Support for heads of department and managers

In their latest form, the programmes for heads of department and managers have now been in place for just over two years. Although training for heads of department is not new in itself, the latest version has been expanded with training for other managers.

“All managers with delegated responsibilities are welcome to refresh their knowledge and build networks with other heads of department or managers,” says Karin Allera, HR strategist at University Administration’s Human Resources Division.

Training mandatory for heads of department

The vice-chancellor has decided that the continued professional development programme is mandatory for all heads and acting heads of department, the program is also aimed at heads of division at the university administration. The management programme, which is not mandatory, is aimed at managers with staff, budget or operational responsibility, such as deputy heads of department, directors of studies, administrative managers and facilities managers.

“The programmes focus on leadership, the role of employer and leading operations,” explains Karin Allera. “The theories we teach are based on current research.”

The programmes are based on a great deal of feedback and exchange between participants.

“We want discussion during the training courses to revolve around the participants’ realities, so that they are relevant,” says David Beskow, who also works as an HR strategist at the Human Resources Division.

Divided across more sessions

The programmes are held annually and thus far, there have been more applicants for the management programme than available places. The course consists of 12 full days, with six meetings held over a six-month period.

“Participants have appreciated this approach as it allows time for the subjects we deal with to sink in and to put new knowledge into practice in between meetings,” says David Beskow.

The major difference between the two programmes is that the management programme focuses on issues that arise for managers in closer contact with the organisation.

“Despite the fact that the course content is similar, discussions between the participants differ,” says David Beskow. “Those attending the courses have varying needs and can build networks with those with similar needs.”

Adapted continuously

In connection with the renewal of the continued professional development programmes, a pilot round of the education was carried out to adapt the programs to the needs of the course participants at an early stage based on course evaluations and discussions during the course. In addition, the course leaders also participate in a project that works with the heads of department and experiences from that project will also be useful in the training programs.

“Of course, it is always difficult to find forms that suit everyone, but we change the running program to work for everyone as well as possible,” says David Beskow. “We are happy with the program in its current form and it also receives positive comments and evaluations from the participants. Although, of course, it must be constantly changed and improved.”

Discussion forums

Part of the programme is to participate in management forums, the members of which reflect on issues that arise in their day-to-day work.

“In the management forums, members can share with one another. They can raise issues and help each other. For many, this means that silent knowledge becomes conscious knowledge,” says David Beskow.

Even managers who have not attended the heads of department or management programme are offered the opportunity to join a management forum.

Further support and training

In addition to these two programmes, the Human Resources Division also offers other training and support to managers, whether that be developmental, preventive or on specific issues.

“Our focus is not restricted to support when something has already happened or when a change is planned, we also implement developmental initiatives such as the development of management forums,” says Karin Allera. “We have come across a number of departments that needed to create an organisation under the head of department. As head of department, one has many responsibilities – for example, the work environment and budgets – that it may prove necessary to delegate, so it is important to create a functioning system.”

“We also invite heads of department to seminars twice each semester for collegial exchanges and networking. A head of department may be quite isolated and it is important to feel support from both colleagues in the same position and from us in the HR Division,” says David Beskow.

The Human Resources Division also offers support to managers with a specific difficulty; communication problems, collaborative impasses, conflicts or mental illness being examples of especially demanding situations in which support may prove invaluable.

Anders Berndt