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CHAPTER THREE: LINE MANAGEMENT INVOLVEMENT AND SUPPORT
Perception of Line Managers' Workshop
3.1 Previous informal evaluations of cohorts established the importance of involving line managers throughout the course of the programme. In planning cohort 5, a more proactive measure was enforced to ensure that line managers became more involved. A national event ( i.e. workshop) was organised prior to cohort 5 commencing, the purpose of which was to demonstrate the importance of line managers supporting participants throughout the life of the programme, as well as outlining the objectives of the programme itself.
3.2 Just less than half (43%) of line managers attended the workshop. All who attended it found it useful with one in three (33%) finding it ' very useful'.
3.3 It was felt by some who did not attend, that the arrangements for the line manager's events ' weren't the best in terms of the jobs they have to do. The events demanded even more time and for some (other managers) it was a bridge too far'.
3.4 It was subsequently suggested that more effort was needed in order to get ' buy in' from managers vis-a-vis supporting the programme and attending workshops. It was suggested that local meetings rather than national meetings might work better.
Level of Support from Line Managers
3.5 Over half (59%) of participants agreed that their line manager was supportive of them during the programme. Around one in six (17%) disagreed. Those participants employed in national voluntary organisations were more likely to agree that their line managers were supportive than those in LA Social Services (47% versus 25% strongly agree).
3.6 Over half (57%) of participants agreed that their line manager was supportive of them after the programme, although one in five (20%) disagreed.
3.7 The level of support given to other participants appears to be dependent on their individual managers. Some maintained that they had been ' lucky' with their line managers, describing them as being ' very supportive', i.e. by encouraging them, releasing them from work commitments to attend the residential segment of the programme, providing positive feedback through supervision and appraisal, and in providing opportunities to discuss issues of concern.
3.8 One participant described her manager as ' one hundred percent committed'. It is apparent that participants benefit from having line managers who have themselves previously attended the programme and who subsequently have a better understanding of the commitment required and who can offer employees the benefit of their own experiences.
3.9 Line managers themselves admitted that it can be a huge commitment for them and a disadvantage in instances where there is a lack of familiarity with the programme.
I would imagine that for people that are line managing folk that haven't done the course it might be tricky because I think that it's a big ask of managers, and some managers maybe would feel if they haven't done the course that they may feel a little intimidated or disadvantaged. (Female, Line Manager, National charity).
3.10 Some line managers admitted that the only support given to the participant was a recognition that they could take the time off and some flexibility in meeting other work targets. Although there was, in principal, a commitment to create time, some line managers admitted that it can be extremely difficult when an organisation is stretched anyway. However, it was stressed that no one was prevented going on the course because of their workload even when it was very difficult to manage.
3.11 Others held regular managers' meetings where participants were given the opportunity to share what they had learnt to enable other staff members to benefit from the experiences of programme attendees. Others supported participants by meeting with them before and after each of the modules to discuss progress, problems, etc.
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