The Inclusive Managers Toolkit is built around the key concepts of Inclusive Management, containing 12 modules grouped into three key areas: technical skills, leadership concepts and managing behaviour.
Modules in the toolkit include: What is Management?; Recruitment and Selection; Team Development; Developing employee motivation; Developing trust between managers and leaders; and Managing Inappropriate Behaviour.
Marshall E-Learning will be formally launching the Inclusive Managers Toolkit at the Learning Technologies conference, taking 31 January - 1 February 2018 at London’s Olympia.
David Marshall, founder of Marshall E-Learning, describes the importance of Inclusive Management in the modern workplace:
“Management isn’t an exact science – but research tells us what good managers think and do. This Toolkit draws on the latest academic findings to give you a framework for practising good management – inclusively. Your style as a manager matters. How you behave with your team members will drive their motivation and performance levels. But are you an inclusive manager – or not?”
Expert advice on Inclusive Management is provided throughout the Toolkit with videos featuring Dan Robertson, Director of VERCIDA Consulting:
“A key lesson for inclusive managers that the toolkit puts forward is that if you want high performing team members, focus less on financial rewards and more on Daniel Pink’s three factors: Autonomy, Mastery, and Purpose. Research has shown that the key driver to higher engagement and organisational performance is to encourage employees to find and express their purpose. The new inclusive management toolkit helps this happen in workplaces everywhere.”
Each module in the Inclusive Managers Toolkit is designed to be flexible in use, with each module being around 10 minutes long, making use of drama-based videos, and using an inclusive management assessment questionnaire to test learners’ understanding of the content.
Inclusive Managers’ Toolkit – Course Outline
Part 1: Technical Skills
What is Management: This module sets out the key differences between management and leadership, stressing how in the modern workplace we should really view these two concepts as inter-connecting on a ‘leader-manager’ continuum.
Recruitment & Selection: Conducting interviews: Like all human beings, managers in organisations have a tendency to hire people who are like them. This module helps managers to avoids unconscious biases by highlighting a series ‘hotspots’, as well as best practice tips when selecting and hiring candidates.
Team development: Being mindful of how work assignments are allocated: This module highlight the ways in which different types bias – affinity bias, halo and horns effect – can influence work allocation decisions. The module also proves best practice tips to avoids these biases.
Part 2: Leadership Concepts
Developing employee motivation: According to Daniel H. Pink, author of Drive: The Surprising Truth About What Motivates Us traditional approaches to employee reward have been dominated by financial reward. Management logic has followed a simple principle: The better an employee does on a task, the higher their salary and bonus. And the more money we pay our employees the more motivated they become to perform.
Developing trust between managers and leaders: Here we draw on research from the Centre for Neuroeconomics Studies which seeks to explore why individuals trust each other and the relationship between trust and employee engagement. This research has profound consequences for how managers think and act in today’s modern work environment. This work has identified 8 management behaviours that foster trust between employees and how these can be utilised to create high performing teams.
Part 3: Managing Behaviour
Managing Inappropriate Behaviour: There are often occasions when managers hear or witness inappropriate behaviours at work. There are also times when managers have to deal with toxic This module explores the key differences between inappropriate behaviours and toxic behaviours within a workplace context and provide managers with practical tools to deal with these.