AM 2 People Culture - NP - V8.1.1

Learning Unit:

LG-02

Name: Date issued:

People Skills & Culture

Intended Audience:
All employees who have area management responsibilities.

Unit Coordinator: Neil Palmer & Sandra Alexander
Unit Members: Dustine Woolfenden
Paul Rice

Approved: Effective: Signatures:

AM 2 People Culture - NP - V8.1.1

People Skills & Culture Learning
Guide LG-02

UNIT OVERVIEW

Aim: To provide all people managers with the knowledge, understanding of the skills and tools required to manage and

develop their colleagues into high performance teams.

Objectives: At the completion of this Learning Unit you will be able to:

 Understand the key people management and development skills required for an Area Manager
 Incorporate NESI’s 3 key principles into your daily work
 Detail company people management procedures and where to find them
 Lead, coach and develop your team. Utilizing NESI’s structure and methodology
 To analyze and effectively measure results
 Understand the importance of fostering future talent

Structure:

Using Your Learning Unit .................................................................................................................... 3

1 Introduction.................................................................................................................................. 4

2 The People Manager Role........................................................................................................... 4

2.1 What is the Role of a People Manager? Your View............................................................ 4
2.2 What is the Role of a People Manager? NESI focused ...................................................... 5

3 New England Seafood Values & 3 Key People Principles ...................................................... 5

4 Building Relationships ............................................................................................................... 7

4.1 Why we need good working relationships?......................................................................... 7
4.2 Trust & Confidentiality ....................................................................................................... 21
4.3 How and when to be Objective ......................................................................................... 24
4.4 Delivering Effective Feedback........................................................................................... 27
4.5 Consistency of message and style ................................................................................... 29

5 Processes and Procedures ...................................................................................................... 30

5.1 What are processes and procedures & why have them? ................................................. 30
5.2 Absence and Return to Work ............................................................................................ 32
5.3 T and A System (Time and Attendance)........................................................................... 36
5.4 Bribery and Corruption ...................................................................................................... 38
5.5 Speak Up (Whistle Blowing).............................................................................................. 39

6 Development of Colleagues ..................................................................................................... 40

6.1 Leadership Styles.............................................................................................................. 40
6.2 Coaching ........................................................................................................................... 42
6.3 Personal Development Plans (PDP’s) .............................................................................. 42
6.4 Delivering Effective One to One meetings ........................................................................ 43

7 Measuring Results .................................................................................................................... 44
7.1 Appraisals – (Planned workshop training) ........................................................................ 44

8 Moving forward & Looking Ahead ........................................................................................... 45

8.1 Future Talent is desired .................................................................................................... 45

OTHER THINGS I HAVE LEARNED................................................................................................... 46

RESOURCE GUIDE............................................................................................................................. 47

OTHER THINGS I HAVE LEARNED................................................................................................... 49

LEARNER FEEDBACK ....................................................................................................................... 50
VERIFIER’S FEEDBACK .................................................................................................................... 51

ASSESSMENT PLAN.......................................................................................................................... 52

Prerequisites: Induction, Foundation, AM1

Associated Units:

Procedures covered: T&A, PDP, Employee Handbook, Absence Management, Appraisal

Page 2 of of 52

People Skills & Culture Learning
Guide LG-02

Using Your Learning Unit Process Flow Chart

Explanations & Definitions Obtain
Learning Unit
Learning Unit (LG): This document – identifies what
competent people need to know, resources to help them 
learn and a plan of how they will be assessed.
Learn . . . No Can I achieve
Learning Outcome (LO): Identifies what a competent the LO?
person must be able to do or explain. Example: 1.101 using people &
resources Yes
Verification: An ongoing process of checking progress
and giving feedback to the learner to ensure that each Verification
Learning Outcome has been achieved. confirming learning
The Verification process takes into account Prior Learning
as well as individual learning styles. No Successful?

Assessment: Evaluates whether you have achieved all the 
Learning Outcomes and integrated the knowledge in the
Learning Unit. It also provides the administrative record Yes No
of successful achievement. coAmllpLlOetse?

Unit Coordinator: Supports the development and Yes
maintenance of the Learning Unit. Helps to select Unit
Members. Responsible for LG coverage and accuracy. Assessment 

Unit Members: Assist in developing and reviewing checking integration
Learning Unit, providing subject-specific skills and
knowledge. They often, but not always, participate in No Successful?
Verification and Assessment of learners.


Yes

Form to Administration

Page 3 of of 52

People Skills & Culture Learning
Guide LG-02

LEARNING OUTCOME AND VERIFICATION FORM

Each Learning Outcome must be Verified by a competent person to record that the individual has successfully demonstrated the
skills and knowledge identified. For resources available to assist in achieving these Learning Outcomes, see the Unit Resource
Guide. Critical (C) Learning Outcomes that involve practical demonstrations must not be attempted except in the
presence of a competent person until the learner has been successfully verified.

Ref. Learning Outcomes Verified Notes

1 Introduction C by, Date

A people manager is a key, multi-skilled position within the NESI organisation. This 
workbook focuses on the skills and knowledge required to fulfil the people
management aspect of your work. 
The design is intended to provide you with a record or your answers and input,
verification of work completed and a guide to your journey through the learning
modules to become a certified NESI People Manager.
The book is divided into bite sized sections that are time efficient and easy to fit into
your working day.

2 The People Manager Role

2.1 What is the Role of a People Manager? Your View

2.101 Leaning: We mentioned above that a people manager is a key, multi-skilled role C  Validation 1 to
within the NESI organisation. be completed

For your own records and information record below the key tasks you think are
required to fulfil the people management part of your work

 Knowledge of :
Example: Team Payment process (T and A)

 Be able to demonstrate ability to :
Example: Build Relationships

 Detail the steps and Process for:
Example: Complete Personal Development Plans

Action: Once completed, review your information with one of your verifiers and
discuss the details chosen.

C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager

Page 4 of 52

People Skills & Culture Learning
Guide LG-02

Ref. Learning Outcomes Verified Notes

2.2 What is the Role of a People Manager? NESI focused C by, Date

Using this guide and your own self-study NESI aims to help you build stronger more 
effective teams and relationships. Whilst being aware of business requirements you
must also understand the needs of your team and individual team members 
Building from the bottom up we look at developing relationships, utilizing your
knowledge of procedures and process to structure your team’s work, engage them and
give constructive and positive feedback. Create personal development plans in
collaboration with the individual and provide a plan for their future and their work
with New England Seafood.

This Learning guide includes the following sections, topics and workshops to be
completed:

 Building Relationships and your Team.
 Understanding and correctly utilizing process & procedures.
 Develop your people with personal development plans.
 Creating constructive & rewarding Appraisals.
 Developing your people and identifying future talent early.

3 New England Seafood Values & 3 Key People Principles 

“Our values unite us. They create a common DNA that runs through the business and
defines our culture. More importantly though they define our behaviours and
commercial decision making meaning that we run the business in the right way.”

C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager
Page 5 of 52

People Skills & Culture Learning
Guide LG-02

Ref. Learning Outcomes Verified Notes

3.101 Our New England Seafood Values are a commitment to every employee, customer and C by, Date
the communities in which we operate about the way we work.
When you work at New England Seafood, you uphold, and help others to uphold Our 
New England Seafood Values.

Leaning: In addition to upholding these values NESI is committed to creating and
maintaining an ethical business that considers all of the people and communities that it
has dealings with or affects directly or indirectly.

Part of this commitment, in addition to upholding the company values detailed earlier
there are also the NESI’s 3 key principles, that every employee should understand and

be considering them at all the times during their working days.

Having everyone following these principles in everything they do will help create a
safe and ethical working environment for the benefit of all.

The 3 key principles are:

As a manger of people, the importance of being ethical in your decisions and actions is
emphasized greatly because your actions may affect others, directly or indirectly, also
they will be seen, and judged, by other people.

Action 1: Detail below 2 examples of things you do, that others see, which
demonstrate that you are focused on the above key principles, while performing your
daily role.

1)

2)

Action 2: Give examples of what you can do as a People Manager to ensure these are
being adhered to by your team?

C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager
Page 6 of 52

People Skills & Culture Learning
Guide LG-02

Ref. Learning Outcomes Verified Notes
4 Building Relationships
C by, Date



4.1 Why we need good working relationships? 

4.101 Leaning: 

Q) Why do we need good working
relationships?

A) It is important to maintain good

working relationships within your team

to ensure that the work is completed
efficiently, and our customers’ receive

the service they require.

A team works better when they have a good working relationship.

Also the people and the manager within the team will benefit in a number of ways,
some of which are shown below:

 Making the workplace a more enjoyable place to work in.
 Encourages support for each other
 The team will have a common focus and work towards it together as a team.
 More willing to help out or exceed their exceptions for the benefit of their team
 Staff feel they belong to something that they can have pride in
 Better service and results

Action: Think of and describe three further benefits your team will achieve from
having good working relationships:







C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager
Page 7 of 52

People Skills & Culture Learning
Guide LG-02

Ref. Learning Outcomes Verified Notes

4.102 Leaning: The below information explains and demonstrates the different types of C by, Date
relationships you will have within your team:
C
 Between the team members themselves as a group
 How the team members’ reacts with each other and get along as a
group?
 Is there a common bond between the team members?
 Any conflict or strong friendships between individuals within a team
can affect the overall working relationship of a team

 Between you and your team
 How you addresses the team as a group
o Team Meetings
o Communicating results
o Communicating New Policies

 Between you and the individual people within your team
 Individual communication in small groups or on a one to one basis.
 This can be as set meetings or informally during the working days as
needed.
 How willing are the team members to approach you with and issues or
questions?

Action: Using the faces below, rate where you think your current team’s working
relationship is at the moment. Complete the task for all three different relationship
types.

 Between team members themselves as a group

 Between you and your team

 Between you and the individual people within your team

Please give your reasons for your above selections:

Action: Now ask your verifier to collect the same information using the same rating
system as above from your Direct Manager and one of your team members.

Then meet with your verifier to compare the feedback and discuss any differences, and

discuss why they may have occurred.

C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager

Page 8 of 52

People Skills & Culture Learning
Guide LG-02

Ref. Learning Outcomes Verified Notes

4.103 Leaning: A key element that is vital to building good working relationship is respect. C by, Date

What is respect in the workplace?
Respect can be defined as consideration for self and others.

One way to make sure you are acting with
respect when dealing with others is to:

‘Treat others in the way you would want to
be treated yourself.’

Respect always flows in both directions and
acting in a respectful way in everything you
do will earn you the respect from others.

Research has shown that working environments that have high levels of openness and
respect between the people in them tend to have very good working relationships
within the teams working there.

Action: Give 3 examples of a person’s actions that would change the level of respect
in the workplace, stating whether it would reduce or increase the level and what
affects this might have on the working environment and your team.

Example of Action Change in Respect Affect to the Working
Decrease or Increase Relationships &
Environment

C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager
Page 9 of 52

People Skills & Culture Learning
Guide LG-02

Ref. Learning Outcomes Verified Notes

4.104 Leaning: C by, Date
Q) How can you affect your team’s working relationship?
M
A) As a people manager your actions will affect your team’s working relationship
at all times, with or without your knowledge.

If you understand what motivates people and the things that can cause satisfaction or
dissatisfaction for them.
You will be able to use this information to influence the way your team feels by
focusing on the elements that you can directly affect.

Refer to the Resource Library; Link 1 : ‘Herzberg’s Motivation-Hygiene Theory’
http://www.netmba.com/mgmt/ob/motivation/herzberg/

Read the article which summarises ‘Herzberg’s Motivation-Hygiene Theory’ for more
information regarding how different factors affect a person’s motivation and how it is
possible to influence these elements in order to alter someone’s level of job
satisfaction.
Make notes to explain how this relates to you and your team.

Action 1: Referring to the article read: Find, in the word search below, Five Factors
within the workplace that as a manager you are affect directly with your actions to try
and influence the motivation and working relationship within your team.

R S K U N H B J N A ML S S I R I B Z P O Q U

R E H O V E R T R A D I N G WE MO U S P S A

WS C A P I ML P O L I C I E S U N D MO U Y

A S R O J L MB A U MV L H C P T I N P N P Z

J UT T GT DHVS L L XODOBOKF S E A

U H S H E N L O P MF O D O G N Y R WI E R O

CP BE S DI DKOL BNL T S QI L S P VI

WJ O D X F E T O D S E O Y WI B N MH S I U

I D Y E T E J WI H A E E MF B R O P G SS

CS P E BNI DGOJ NDL NI E E L L S I N

G C L G O A L MS WN P N Q S L WZ O P WO U

Y G K J T S L S P Z A R G H P I O K L MO N Y

P C O MMU N I C A T I O N E T O MS K WT T

E X MI S O J A R N E WI L X Y WK L O N D A

Action 2: Arrange a meeting with your direct manager to discuss your ideas on how
you may minimise any Hygiene-Factors when interacting with your team.

C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager
Page 10 of 52

People Skills & Culture Learning
Guide LG-02

Ref. Learning Outcomes Verified Notes

4.105 Leaning: Communication and Information are two of the most powerful tools you C by, Date
have to help build and improve the working relationship of your team.
M

There are lots of different sources that people will constantly receive information from
which is relayed to them in various different formats, such as:

 Tier and One to One Meetings
 Notice boards
 Standard Operating Procedures – (SOPs)
 Quality Assessment Sheet – (QASs)
 Staff Engagement Forum – (SEF)
 Birthday Listening Groups
 Site Briefings
 Town Hall Meetings
 E-Mails

The above are examples of structured information being communicated to the teams
which are required for them to perform well.

There will be times when you will need (or want) to speak to your team members in a
more relaxed, informal and fluid style, such as:

 Giving instructions while the line is in production
 Immediate feedback
 General conversation
 Testing understanding

Action: Reflect on what you think regarding the above methods of communication
and describe how they are currently used within your teams.

Note down any ideas about the communication methods you would like to use in the
future explaining the benefit that will be gained for you and your team.

C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager
Page 11 of 52

People Skills & Culture Learning
Guide LG-02

Ref. Learning Outcomes Verified Notes

4.106 Leaning: The below diagram shows the 3 main parts of a bicycle wheel, explaining C by, Date
their purpose and need for each one.
C

Action: Using this diagram as a guide.
Referring to your organisation/team, replace the three main parts of wheel; The Hub,
The Spoke and The Fully Inflated Tyre, with what you feel are the three main elements
needed for you to manage a good performing team.

Complete the table below detailing your choice of replacement, with your reasons for
them, stating their importance and how you would be able to influence them as a
people manger.

Be prepared to discuss your findings:

Wheel Part: Your choice of Give reasons for your choice.
Replacement

The Hub

The Spokes

A Fully
inflated
Tyre

C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager
Page 12 of 52

People Skills & Culture Learning
Guide LG-02

Ref. Learning Outcomes Verified Notes

4.107 Leaning: Good Effective Communication, when used well, is key to ensuring the C by, Date
smooth running of an organisation and allows people to feel that they belong to a team
and understand the goals being aimed for. C

What happens when it goes wrong and you have a flat tyre?

Action: Refer to the Resource Library: Link 2 : ‘5 Side Effects of Bad
Communication’

http://www.pauljolicoeur.com/5-side-effects-of-bad-communication/

Record at least 3 examples in your experience where better communication would
have stopped problems/issues before they occurred.

This can be regarding either communications you have received or any sent by you.

C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager
Page 13 of 52

People Skills & Culture Learning
Guide LG-02

Ref. Learning Outcomes Verified Notes

4.108 Leaning: When communicating in any format you will need to consider all barriers C by, Date
that will either stop or make effective communication difficult to achieve.
These barriers can be either M

 Physical:
Or
 Personal:

Action 1: Think about your working environment and note down the 3 main barriers
you feel are causing you difficulty and make it hard for you to communicate
effectively.

Physical Barriers: Personal Barriers:
1. 1.
2. 2.
3. 3.

Action 2: In the below table there are three example situations.

Imagine that, as the manager of the team, you will need to speak to the person
involved in order to deal with each situation.

Taking each example separately, complete the table, include the following:

 Any barriers and consideration that you would need to take into account before
deciding the best communication method to use.

 Once everything has been considered, detail which communication method you
would use for the situation along with your reasons for your selection.

Example Situation Barriers/Considerations Communication Methods

Not following the
correct procedure
when requesting

holidays.

Constant Sickness

Shouting or speaking
inappropriately to

other members in the
work place.

C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager
Page 14 of 52

People Skills & Culture Learning
Guide LG-02

Ref. Learning Outcomes Verified Notes

4.109 Leaning: Which is more C by, Date
important?
CM

a) What you say
or

b) How you say it

Both are important, what you
say needs to be correct and have all the information you want to have understood.

But: How you say it will make far more of an impression on the person hearing it and
they will form their own perception of what you want and what you think of them at
that time.

Sometimes how you intend to appear and come across to someone is very different to
how other parties see you.

You may want to explain a process to an operator on a working line that will benefit
them and increase productivity levels for that particular task, your intentions are to
make sure they understand you, so they are able act immediately.

 You may be speaking loudly with hand gestures to make sure you are
understood over the background factory noise levels.

Another person’s perception of your actions may be very different, such as:
 The person being spoken to may see this as being aggressive and that you are
reprimanding them.

Keeping the following in mind when you are planning & delivering communication
will reduce the chances of misunderstandings occurring.

Your intentions don’t matter. Perception is reality. If
people perceive you the wrong way, it doesn’t matter
what your intentions are.

Action: Briefly outline how this type of misunderstanding will affect the working
relationship for the individual and the team as a whole.

Think about and detail 2 examples of where this type of misunderstanding has
happened in your team.

Explain what you could do in the future to try to stop theses misunderstandings from
happening and how to rectify them when they do.

C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager
Page 15 of 52

People Skills & Culture Learning
Guide LG-02

Ref. Learning Outcomes Verified Notes

Because misunderstandings do happen, C by, Date
which may cause grievances, when
speaking to people; it is vital that, 
anybody who is trying to put their point
across or explaining how something needs
to be done is checking understanding
within the conversation.

This gives you peace of mind that your

intentions have been understand exactly
as you intended; or if that’s not the case it

gives you the opportunity to explain again

making sure everybody fully understands
what you are expecting of them.

C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager
Page 16 of 52

People Skills & Culture Learning
Guide LG-02

Verified

Ref. Learning Outcomes C by, Date Notes

4.110 Leaning: Within today’s world of Smart Phones, Social Media and computers being C Welcome to NESI
used in all aspects of peoples’ lives the amount of e-mails constantly flowing back and Employee
forth has greatly increased over the last five years.
Handbook

With it becoming common place to quickly send ‘text’, ‘email’ or ‘what’s app’.
People need to take care and ensure that all business e-mails are suitably written.

Remember, a business e-mail sent by yourself may be the only contact you will have
with the recipient if it. If this is the case the e-mail and how it has been written will be
what the person uses to create their opinions of how you (and your team) perform.
These impressions and opinions count:

Think about your own reactions when receive an e-mail that’s, badly written, hard to
understand and has obvious mistakes.
These may cause extra work; possible
misunderstandings or they will be left to
one side and ignored.

Understanding and conforming to
modern e-mail etiquette is one way to
ensure you are using these tools
correctly and efficiently.

Read the below resource articles, which

further detail current thinking of what is
and isn’t acceptable when using e-mails.

Refer to the Resource Library: Link 3 :
‘Business emails dos and don’ts’
https://en.oxforddictionaries.com/writin
g-help/business-email-dos-and-donts

Refer to the Resource Library: Link4 : ‘9 Email Do’s and Don’ts for the sender’
http://www.networkforgood.com/nonprofitblog/9-email-dos-and-donts-sender/

Action: Review your last 4 emails that were sent by yourself, which communicated
information to others; considering the following:

a) Check that your e-mails match the etiquette rules within the read articles, and
record anything that you will consider changing in future emails.

b) For these e-mails checked, was this the best form of communication to use at the
time, and why?

c) Also, how many people did you send the emails too and who did you copy into the
e-mails and what were your reasons for copying them in?

Please provide copies of the four emails reviewed and be ready to discuss.

C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager
Page 17 of 52

People Skills & Culture Learning
Guide LG-02

Ref. Learning Outcomes Verified

4.111 Leaning: As well as using E-mail etiquette, you should always be asking yourself if C by, Date Notes

an e-mail is the most suitable type of communication for the particular information or  ACAS – Help
situation involved. “What is stopping you talking to each other face to face?” and advice for
employees and
employers
regarding
management

Anything written within an e-mail is legally admissible within the tribunal process.
Details can be found in this document’s resource guide.

Therefore care must be taken whenever you are referring to other people; that all of
the information in the document is objective, fair and factual.

Action: Describe in your own words, using examples, details of when you would
consider it to be wrong to send an e-mail, explaining your reasons and the alternative
method of communication you would prefer to use in that situation.

4.112 Leaning: Good communication and understanding across all members of the team C
will have a great positive effect on
how the teams interact with you as a
manager and their colleagues.

When you need to speak to your team
it is good to try and see things from
their point of view.

Put yourself in their shoes and think about how you would react if you were in their
place.

By doing this you can hopefully predict their reactions and any issues that may occur
at the time.

This will allow you to either change how you act or have your points, ideas and any
relevant information prepared beforehand.

Action: Think of and note down any situations over the last month where using this
method may have helped avoid any challenges that occurred.

C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager
Page 18 of 52

People Skills & Culture Learning
Guide LG-02

Ref. Learning Outcomes Verified

4.113 Personal conduct and behaviour – The Team C by, Date Notes

Leaning:  Welcome to NESI
How people behave and conduct themselves while at work has a major effect on the Employee
working environment and is vitally important when building good working Handbook
relationships in a team.

‘An employer has the right to expect his or her employees to conform to a reasonable
standard of conduct’

Examples may be:
 Be polite
 Be on time
 Ensuring health and safety procedures are followed.

Most peoples’ conduct will automatically be
acceptable but in order to ensure clear
understanding of what is expected of all staff a
‘Code of Conduct’ should be available.

Within NESI, the code of conduct is for all people to follow and act with the 3 Key
Principles in mind at all times.

Also there is a ‘Rules of Conduct’ section within the NESI Employee Handbook
which details the required standards in writing.

Action: Describe why it is important for the above to be in place to be understood and
accepted by everyone, detailing at least 3 benefits this gives your team members and
yourself as a manager.

C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager
Page 19 of 52

People Skills & Culture Learning
Guide LG-02

Ref. Learning Outcomes Verified Notes

4.114 Personal conduct and behaviour – Manager C by, Date

Leaning: 
A manager would be expected conduct themselves in accordance to to the company’s
‘Code of Conduct’ in the same way as any team members are. M

As mangers, how you conduct yourselves will be viewed at all times and affect how

others perceive what is acceptable, because of this

you must ensure you are conducting yourself at the
same level set for your team members’

‘It’s not what you do it’s the way that you do
it!’

How you do something, along with the attitude you
have while doing it will be seen. This has a direct
influence on others and the way they behave.

“Positivity in the workplace can be somewhat “Contagious”

Quoting Dr. Marla Gottschalk

Having a positive attitude and interacting with all of your team in an open and
encouraging way will reinforce the type of behavior expected from your colleagues
and should be reflected in the way they behave and work together.

Read the following articles in the resource library for further information regarding
how your behavior will affect others and the working relationship overall.

Refer to the Resource Library: Link 5 : https://www.linkedin.com/pulse/20140721154524-
524950--good-morning-two-words-that-really-matter

Refer to the Resource Library: Link 6
http://switchandshift.com/how-a-leaders-behavior-affects-team-members

Action: Using the information gained from the above plus your own research and
remembering to always keep the company values and 3 key principles in forefront of
your mind.

Looking at your current role and interaction with others, note down a minimum of two
things that you plan to do that will incorporate a positive attitude across your team and
describe the benefits you would hope to achieve from them.

C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager
Page 20 of 52

People Skills & Culture Learning
Guide LG-02

Ref. Learning Outcomes Verified Notes

4.2 Trust & Confidentiality C by, Date



4.201 Leaning: Creating a trusting environment is one the most desirous demands C
employees ask for when they evaluate the corporate culture and the working climate.
They often look for a leadership, which is trustworthy and communicates well.

Trust is one of NESI’s core values
and a major element that affects the
working relationship within the
team.

To build up trust within a team will
take time and everybody’s
involvement and commitment.

Your behaviour has a pivotal role in creating this level of trust. Leading by example
and having an open, honest and consistent approach when dealing with the members
of your team will encourage trust.

Action: Using your own experience.

Add in to the table below 3 actions that you consider will either gain or lose the trust
of others.

Using your own experience, add examples of situations that have occurred and how
they directly affected the trust of the person or team.

Actions that will gain trust Actions that will lose trust
- -

- -

- -

Past examples of when trust was affected directly.

C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager
Page 21 of 52

People Skills & Culture Learning
Guide LG-02

Ref. Learning Outcomes Verified Notes

4.202 Confidentiality is vital when trying to build and keep the trust of your team members. C by, Date
Leaning: 
Q) What is it and why is it so important?

A) Workplace confidentiality can be defined as
keeping the employee, customer and client
information private.

Maintaining confidentiality in the workplace is of
great importance when building and increasing
trust; and to ensure an open and honest
communication between customers, clients and employees.

Two benefits gained when confidentiality is maintained are:
 To prevent a loss of trust
 To keep your reputation high

Action: Add a minimum of 2 further benefits that you think that may be gained by
maintaining confidentiality with your team.

Benefits:

C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager
Page 22 of 52

People Skills & Culture Learning
Guide LG-02

Verified

Ref. Learning Outcomes C by, Date Notes

4.203 Leaning:  People
Q) What is a breach in confidentiality? Department

A) A breach in confidentiality is when confidential information about someone is
passed to a third party, without their consent or knowledge.

As a manager you will need to be aware of the above and take any necessary actions to
ensure they are avoided.

Below are two examples of breaches that may happen:

 Leaving sickness documents on a desk where other may read them.

 Discussing confidential information directly with the person in a public area
and you are overheard.

If you are unsure if the information you are going to be speaking about should be
treated as confidential or not, ask yourself the question below:

‘If this information was about me or a member of my immediate family would I
want everyone to be talking about it?”

If your answer is ‘No’ then it should be considered as confidential.

Action: Write down all of the current barriers that you will need to consider in order
to maintain confidentiality at all times.

Create an action plan for each barrier identified and discuss with the people
department to make sure they are feasible and that it will comply with confidentiality
requirements.

C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager
Page 23 of 52

People Skills & Culture Learning
Guide LG-02

Ref. Learning Outcomes Verified Notes

4.3 How and when to be Objective C by, Date



4.301 Leaning: As a manager of people you will be asked to produce information for reports
or meetings regarding various different situations, results and the performance of your
team or a particular individual.

When producing this information you must take care always be objective in your
observations and findings, to avoid personal opinions and any biases are avoided.

What is your understanding of being Objective and the use of Objectivity in your role?
Action 1:Review & Note
Refer to the Resource Library: Link 7
‘Business dictionary’
http://www.businessdictionary.com/
Use this resource and note below the key points of the definition of Objectivity

Use this resource and note here the key points of the definition of the opposite
Subjective

Bring the science into your management work

Action 2: Watch this video

Refer to as the Resource Library: Link 8
‘Objectivity – Video’
https://www.youtube.com/watch?v=mLY_Cm2kXHI

After watching the video assess your understanding of the principle of objectivity and
detail when this will be applicable within your management role.

C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager
Page 24 of 52

People Skills & Culture Learning
Guide LG-02

Ref. Learning Outcomes Verified

Your team will rely on you and respect you when you provide an unbiased, C by, Date Notes
reliable and fair source of Analysis, Feedback, Advice and decision making.

Introducing objectivity to your thinking
and work will allow you to separate your personal
feelings and relationships from your working day
and move towards earning your team’s respect
and trust..

A solution is to acquire habits that help us step over our biases and separate
perceptions to from concrete and factual information to the point it becomes second
nature to us.

Always be specific when expressing your opinion about other people or situations

Nobody is a complete mess or totally a star. Be clear and concise when presenting
information. Be polite, but firm when refuting. Listen, and recognize when you are
wrong.

Make no negative comments about anyone

If you need to refer to anything negative, refer to the facts and not the person. And do
it as you would if the person responsible was sitting in front of you.

Learn to be discrete when talking about other people
Careless talk at the wrong time can lead others to error
Not speaking when required can leave others in error

Follow up and investigate any ‘Hearsay’
There will always be hearsay on the factory floor, people will talk. If you are hearing
something about a member of your team, more than once, through hearsay. Make sure
that you follow this up to check if there is an issue or is it just idle talk; then deal with
the situation as required.

Do your homework before speaking passing judgement
Collect objective facts, review and prepare

C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager
Page 25 of 52

People Skills & Culture Learning
Guide LG-02

Ref. Learning Outcomes Verified Notes

4.302 Leaning: As a manger of people you may find yourself in the situation where some of C by, Date
your team members are friends of yours. 

It can be a challenge to manage friends. These people already have a personal

relationship with you, and their presence within a team could cause conflict, tension,
and mistrust if you don’t manage the relationship with care.

It is vital that when you are managing friends that you treat them as you would
everyone else on your team.

This needs to be clearly seen by the other members of the team to avoid any
accusation of favoritism.

Action: Read the following online article referring to this topic, which contains a
number of suggested ways to help deal with this situation.

Refer to the Resource Library: Link 9: ‘How to Supervise Friends at Work’

http://www.monitor.co.ug/Magazines/Jobs-Career/How-to-supervise-friends-at-
work/689848-3923342-vg2t0m/index.html

Action: After reading the article, document and be ready to discuss the methods that
you would be happy to use in order to ensure that you are able to separate your
personal and professional relationships while at work.

C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager
Page 26 of 52

People Skills & Culture Learning
Guide LG-02

Ref. Learning Outcomes Verified Notes

4.4 Delivering Effective Feedback C by, Date



4.401 Leaning: Giving feedback is a major part of your role as a manager of people and you C M
will use it for both positive praise and in the process of developing people.

Feedback is a very powerful tool and any one delivering it should always remember
that when people receive feedback, or even when there is a lack of feedback, regarding
themselves and their work, it will directly affect the way they feel about their work
and any action they take.

Because of this feedback should not be delivered carelessly, without thought or proper
consideration.

The ‘Effective feedback cycle’ gives
you a breakdown of the different
stages you will complete when
planning and delivering feedback to
someone.

1. Discover Issues: Selecting the
procedure, skill or behaviour that
the feedback will be focused on.

2. Analyse causes & consequences:
Find out what’s the cause of any
issues, any possible training
needs, and highlight the how this
is affecting the team, company or
customers.

3. Create options and solutions: Have a plan ready of how to change or improve the
situation.

4. Commit to action: Have the person help create and agree to a plan of action and
commit your support to help wherever possible.

5. Evaluate performance improvement: At an agreed timescale re-check the
performance for improvements and make sure these are feedback to the person as
soon as possible to enhance positivity.

By using this cycle for all feedback delivered by you will give your team a
consistency of style, and allow you to be objective in your observations and advice.
Also when you are feeding back to someone about an area they need to improve;
focusing on the positive changes being put into place, by the agreed plan of action, to
achieve these improvements will hopefully produce a positive reaction from the
person receiving the feedback.

Action: Consider your current team and any particular team member that you wish to
deliver feedback to.

Refer to the Effective feedback cycle and write a structured plan for the feedback you
wish to deliver, including any proposed solutions and plan of action you would like to
suggest.

C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager
Page 27 of 52

People Skills & Culture Learning
Guide LG-02

Ref. Learning Outcomes Verified

4.402 Leaning: Once you have planned and structured your feedback for someone and C by, Date Notes
you’re ready to deliver it, the following considerations must be taken into account
beforehand: W
h
 What feedback are you trying to supply? e
r
 Should the feedback be treated as confidential? e

 Is the feedback of a sensitive/personal nature? w
i
 Where will you deliver the feedback? l
l
 Putting yourself into their shoes, think about the reaction your feedback may
receive. y
o
 Do you have enough time to deliver the whole of the feedback in full? u

 How will you deliver it? d
e
Once you have decided on when and l
i
where you will deliver your feedback v
e
the most important question is then r
‘How will you deliver it?’
t
As with your planning, a consistent h
e
approach to how you deliver any
f
feedback will give you confidence; the e
‘4 Steps of Feedback’ gives you a e

simple guide to follow:

1. Ask Permission: By asking before giving feedback allows the person to prepare
themselves to listen with an open mind to the feedback about to be supplied.

Charging in with your feedback details, without asking beforehand, may shock
the person if it’s not expected…..Shocked people will normally react badly and
automatically try to defend their actions rather than listen and assess the
situation.

2. Describe the Behaviour: Objectively describe the behaviour or actions you are
feeding back on. Making sure that you are factual and are quantifying the details
fully.

3. Describe the Impact of the behaviour: Highlight what affects their actions are
having on themselves, their team and other people involved.

4. Discuss Future behaviour needs and expectations.

By combining the Effective feedback cycle and the 4 steps models, you will be able to
plan what information and suggestions you want to feedback, as well as having a good
plan of how you want to say it.

Action: Describe a situation, in the past, when you received feedback that affected
you strongly, covering the following points:

a) What was the feedback? C
b) Where was it delivered?
c) How was it delivered?
d) How did it make you feel?
e) What would you have done differently?

C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager
Page 28 of 52

People Skills & Culture Learning
Guide LG-02

Ref. Learning Outcomes Verified Notes

4.5 Consistency of message and style C by, Date

4.501 So by now you have: 

- Looked at NESI key principles and 

Values

- Looked at your team relationships and

reviewed their current situation

- Reviewed the importance and benefits

of positive relationships

- Looked at ways to motivate your team and everyone you work with including
yourself

- Reviewed how we communicate and its affects

We hope these have been a thought provoking and productive exercises and that you
have documented, discussed and tested ways to attempt to be better tomorrow than we
were today.
Leaning: It’s now important to maintain consistency in our approach, messaging and
style

Below are four statements about consistency which detail some of the affects it will
have when used constantly.

1. Consistency allows for Measurement.

Until you have tried something new for a period of time and in a consistent manner,
you can't decide if it works or not. How do you measure effectiveness if what you are
measuring isn't performed consistently?

Typically give new initiatives, processes, and organizational structures at least six
months before judging them a success or failure. It's often minor tweaking instead of
major overhauls that make the difference.

2. Consistency creates Accountability.

I ask my employees to be Accountable for their deliverables and goals. They
should expect the same in return from my leadership. I put a priority on making
time for and being available to my team. I work to establish consistent and
recurring meetings when a project or aspect of the business requires attention.

3. Consistency establishes your Reputation.

Success requires a track record. You can't establish a track record if you are constantly
shifting gears or trying new tactics. Many efforts fail before they get to the finish line,
but not because the tactic was flawed or goals weren't clear. The problem is often that
the team simply didn't stay the course to achieve the objective.

4. Consistency Maintains your message.

Your team pays as much or more attention to what you do as to what you say.
Consistency in your leadership serves as a model for how they will behave. If you
treat a meeting as unimportant, don't be surprised when you find they are doing the
same to fellow teammates.

When something doesn't work, I look back at what happened and ask some serious
questions. Did we shift gears too quickly? Did part of the team not deliver on a
commitment? Or was the expected outcome off base from the start? Most of the time,
the reason tracks back to lack of consistency.

Action: In your own words, describe why consistency within in management is
important, giving examples of the benefits for yourself and your colleagues.

C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager
Page 29 of 52

People Skills & Culture Learning
Guide LG-02

Ref. Learning Outcomes Verified Notes
5 Policies and Procedures
C by, Date



5.1 What are policies and procedures & why have them? 

Leaning: C

5.101 Policies: Are the details that define what is done and by whom, at a high level of
information.

Procedures: These define how the work is to be performed to make sure the company
policies are being followed consistently in all circumstances.

For example: When someone is sick the Absence Policy tells them what they have to
do, but it’s the Procedure documents’ that gives them the details of who, when and

how to contact to ensure the Policy is followed correctly.

Action 1: Attend an induction refresher course.

Action 2: Attend a workshop run by the people team covering the new ‘Absence
Management Procedure Guide’.

Action 3: List three benefits for NESI, yourself and your team members that will be
gained due to using the company policies and procedures within your role as a
manager of people.
Note next to each benefit detailed; record which policy you are thinking of.

Benefits:







C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager
Page 30 of 52

People Skills & Culture Learning
Guide LG-02

Ref. Learning Outcomes Verified Notes

During the induction, all colleagues are advised of C by, Date
the company policies and procedures. They are
also advised of the Colleague Handbook that 
holds all of the policies for them to refer to when
required.

In order for these company policies and
procedures to work people will need to:

 Be aware of them
 Either, know what they are
 Or, know where to find them if needed
 Know that action may be taken if they are not followed.

Note: As a manager, you should never assume that everyone knows the correct Policy
and Procedures.

It is your responsibility to ensure and check that your team members are aware of the
company policies or at least they are aware of how they can obtain this information
when required.

Action: As a people manager, document what action you would take if someone on
your team has failed to follow a company policy & procedure?

a) For the first time.

b) Consistently on a regular basis.

5.102 Leaning: There will be a number of commonly used procedures which as a manger of 
people you will use, or explain to others, on a regular basis.

Being informed, regarding these regular procedures, will make your role easier and
also have the benefit of displaying confidence and competence to your team members.

Listed are some of the most used policies and procedures related to managing people.
 Absence Policy
 Return to Work Policy Staff Sales Policy

Action: Briefly state the purpose of each and give an example of when you may need
to refer them.

C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager
Page 31 of 52

People Skills & Culture Learning
Guide LG-02

Ref. Learning Outcomes Verified Notes

5.2 Absence and Return to Work C by, Date

5.201 Notification of Absence – colleague responsibility 

All colleagues should be fully aware of the Notification of Absence procedure and  People
their reasonability, which is: Department

 Have access to Absence Line details Welcome to
o All issued with these along with their NESI Handbook
access fob
 People
 Contact the Absence Line, before their shift starts Department
o They can Text, Call or leave a Voicemail
o Expect and be ready to accept a return call Welcome to
from their manager NESI Handbook

 When calling the following information should be
supplied
o Name
o Reason
o Expected Return Date
o Contact Number

Leaning: Return to Work – colleague responsibility.

When returning to work the employee must follow the following return to work
procedure:

 On arrival go to security before entering the site and ask to complete the return
to work form

 Have the completed form reviewed and signed by security.
 The bottom of the form has to be given to the People Department.
 The remaining part of the form will be given to their manager and goes on file.

Action: Using the NESI Absence Management Guidance Procedure as reference,
check your understanding of the absence and return to work policy is at level that
you would be able to ensure your team members are following it correctly.

C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager
Page 32 of 52

People Skills & Culture Learning
Guide LG-02

Ref. Learning Outcomes Verified

5.202 Leaning: What is the manager’s responsibility during the Absence and Return to C by, Date Notes
Work Policies?
 People
Department

Welcome to
NESI Handbook

During the policy, as a people manager, you have the responsibility to:
 Ensure the correct procedures have been followed
 Check the Return to Work form has been completed fully
 Conduct a Return to Work Interview
 Follow up Interviews

Receiving the Return to Work Form, will give you a chance to have or arrange A
Return to Work Interview with the person, asking about their health and wellbeing
making sure they should be returning to work.

Action: In the table below detail the benefits that you and your colleagues will gain
from completing a return to work interviews promptly on their return, also list any
things that will make it difficult for you to do so.

Benefits Difficulties

Action: Plan and record how you will try to overcome or reduce these difficulties in
the future.

C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager
Page 33 of 52

People Skills & Culture Learning
Guide LG-02

Ref. Learning Outcomes Verified

5.203 Managing Absence - Sickness C by, Date Notes
Leaning:
A person’s level of Sickness is monitored using various trigger points, which are set  People
out in the NESI ‘Absence Management Guidance Procedure’, and are measured over a
rolling 12 month period. Department
NESI ‘Absence
Action 1: Read the NESI absence management guidance procedure to see what the Management
trigger points are and the required action relating to each of them. Guidance
Procedure
document

Once the first trigger point has been reached you would be required to set up and hold
a:

 Guidance meeting

A guidance meeting should be ideally conducted at the same time as the employee
returns to work.

Which becomes part of the return to work process, the return to work from is not
complete unless the guidance meeting section has been completed, if required.

Action 2: Using the Colleague Handbook and the Absence Management Guidance
Procedure’ ensure that you are aware and fully understand the current absence

management policy.

5.204 Leaning: If the Absences and Return to Work processes and procedures are followed  Welcome to
correctly, the absence would be classed as Authorised and the person may be entitled to sick NESI Handbook
pay, either: Absence
Management
 Statutory Sick Pay Guidence
 Or, Company Sick Pay Procedure

Company Sick Pay is at the discretion of the company/manager and the amount of sick 
pay received will depend on their length of service with the company and any previous
absences levels over the last 12 months.

5.205 Action: Read the NESI Absence Management Guidance Procedure to ensure you
understand the conditions and amount of sick pay that may be payable, so you are able
to explain this policy to others clearly.

Leaning: If someone is absent and they have not notified anyone regarding this, they
would be classed as being ‘Absent With Out Leave’ (AWOL) and this sets into motion
the AWOL Procedure set out in the Absence Management Guidance Procedure
document.

Action: Describe and record, how you would deal with the situation of a team
member going AWOL when it happens. Also explain how their actions affect the rest
of your team who are working at the time, thinking about the required workload and
their morale.

C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager
Page 34 of 52

People Skills & Culture Learning
Guide LG-02

Ref. Learning Outcomes Verified

5.206 Leaning: If the policies and procedures have not been followed, then any absence would be C by, Date Notes
classed as an Unauthorised Absence and any company pay due will be lost.
 Welcome to
The Colleagues Handbook and Absent Management Guidance Procedure details other NESI Handbook
times when an absence would be classed as Unauthorised.
Action 1: Using your knowledge or referring to these documents, add in the other People
times when absence would classed be unauthorised. Department

 has not followed the sickness notification procedure Absent
 Management
 Guidance
 Procedure


Leaning: There will be times when mitigating circumstances may need to be taken
into account and you may want to ask for the status of the absence to be changed back
to authorised as an exception to the rules.

Each case would need to be looked at separately and a decision will be made using
only the known information.

Any decision made needs to be Objective, Confidential and Uninfluenced by personal
feelings.

Please note; any decision made by you will not set a precedent as it was reached
taking into account its own unique facts.

Action 2: Note down any examples of circumstances where you would want to make
the decision to alter the status of the absence to be authorised.

Discuss these examples with your direct manager or the people department for
feedback.

(Possible area manager group discussion to ensure that all shifts are working in
consistent way across all teams.)

C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager
Page 35 of 52

People Skills & Culture Learning
Guide LG-02

Ref. Learning Outcomes Verified Notes

5.3 T and A System (Time and Attendance) C by, Date

5.301 Leaning: All colleagues are expected to be punctual and ‘FOB’ in and out at the start 
and completion of their shift.
C
This will feed information instantly into the T and A People
system; which will highlight lateness, absences, overtime department
and other details.
Allowing you to manage and act quickly to any issues that Payroll
occur.

It is vital that this process is followed by all colleagues for
the below reasons:

 Health & Safety, as it gives a record of who is in which unit, in case of an
emergency

 Ensures that you are paid correctly and on time.
 Allows you to check if the 5 days – 60 Hours rule is being followed when any

over time is being worked.

Action: Describe your understanding of the ‘Working time directive’ and the due
diligence of the 60 hour rule as per our customer compliance demands.

C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager
Page 36 of 52

People Skills & Culture Learning
Guide LG-02

Ref. Learning Outcomes Verified

5.302 Leaning: Reporting & Payroll: C by, Date Notes

For all permanent staff the T&A details will be logged and recorded for pay roll M
purposes.
People
If used correctly all details reported will be checked and signed off by pay roll without department
any need for double checks or manual adjustments. Payroll

This is not always the case and errors and anomalies will occur on the T&A records
such as:

 Lateness

 Colleagues not swiping correctly will result in the wrong hours worked being
recorded; and incorrect payments being made.

 Overtime not authorised by an Area Manager

Daily processes to be done.

 Check the Daily T & A anomalies reports, for the previous day.

 Send a request E-mail, to payroll, for any adjustments that you are aware of
and will need to be processed the following day if you know you are off shift.

As a people manger it is part of your responsibility to ensure that the T & A details are
correct at the end of each shift, and that you raise any issues you are aware of with the
payroll department, in order for them to be corrected prior to any final reports being
run:

Ask yourself this question:
‘If you were a team member and your salary payments were wrong. How
would you feel?’

You are accountable for ensuring that the T&A system are correct. This will reduce
the number of salary issues that need to be corrected; and will have a positive effect on
the morale and help build a better working relationship.

Action: Print off todays T&A anomalies as evidence and highlight any errors and
explain the corrective action of you’ve taken.

C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager
Page 37 of 52

People Skills & Culture Learning
Guide LG-02

Ref. Learning Outcomes Verified

5.4 Bribery and Corruption C by, Date Notes

5.401 Leaning: Earlier you saw the importance that NESI places on it Values and Key C  People
principles and that they wish to make sure all department
colleagues have a good and safe place to work. Training

Integrity, Respect and Trust are the essential to Induction pack
making this happen. N Drive

As a company NESI has set up and implemented
the below policies and initiatives

 Theft – Zero Tolerance
 Speak up (Whistle Blowing) (To encourage colleagues to speak up if the

encounter or see any wrongdoings or criminal act that will put others in
danger)
 First Call (agency) - Stronger Together (Protecting people against
exploitation and modern day slavery)
 Staff Engagement Forum

 Action: Referring to the company induction training pack, and training team, write
a brief description of each one along with their importance and detail how you
would promote awareness of them to your teams.

C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager
Page 38 of 52

People Skills & Culture Learning
Guide LG-02

Ref. Learning Outcomes Verified Notes

5.5 Speak Up (Whistle Blowing) C by, Date
5.501 Leaning:

What is Whistle Blowing?
 Welcome to
Action 1: Read the following online information from the ACAS Help and advice NESI Handbook
pages for employers and employees.
ACAS – Help
Refer to the Resource Library: Link 11 and advice
Whistle-Blowing in the Workplace Guidance | Acas Website

The People
Department

One of our values is Integrity and we would want any suspected wrong doing to be
reported as soon as possible.
Action 2: Find and read the company’s own ‘Whistle Blowing’ policy in the welcome
to NESI handbook from informational posters on the site answer the following
questions:

 Where is the poster?

 What does the policy do?

 Who is it for?

 What Feedback do we get?

 Why Bother?
 For Customer Compliance – do we require separate policies for each

customer?
o Give reasons to explain your answer to the above question.

Action 3: With your new understanding of this policy, note down what you would
advise if a member of your team came to you with a concern they wanted to report but
were afraid to, because they were worried about the reaction it may cause.

C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager
Page 39 of 52

People Skills & Culture Learning
Guide LG-02

Ref. Learning Outcomes Verified Notes
6 Development of Colleagues
C by, Date



6.1 Leadership Styles

6.101 Leaning: In order to achieve or exceed your targets and goals as a people manager
you will need the help, support and commitment of your team.
Further reading:
This support, trust and commitment from a team will not automatically be given and it “Leadership and
will need to be developed over time using a number of different leadership styles.
The “Situational Leadership ®” model describes four leadership styles. The styles the One Minute
differ by the level of support given (e.g. asking questions, facilitating decisions) Manager”,
compared to the level of direction given (e.g. providing instructions, close
supervision). Blanchard et al

We all have our own natural style; however effective leaders are able to vary their
style depending on the people and situation.

S1 Directing Leadership Styles
Supervisor defines the role and tasks of the ‘follower’ and supervises them
S2 Coaching closely. Decisions are made by the supervisor and announced, so
S3 Supporting communication is largely one way. High on directing and low on
S4 Delegating supporting behaviour.

Supervisor still defines the roles and tasks, but seeks ideas and suggestions
from the team member(s). Decisions are still the supervisors prerogative,
but communication is much more two – way.

Supervisor passes routine decisions to the team member(s). The supervisor
facilitates and takes part in the discussion, but control is with the team
member(s).

Supervisor is still involved in decision and problem solving, but control is
with the team members(s). The team member(s) decide when and how the
leader will be involved.

Action: Record what you feel is your natural leadership style and take this
information to the group discussion that will be run by the training team.

C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager
Page 40 of 52

People Skills & Culture Learning
Guide LG-02

Ref. Learning Outcomes Verified Notes

C by, Date

6.102 Leaning: The Leadership Style you choose to use will be dependent on the

competence and willingness of the people you are dealing with in a particular
situation – their Development Level.

Blanchard has identified four Development Levels. By determining an individual’s or
your team’s Development Level you can then see how you may need to modify your

natural Leadership Style for different situations.

D4 High Competence Experienced at the job and comfortable with their
High Commitment own ability to do it well.
May even be more skilled than the supervisor.
D3 High Competence
Variable Commitment Experienced and capable, but may lack the
confidence to go it alone, or the motivation to do it
D2 Some Competence well/quickly.
Low Commitment May have some relevant skills, but won’t be able
to do the job without help. The task or situation
D1 Low Competence may be new to them.
Low Commitment
Generally lacking the specific skills required for
the job in hand, and lacks the confidence or
motivation to do it.

Action 1: Give an example of a situation relevant to your team for each Development
Level.

For example: Your team may commence work on a newly installed piece of
equipment which is totally dissimilar to what they have used before. D1- Low
Competence and Low Commitment/Confidence.

D1
D2
D3
D4

Select 2 of your examples and discuss the type of leadership style you would use and
how you would demonstrate that style of leadership.

Action 2: Reflect and note down 2 examples of when you might use a different styles
of leadership when dealing with the same person, at different times and taking into
account different circumstances.

C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager
Page 41 of 52

People Skills & Culture Learning
Guide LG-02

Ref. Learning Outcomes Verified

6.2 Coaching C by, Date Notes

6.201 Leaning: When the leadership skill of coaching is implemented well, it is as great tool Training
to help the deveolopment of people within
your team.

Coaching is different to giving instructions,
rather than telling someone how to do
something it allows people to learn things for
themselves, with the coach checking their
understanding.

Some of the most effective coaching occurs
on the job as things happen or at the earliest
convenient moment, when it is most relevant to the person being coached.

Coaching is a skill and can be learnt and then used to benefit both the individual
person and the team.

Action: Attend a ‘Coaching Workshop Session; delivered by The Training Team.

6.3 Personal Development Plans (PDP’s)

6.301 Leaning: Personal Development Plans, if used correctly and there is a structured Training
follow up process set in place, can be an extremely effective way to help and guide
someone to develop their knowledge and skills in different areas.

6.302 Action: Attend Workshop session on producing PDPs Training Workshop
Training
‘Setting Smart Objectives’
Leaning: Your Coach
You would have seen how to set SMART objectives while on the PDP workshop Web Link
where you would have concentrated on your own objectives.

The principles learnt in the workshop can be taken and used for coaching and
improving people within your team.

Reading the below article, which guides you on how to set smart objects, to refresh
your knowledge and understanding as required.

Refer to the Resource Library: Link 12 ‘Setting Smart Objectives’
http://www.yourcoach.be/en/coaching-tools/smart-goal-setting.php

Action: Taking what you learnt on the PDP workshop. Think about your team
members; their strengths and any areas they need improvement.

Prepare an example objective for a team member, without using any reference to
names.

This can then be used as a template for your team members to refer to when setting
their own objectives and personal development plans.

C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager

Page 42 of 52

People Skills & Culture Learning
Guide LG-02

Ref. Learning Outcomes Verified Notes

C by, Date

6.4 Delivering Effective One to One meetings

6.401 Leaning: Holding regular one to one meetings with your team members is the best C 
way of keeping them focused on any Smart objectives they have agreed to within their
Personal Development Plans. M

These also allow you to ensure that all the members of your team are aware of and
aligned with any overall company or team objectives.

Some of the other benefits of holding these regular meetings are:
 Find out how the team member is feeling.
 Allows you to track the progress of the team member.
 Keep recorded details of the meetings and what has been agreed as actions to
be done.
 All parties involved are fully aware of what they will be doing next.
 Gives you a chance to discover any issues or problems early, so they will be
easier to rectify.

The above benefits and more will only be obtained if your 1 to 1 meetings are well
planned and delivered effectively.

By following the below suggestions:
 Schedule them regularly
 Agenda
o Have a consistent style.
o Create beforehand and send to the team member due to attend the
meeting.
o Know the points you wish to cover. (not too many)
 Two Way Conversation
o Let the team member talk, giving them your full attention when they
do
 Accountability
o Make sure all parties in the meeting are aware of which agreed actions
are for who
 Don’t Cancel
o If unable to hold the meeting make re-arrange wherever possible
rather than cancelling.

Refer to the Resource Library: Link 13
https://www.forbes.com/sites/work-in-progress/2013/11/11/the-secret-to-effective-
one-on-one-meetings-with-direct-reports/#31a91a124687.
Refer to the Resource Library: Link 14
https://www.liquidplanner.com/blog/how-to-have-effective-one-on-one-meetings/

Action: Using information from the above links, and template from the resource
library. Plan agendas for 1 to 1 meetings for three of your team members and discuss
these with your immediate manager.

Then proceed to hold the meetings, recording your thoughts and feedback of how they
went and how the people attending responded to them.

C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager
Page 43 of 52

People Skills & Culture Learning
Guide LG-02

Ref. Learning Outcomes Verified Notes

6.402 Leaning: Not all feedback needs wait for a structured one to one meeting. C by, Date

Feedback can be given at any time, in a very fluid and spontaneous style. For 
example: When you catch a colleague doing something right, let them know it’s been
seen and appreciated.
Make sure you are giving this fluid feedback at the right time, if it’s given too long
after an event there it will have very little or no effect and could lower morale.

Action: If you are giving spontaneous feedback to your teams, note in the table below
what benefits it will be gained by you and your colleague, also what you may need to
consider beforehand?

Benefits Considerations

7 Measuring Results

7.1 Appraisals – (Planned workshop training)

7.101 It is vital to the development of individual team members to know how they are Workshop
performing and have a clear understanding of what is expected of them. Training

The Appraisal process is detailed in the employee handbook and is a great tool for Welcome to
both the manager and the employee can see where they are now and where they want Nesi
to be in the future. Handbook

Action: Attend the training workshop on Appraisals

7.102 During the workshop for delivering appraisals you would have seen the principle of
360 degrees feedback and details of how this can be used within the process to benefit
understanding between the manager and team member.

Action: Plan and record how you intend to introduce this type of feedback to ensure
that the team members are fully behind the idea and understand what the benefits will
be.

C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager
Page 44 of 52

People Skills & Culture Learning
Guide LG-02

Ref. Learning Outcomes Verified
8 Moving forward & Looking Ahead
C by, Date Notes

8.1 Future Talent is desired
8.101 Leaning: Why is it important to identify future talent?

Any company wishing to expand and grow will always want to be increasing the level
of talented people working for them.

Also it is good to identify anybody who shows potential to become leaders in the
future so the company has a talent pool of people could be considered for any
positions when they become available.

As growth starts the number of talented people needed increases and there may be a
number of new roles that will require to be filled.

For further information on how best to use talent pools to develop future leaders, use
the link below and read the information relating to this.

Refer to the Resource Library: Link 15 : ‘Using Talent Pool’
http://www.halogensoftware.com/blog/using-talent-pools-to-develop-future-leaders

Action: Explain how future talent is currently identified and if there is any set process
in place regarding their development.

Now make suggestions of anything you could do as a manager to make sure the right
people are detected.

Also, once detected, what can you do as a manager to ensure the company retains their
services and that they don’t leave the company before any possibilities arise?

C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager
Page 45 of 52

People Skills & Culture Learning
Guide LG-02
OTHER THINGS I HAVE LEARNED
Ref. Learning Outcomes Verified Notes
by, Date

C Critical  No Verification  Self-Verification allowed Team Learning recommended M Manager
Page 46 of 52

People Skills & Culture Learning
Guide LG-02

RESOURCE GUIDE

Competent people at the workplace are a key resource you may use to help you achieve the Learning Outcomes in this Unit.
This Resource Guide provides a list of additional flexible learning resources you may also use.

Reference Rating / Type Resource Location

1 2  Leadership and the One Minute Manager. Training Department
1
Herzberg Motivation-Hygiene Theory 2 ISBN 9788172230364
Link 1 1
5 Side Effects of Bad Communication 1  http://www.netmba.com/mgmt/ob/motivat Internet
Link 2 2
Business email dos and Don’ts ion/herzberg/
Link 3 1
9 Emails Do’s and Don’ts for the Sender 1  http://www.pauljolicoeur.com/5-side- Internet
Link 4 2
Good Morning two worlds that really effects-of-bad-communication/
matter 1
Link 5  https://en.oxforddictionaries.com/writing- Internet
How a leaders behaviour affects team
members help/business-email-dos-and-donts
Link 6
Business dictionary  http://www.networkforgood.com/nonprofi Internet
Link 7
Objectivity – Video tblog/9-email-dos-and-donts-sender/
Link 8
How to Supervise Friends at Work  https://www.linkedin.com/pulse/20140721154 Internet
Link 9
524-524950--good-morning-two-words-that-
really-matter

 http://switchandshift.com/how-a-leaders- Internet

behavior-affects-team-members

 http://www.businessdictionary.com/ Internet

 https://www.youtube.com/watch?v=mLY Internet
_Cm2kXHI

 http://www.monitor.co.ug/Magazines/Jobs Internet

-Career/How-to-supervise-friends-at-

work/689848-3923342-

vg2t0m/index.html

Feedback – Clapping Exercise Article 3  https://www.psychologytoday.com/blog/t Internet
Link 10 1
1 hinking-about-kids/201002/are-you-good-
ACAS Help a& Advice for employers and 1
employees – Whistle Blowing giving-feedback-exercise-in-clapping
Link11
 Whistle-Blowing in the Workplace Internet
Setting Smart Goals
Link 12 Guidance | Acas

Effective one to ones (1)  http://www.yourcoach.be/en/coaching- Internet
Link 13
tools/smart-goal-setting.php

 https://www.forbes.com/sites/work-in- Internet

progress/2013/11/11/the-secret-to-

effective-one-on-one-meetings-with-

direct-reports/#31a91a124687

Effective one to ones (2) 1  https://www.liquidplanner.com/blog/how- Internet

Link 14  Intranet / to-have-effective-one-on-one-meetings/

1. Recommended Books / Multimedia  Process  Other Specialist
2. Relevant Picture Maps
3. Supporting Manuals Procedures/ Video/Film Persons
Regulations
Page 47 of 52

People Skills & Culture Learning
Guide LG-02

Reference Rating / Type Resource Location
Using Talent Pool
Link 15  http://www.halogensoftware.com/blog/usi Internet

ACAS – Help and advice for employees 2 ng-talent-pools-to-develop-future-leaders
and employers regarding management
3 People Department/Payroll People Department

 New England Seafood Employee Intranet
Link to document
1 Handbook/Absence Management
Procedure Guide

 One to One Template Form

1

3  Managing People | Acas Internet

4 Workshops/Facilitated group discussions

1. Recommended  Books / Intranet /  Process  Specialist
2. Relevant Picture Maps
3. Supporting Manuals Multimedia Procedures/ Video/Film Other Persons
Regulations
Page 48 of 52

People Skills & Culture Learning
Guide LG-02
OTHER THINGS I HAVE LEARNED
Ref. Learning Outcomes Verified Notes
by, Date

1. Recommended  Books / Intranet /  Process  Specialist
2. Relevant Picture Maps
3. Supporting Manuals Multimedia Procedures/ Video/Film Other Persons
Regulations
Page 49 of 52

People Skills & Culture Learning
Guide LG-02

LEARNER FEEDBACK
Use this page to provide feedback to the L&D Department on your experiences of completing
your Learning Unit.

Personal Reaction

Use this section to give feedback on your reaction to having completed the Learning Unit, did you
enjoy the experience, did you struggle, do you feel personal satisfaction?

No enjoyment at all Really enjoyed it

12345

Relavance

Use this section to give feedback on your thoughts of how relevant this Learning Unit is to the
role that you carry out.

Not at all relevant Totally relevant

12345

Results

Use this section to give feedback on whether you will / have been be able to apply this Learning
Unit in the role that you carry out, what impact has it had to either your role or your behaviour.

No impact A Lot of impact

12345

Support

Use this section to give feedback on whether you were given the required support in order to
complete this Learning Unit, i.e. time off to learn, coaching, materials etc.

No support Full support

12345

Total Score

1. Recommended  Books / Intranet /  Process  Specialist
2. Relevant Picture Maps
3. Supporting Manuals Multimedia Procedures/ Video/Film Other Persons
Regulations
Page 50 of 52