratingbusiness school and professional body qualifications as the most effective forms of MLD.This project builds on these findings to explore and evaluate the impact of managementand leadership qualifications (MLQs) on UK managers and employers.A 2007 report by CMI, The Value of Management Qualifications, highlighted the nationalpicture of an under-qualified management workforce compared to other professionaloccupations (Wilton et al 2007). Just 38.5 per cent of managers and senior officials werequalified at level 4 or above, compared to 80.9 per cent of those in other professionaloccupations. Moreover, relatively few managers actually hold specific management orleadership qualifications. It has been estimated that the proportion of managers withmanagement-related qualifications will not get much above 20 per cent in the longer termat the current rate of achievement.The most recent data from the UK Commission for Employment and Skills, the Government’sofficial advisory body, shows that managers are now the least likely occupational group toreceive training. Unskilled managers represent 11 per cent of the UK’s skills deficit (UKCES2012). At a time when there is a well-documented skills shortage amongst managers, thereneeds to be a clearer picture about what makes for the most effective use of MLQs. Withtraining and development budgets being squeezed due to the current financial climate, thisresearch aims to examine the business case for individuals and organisations consideringinvesting in MLQs. What is their effect on business performance and how can employersand individual managers both make the most of their investments?5
Page 3: ContentsPageForeword 4Introduction
Page 7 and 8: Defining managementand leadershipqu
Page 9 and 10: Individual managers’perspectives
Page 11 and 12: CEO/MDDirector/Senior Manager2.081.
Page 13 and 14: The findings demonstrate that price
Page 15 and 16: The focus groups corroborated these
Page 17 and 18: Be more confident in my approach to
Page 19 and 20: One of the participants explained h
Page 21 and 22: More than 5 years ago2 to 5 years a
Page 23 and 24: Diploma Certificate AwardFoundation
Page 25 and 26: 3.6 Enhanced staffretentionA clear
Page 27 and 28: Chapter 4: Maximising the Returns f
Page 29 and 30: The most common method, written ass
Page 31 and 32: I was supported by my line manager
Page 33 and 34: 4.9.1 Quantitative feedbackTo meet
Page 35 and 36: Conclusions and RecommendationsThe
Page 37 and 38: Appendix 1: Case Study 1: BGL Group
Page 39 and 40: Appendix 2: Case Study 2: Greenwich
Page 41 and 42: Appendix 3: Case Study 3: Leeds Lea
Page 43 and 44: Appendix 4: Case Study 4: Synergy H
Page 45 and 46: ReferencesAlimo-Metcalfe, B., Alban
Page 48: Chartered Management InstituteThe C

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