Middle managers working in integrated settings such as children's centres are not adequately equipped or trained to develop their roles, according to a new report commissioned by the Children's Workforce Development Council (CWDC).
Training and Development of Middle Managers in the Children's Workforce finds that a culture of heavy workloads and poor prioritising is preventing middle managers from establishing a career path.
The four main barriers are lack of strategic planning for leadership development, difficulty in accessing training and funding, and lack of time for professional development.
Jennifer Hackett, development officer for integrated working at CWDC, says, 'Middle managers are coping with a lot of demands. They are managing staff and children on a day-to-day basis and also managing change. But there is no time for them to develop the skills they need to be better leaders and work across professional boundaries.'
The report, which was based on the opinions of 531 middle managers, highlights that most have received little or no structured professional development and that there is little recognition of the need to develop leaders in their organisation. Those surveyed say they need greater clarity on the leadership skills required at their level.
Funding arrangements for training across children's workforce agencies are inconsistent and inadequate.Most of the training that is available is on an ad hoc basis rather than being part of a planned, structured programme.
'There is training out there, but it is not always fit for purpose,' says Ms Hackett. 'We want feedback on what shape training should take and how it can be made more accessible.'
CWDC has made a number of recommendations based on the report. It would like to introduce a children's workforce management and leadership programme to provide more effective training. A performance management process could complement this with role profiles, accountability mapping and a skills matrix.
This is underpinned by a more basic need to simplify the qualifications landscape by mapping career development to roles and providing clear career pathways through the workforce.
Ms Hackett says it will also be a priority to challenge the middle management culture that exists in the children's workforce, where taking time away from the core role for the purposes of professional development is viewed as a low priority.
'Middle managers are key to driving the workforce forward and achieving the vision for joined-up working,' says Ms Hackett. 'We need to incentivise these workers and ensure that we retain them.'
'Breaking down the barriers to working together in the children's workforce', compiled by Hay Group. Go to www.cwdcouncil.org.uk/whats-new/news/900_independent-report-identifies- ways-forward-for-leadership-development-in-the-childrens-workforce.