Culture change through applying competencies in development centres

Abstract

Lewisham Council is at the forefront of current local government reform that requires significant cultural shifts in management and service delivery. To achieve the required changes, the council recognised that it should implement management competencies that embedded its vision and values in the management of the authority. Management competencies were developed through extensive consultation before being piloted using innovative “third‐generation” development centres which involved working on real business issues and ongoing feedback (including peer to peer). The pilot showed the competencies to be a valuable management tool for 95 per cent of participating managers. Of the participants, 72 per cent also gained valuable personal development outcomes. Lewisham has been delighted with the business outcomes, observing significant shifts in the way participants work within the new culture. The centres delivered clear development outcomes and led to few follow‐on development interventions, thus providing substantial value for money.

Citation

Matheson, I. (2001), "Culture change through applying competencies in development centres", Industrial and Commercial Training, Vol. 33 No. 4, pp. 131-134. https://doi.org/10.1108/00197850110395236