Dutch version

     
Developing Managerial Competences (DMC)
 

About the project:

The main objective of this project proposal relates to the further development if the competences of first line managers. In addition, special emphasis will be put on non-technological competences. More and more, technological responsibilities are being grouped into specific production sustaining units. This means a shift in the tasks expected from the first line manager and new tasks that are created. “Giving instructions” is substituted by coaching or joint performing.
Workers are also becoming more and more “emancipated” and thorough and efficient communication is essential to motivate all team members. Last but not least, flexibility is gaining importance.
This is why - through this project- we aim to offer first line managers all possibilities to further develop their competences through life ling learning.
The further development of the non-technological skills is not ‘job threatening’, it intends
to offer the first line managers all possible opportunities to adapt to our quickly changing society and to continue developing their career within the company.
In fact, this further development increases the competitiveness of the companies and reduces the risk if losing jobs.
 

Aims of the project:

The common objectives of the DPs

* The development of the non-technological skills of the targeted managers.

* To improve the employability of the managers and their teams by offering opportunities to further development in the company. Special attention will be paid to older (50+) workers.

* To share experiences and examples of good practice of working with different target groups, and different professional sectors.  It concerns more particularly the managers of the transport planners in NL, the energy managers in IT, the first line managers in BE and the "customer-oriented" service manager in FR.  Therefore each DP will develop assessment instruments and training materials.

* The development of a common dissemination and evaluation strategy.


Added value on the strategy and intended results of each of the DPs involved:

The added value of the transnational cooperation concerns mainly the following aspects :

*Exchange of information and experiences.
The exchange of examples of good practice in developing the non-technological skills of the targeted managers is a key element in the project implementation. Mainly the final dissemination meeting in France will be devoted to this important issue.

*Parallel development of innovative approaches
Each DP will develop innovative approaches : tools for assessing to what extend the targeted managers possess yes or no the selected non – technological competences + guidelines for implementing training activities+ development of innovative training materials.

*The import/export coming from the parallel development of innovative approaches and the adaptation to the own situation
After analysis of one selected job and function profile in each country each DP will take care of one selected non-technological competence. It concerns more particularly : customer relation in FR, problem solving in BE, coaching/training in NL and communication in Italy.
For each of these competences, the DP in charge will elaborate in English an overview of:

  • all assessment tools used in each participating country for that particular competence
  • the training methodology adopted for updating in each participating country each specific non-technological skill
  • all newly developed training materials in each participating country for that particular competence.

The provided overview can be the starting point of adapting tools, methodologies or training materials used in other countries towards its own situation. In order to reach all this, transnational meetings should not be limited to a steering committee only, but should also give the opportunity to project cooperators to exchange practical experiences of product development.
In this way the cooperation is also more directly goal-oriented allowing each DP to benchmark its own activities and outcomes : comparing its own methodology/ results to the methodology/results of others implies always an improvement leading towards better results.

* Joint product development
This concerns more particularly the development of a common strategy for evaluation and dissemination.

 

The following activities / elements will be actively used:

Methodology for sharing information, results and working tools

  • transnational meetings : meetings of the steering committee, evaluators meetings and project development meetings
  • transnational website, newsgroup and newsletter.
    Hereby the website will not only be used as dissemination instrument, but also as an active element within the project development. Therefore will be introduced a "partners only" section that can be actively consulted by all partners during project development. On the transnational website KaHo Sint-Lieven will also create a "toolbox" (reserved) in which each DP can upload transnational development documents.
    KaHo Sint-Lieven will also create a transnational newsgroup allowing all members of the steering committee to communicate in a very smooth way. The Italian DP will take care of the transnational newsletter.