Skills for Justice

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• Skills for Justice
• Wales Conference
• 17 November 2006
• Action learning
• Real Solutions to Live Issues
• Christopher Ward
• Chief Executive
• Wales Management Council

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TODAYS MENU

• Starter
• Wales Management Council
• Main course
• Learning choices
• Dessert
• Mentoring

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WALES MANAGEMENT COUNCIL

• We need to inspire and instil a new culture
• in which good managers are held in high
• esteem, and the pursuit of excellence in
• management and leadership is something
• to which every manager, in every sector,
• aspires.
• Wales Management Council Agenda
  for Action 2003

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OUR OBJECTIVES

• To inspire, motivate, and drive change
• in the perception, delivery, take-up and
• funding of management and leadership
• development in Wales.

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OUR MARKET
Users
Policy and Funding
Companies Organisations
WAG
WMC
Sector Skills Councils
Training Providers
Strategy and Engagement
Providers
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OUR ROLE
Influence Advice
Research Publications
WMC
Information Advocacy
Networks Collaboration
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DEVELOPMENT MENU

• Fast food Full menu
• Quick fix Satisfaction
• Short term Long term
• Still hungry Apathy
• No thought Ignorance
• Nothing new Experiment

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LEARNING CONTINUUM

The Learning Continuum
High Control Low
Instructor
Teacher Trainer Facilitator Coach
Mentor Counsellor

Role
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FORMAL V. INFORMAL
Formal learning

Informal learning Formal qualifications
Training courses
Business advisors
Mentoring/coaching

Networking

Learn from others

Self-analysis/psych
ometrics

Learn from
mistakes
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WHAT DO PEOPLE WANT?

• Learning and development that is
• Informal rather than formal
• Integrated with daily activities
• Relevant to business issues
• In bite-size units
• Experiential / action-based
• Uses the experience of others
• Supported by a mentor

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LEARNING MENU

• Learners must be able to
• understand their own needs
• - What do I want to eat?
• know what is available
• - Can I see the menu?
• choose what is best for them
• - Burger or three courses?
• be confident their needs will be met
• - Do I trust the chef?

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THE CASE FOR MENTORING

• Mentoring has now become one of
• the essential tools in the development
• armoury. Its potential to stimulate
• learning in both parties makes it one
• of the most effective human resource
• instruments available.
• 
  David Clutterbuck

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THE CASE FOR MENTORING

• The advantage of mentoring over other
• forms of development is that it focuses
• on real learning needs on a specific and
• personal level.
• Mentoring for Business in Wales
  Learning from Good Practice
• LEED Unit, Cardiff
  University Business School, April 2006

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THE CHALLENGE

• If managers dont know
• what they dont know,
• how do they know
• whether
• what you know
• is going to help them
• know more?

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MENTORING IN WALES

• Activity
• Internal for staff development
• Business advice networks
• DEIN (former WDA) programme
• Private consultants
• Business to business
• Peer mentoring between colleagues
• Skills for Justice as an exemplar

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MENTORS AND CRIME

• Protegés with lower self-control attract
• the attention of some criminal mentors,
• who provide the structure and restraint
• that lead to a more prudent approach to
• crime
• Mentors and Criminal Achievement from the journal
  Criminology
• Pierre Tremblay, University of Montreal,
• Bill McCarthy, University of California

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MENTORS AND CRIME

• This approach involves fewer and more
• profitable offences that lower the risk of
• apprehension and, perhaps, promote
• long term horizons of crime
• Mentors and Criminal Achievement from the journal
  Criminology
• Pierre Tremblay, University of Montreal,
• Bill McCarthy, University of California

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MENTORS AND CRIME

• Our findings suggest that strong foundations
• in crime offer an advantageous position for
• continuous achievement, and the presence of
• a criminal mentor is pivotal for achievement
• over ones criminal career.
• Mentors and Criminal Achievement from the journal
  Criminology
• Pierre Tremblay, University of Montreal,
• Bill McCarthy, University of California

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