WHAT IS A FRONTLINE MANAGER ?

• The term 'Frontline Manager' covers a range of different position descriptions

including 'supervisor', 'foreperson', 'team leader', 'superintendent' and 'office
co-ordinator'.
• Whatever their title, Frontline Managers are essentially the interface between
the workforce and senior management.
• They are people managers who co-ordinate and lead the workforce on a day-
to-day basis, in pursuit of the organisation's strategic goals.

FLMs NEED :

• A good working relationship with their ownmanagers.

• This was by far the most important factor influencingtheir own levels of
commitment to the organisation and includes being treatedwith respect and a
sense of job security.
• Time to carry out their peoplemanagement roles as there is a tendency
for these "soft" parts of the role to bedriven out in favour of other duties
such as controlling, budgeting and monitoring.
• To be carefully selected with moreattention paid to behaviour
competencies such as communicationand emotional intelligence..
• The support of strong organisationalvalues which give emphasis to the
fundamentals of people management and show clearly those leadership
behaviours expected and those not permitted.
• proper skills training in activities such as communications and handling
discipline and grievances.
• A sense of career opportunity – anyfeeling of being stuck in a dead end job
will see a huge drop in commitment .

COMPETENCIES :
• Workplace competency is the combination of underpinning knowledge, skills
and understanding that enable a person to perform their work to a defined
standard in the workplace.

• The Frontline Management Competencies provide a framework against which

current competencies can be assessed and development targets set.

• If participants can already perform the competencies, this achievement will be

recognised.

• If not, the participant will prepare an Individual Development plan to work

towards competency.
• Once the competencies are developed and assessed in the workplace they
may be formally recognised as a qualification development .
THE COMPETENCIES ARE GROUPED AROUND FOUR MAIN
THEMES:
• Leading by Example

• Leading, Coaching, Facilitating & Empowering Others

• Creating Best Practice

• Creating an Innovative Culture

LEADING BY EXAMPLE :
• Manage personal work priorities and professional development

• Provide leadership in the workplace

LEADING, COACHING, FACILITATING & EMPOWERING OTHERS

• Establish & manage effective workplace relationships

• Participate in, lead & facilitate work teams

CREATING BEST PRACTICE :

• Manage operations to achieve planned outcomes

• Manage workplace information

• Manage quality customer service

• Develop & maintain safe workplace & environment

• Implement & monitor continuous improvement systems and processes

• The competencies were developed through extensive consultation with a wide

range of industries, and relate to areas such as:

Leadership Workplace safety

Team effectiveness Developing individuals and teams

Effective workplace relationships Identifying and applying risk management

processes
Continuous improvement
Developing work priorities
Operational planning
Making presentations
Customer service
Organising meetings
Innovation
 Skills

• Analytic Assessment Skill

• Basic Public Health Sciences Skills
• Community Dimensions of Practice Skills
• Policy Development/Program Planning Skills
• Communication Skills
• Financial Planning and Management Skills
• Leadership and Systems Thinking Skills