Committee and Board Engagement Day

On 16 June, thirty five members of our central Boards and Committees were invited to this Engagement Day.  We updated members on strategy; showcased committee achievements, and considered the principles of Honorary Officer engagement and ways of working.

2.    Q&A and table discussions and feedback

The following questions were put the Committee members:

CMDA Uncertainty around the new Apprenticeship Levy, has the potential to stall employer investment in training and development in the short-term – how do we best overcome this? What more can CMI do to encourage employer investment?

Volunteers need to be equipped with a presentation pack that they can use to promote Apprenticeships – with consistency and clarity of messages on the benefits

We need to get the message out to SMEs on the benefits of Apprenticeships.  We should also engage with LEPs (Local Enterprise Partnerships).

We should not have as much focus on the employer levy.  Focus on stories around the value proposition, and business impact of apprenticeships.

Employability is the key watchword – for ‘Generation Y’ and beyond.  How can CMI help to translate the differing expectations between generations; and from one generation to the next. 

Member Engagement As we enhance our engagement with the boards directly, to what extent should we be raising the profile and visibility of our governance structure to the broader membership?

There could be greater visibility in terms of what the Regional Boards are doing.

What is the view of Generation Y on joining an Institute such as CMI?  We need segmentation and an understanding of the services and benefits that would interest them.

There is a lack of member engagement – talents are not being used sufficiently.

The whole area of ethics needed to be made more visible to members.

Commercial What propositions and / or initiatives do you see helping us most to raise the profile and position of management as a profession?

The digital proposition is key – preparing managers for the future world of work and promoting digital upskilling.  We can try and differentiate ourselves on this issue

HE Partnerships In view of apprenticeships and the HE strategy being the two main strategic priorities for CMI are Committees/Boards sufficiently prioritising support for the HE strategy? What more could be done?

The question for HE is who would we not work with.  The response is that we always do due diligence, particularly when it comes to international partnerships.  Criteria have to be met.  We need to have clear targets as to whom we wish to talk to.

We need to work hard to ensure that Chartered Managers coming out of these partnerships are retained.  Member advocacy forms part of this.

General comments

There was no mention of  the concept of ‘customer’.  The language is more about partnership and support to Students.  Organisations need to become more effective in terms of how they serve their own customers and partners.

It is not just a focus on new members – we need a strategy for current members, looking at different ways of engaging.  This has to be on their terms, not ours.

Implications for Committees

It is not clear as to which Committees could and should support the HE strategy.  Certainly, the Regulation Compliance Committee should have HE representation on it, as compliance issues are very relevant to HE work.

Committees need to understand our partnerships strategy and add this as an underlay to discussions.  Applying a committee ‘lens’ could encompass marketing and PR aspects etc.  It should also be part of the WiM agenda, with its focus on middle management.

A dashboard approach should be adopted, to see how Committees are achieving their objectives.

Governance is a hygiene factor for the CMI. It was questioned if members need to know more or care about it. It may be that so long as they have trust that core governance is in place, they give their silent support.

The diversity mix in membership of the Committees clearly needs addressing – across all strands. This will be discussed in the first instance with Nominations Committee.  The first step is collection of diversity data from CMI Committees and Boards and then some form of benchmarking exercise.

Events such as this (Engagement Day) should be more challenging – meatier questions should be asked on the issues being grappled with.

There has to be a place for constructive criticism and honest conversations.  What can the Committees really help with?

There is a view that, in Committees, they are not doing as much as they can.  The Committees need to be posed direct questions as to what they can really help with and make an impact.

As well as an apprenticeship toolkit, volunteers need toolkits and support materials on other aspects of the Institute – including research collateral, PR campaigns etc

More engagement across the Committees is a positive – whether by meetings, tele/videoconferences, surveys

We should build a pool of pre-qualified members – ie those who have gone through the appointment process and are ready to be called upon in the future – whether for a Committee role or to be consulted on specific issues.  There should be an ‘opt in’ for members keen to help in this way.

Committee members need reward and recognition, as well as effective and regular feedback mechanisms – to engender a feeling that they are valued.  The ‘volunteer value proposition’ needed to be defined and communicated. There is work going on at Regional Board level on this, which could be shared.

Further data on levels of the effectiveness of committee was needed in order to fully determine how effective they were

Consider conducting a pre-event survey, to ensure that the day’s agenda fits what members wish to do and hear about.

3.   Committee Showcases

Presentations were given by members of each of the Committees to the members providing an overview of their work and responsibilities.

Clearly, there are some gaps and disconnect across the Committees, with a lack of awareness as to what they all do – a prime example being the Complaints and Investigations Committee. This needed to be reminded in an appropriate manner.

The Honorary Officers Intranet a useful tool. This needs to be re-communicated to members by the Secretariat.

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