Chartered Manager - Royal Navy
It gives me that rubber stamp and kudos for things which I know implicitly I’ve been doing well for years.
Philip Parvin MCMI CMgr
Marine Engineer Officer
Role and Business Priorities
Philip is a Marine Engineer Officer in the Royal Navy where he has worked for the last 22 years. He currently manages around 50 people and a major part of his role is to ensure that everyone is sufficiently prepared for when the ship is deployed. The ship can be away for six months at a time, so he works to ensure that the disruption to everyone’s lives is kept to the absolute minimum.
This is done through individual career management for the junior members of the team, and careful use of leave for those more senior. Regular opportunities for learning are presented throughout deployments, the favourites being GCSEs for promotion and ECDL, as well as actually progressing with training for their next rank. His own development priorities focus on lifelong learning and ensuring that his skills are kept up to date. Philip is aware that when he ultimately leaves the Navy he will need to demonstrate his abilities in order to find a good civilian job.
Delivered Philip worked to achieve IiP (Investors in People) re-accreditation for HMS Sultan; the largest military engineering training establishment in Europe. Through processes of surveys, health checks and workshops, Philip was able to generate an action plan that spanned the requirements of IiP and the Royal Navy. The impact was the unification of the workforce towards a common goal, making it a happier place to work and ensuring a clearer understanding of the opportunities available in each department. Separately, Philip improved and developed the risk management process in Fleet Corporate HQ and introduced a new software product to simplify the capture and management of risks.
The Appeal of Chartered Manager
Chartered Manager appealed to Philip as a way of building on his previous qualifications and effectively demonstrating his abilities. As a Chartered Engineer, he understands the way in which Chartered status can provide differentiation from other managers. “It gives me that rubber stamp and kudos for things which I know implicitly I’ve been doing well for years.”
In terms of career progression, Philip believes that the Chartered Manager award will help him to acquire future jobs. Within the Navy, the job cycle is biannual meaning that there is frequently a lot of competition for those more fulfilling jobs, so being able to differentiate skills is important. Philip has found that the Chartered Manager process has positively affected the way in which he approaches work by encouraging him to reflect more and to create specific goals for himself.