Incentives to improve skills

first_imgIncentives to improve skillsOn 1 Jun 2002 in Personnel Today Previous Article Next Article Tax incentives for employers and individuals could be a viable solution toimprove the UK’s poor track record in inadequate management and leadership,according to a two-year research project. The Council for Excellence in Management and Leadership (CEML) has devised30 recommend-ations to improve management and leadership in the UK. Its reportManagers and leaders: raising our game was launched last month. Setting out CEML’s findings, the report proposes a shake-up to improve thedemand for manage-ment and leadership development, boost the supply of vitalskills and bring about a step-change in the link between supply and demand. Its first recommendation is that a national framework of indicators of theUK’s management and leadership capability be developed to promote theimportance of developing good managers and leaders. The report further recommends the voluntary corporate reporting ofmanagement and leadership capability for public and private sectororganisations through appropriate bodies, including Investors in People. Itproposes that IiP develops and promotes an optional leadership developmentmodule for IiP organisations. Council member Professor Stephen Watson, principal of Henley ManagementCollege, said: “We must find ways of stimulating demand for managementdevelopment.” Watson is keen to see financial incentives as a means of raising demand. Thereport of the working group which he chaired recommends: “Governmentshould pursue effective methods of giving individuals and employers financialincen-tives, to invest in the continued development of individuals at work.Incentives used in other countries should be considered for application in thiscountry.” The reference is mainly to Singapore, where tax incentives arevery effective in getting people into management education. CEML recommends that the case for a national forum to improve dialoguebetween business schools, other providers and their corporate customers beconsidered. “Most business schools want to engage with employers because theirstudents go into employment and they are concerned about preparing themsatisfactorily. You also need feedback on what skills are needed in themarketplace in order to construct your courses effectively. But it is difficultfinding individuals in industry who have the time and are sufficientlypassionate about management education to want to influence it,” Watsonsaid. The Council’s ultimate recommendation is for a strategic body for managementand leadership to be established by the Government. Its key functions will be to set targets; identify priorities for action;monitor supply and demand; report on progress towards developing an adequatequality and quantity of skilled managers and leaders; and to report on progresstowards CEML’s recommendations. By Elaine Essery Comments are closed. Related posts:No related photos.last_img read more

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