Sponsored by the CIPD, Institution of Occupational Safety and Health (IOSH) and the Affinity Health at Work Research Consortium, Affinity Health at Work has conducted research to review all the evidence available about what affects the success of developing managers who support employee engagement, health and well-being. Phase 2 of the research builds on the original phase of research conducted in 2014, and introduces the new resources and tools which have been developed since then.
These resources build on earlier work conducted in 2014 and are grounded in research which looked at both academic and practitioner literature. They include a simplified model and checklists highlighting the range of factors which can enhance or reduce the effectiveness of management development programmes, with the aim of supporting organisations in implementing them effectively. They also include a maturity model to help organisations establish their current stage of development.
To get started, the flow chart below suggests the order in which you might like to use the resources we’ve produced. They'll help you develop your own management development approach that supports employee engagement and well-being.
We advise starting with the maturity model, as this will enable you to identify which parts of the checklist are most applicable to your organisation needs and context. You may not need to use all of the resources as they are designed for organisations at different stages, from those starting out on developing a management development approach to support engagement and well-being, to those who already have one in place but want to enhance its effectiveness.
Checklists and FAQs
There are three checklists which outline the factors you need to consider before, during and after your management development programme. The maturity model will help you identify which level you should focus on within each of these checklists.
Case studies and top tips
Take a look at how other organisations have used these resources to develop their management development programme that supports employee engagement and well-being.
The first two case studies – a charity and a private sector organisation, were both ‘advanced’ in their management development journey, that is, they had considered most of the factors found to be important for the success of the management development programme and had therefore reached higher levels in the maturity framework.
The third case study describes an organisation that took part in the first stage of the research in 2014, as a result of which they received a gap analysis report. In 2015–16 the organisation took part in an action-learning process, designed to help it take action to focus on the identified gaps in their management development approach. The write up of this case study therefore contains in-depth information about how and why they adapted and evolved their management development programme.
We have also drawn together some practical top tips from across our three case studies.