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What people do in their work

This section outlines the kind of responsibilities someone within this role category is likely to undertake as part of their role.

Corporate managers and leaders do not provide any direct care. Instead they will be focused on overseeing daily work, managing resources and ensuring the business operates efficiently and effectively. This may involve:

• helping set the vision, strategy and direction for the organisation
• managing teams or departments such as human resources or finance
• managing organisational resources
• supporting business development and risk management
• supporting effective governance and accountability within the organisation

This role category could be across a variety of organisations. You might work in a:

• residential or nursing care environment
• homecare environment
• day service environment
• supported living environment
• charitable organisation that provides care

As a corporate manager you will play a vital role in ensuring high-quality, safe and compassionate care. You will work to inspire and guide people, set direction, build trust and empower others to achieve shared goals. Through your work you will be integral to your organisation providing the best possible care to people who receive your care and support.

Examples of the type of role performed

The primary objective of middle and senior corporate managers in adult social care services is to ensure efficient and effective running of their organisation. Examples of roles that contribute or are responsible for this function include:

• director
• regional manager
• operations manager
• finance manager
• human resource manager
• commercial manager

Values

Values are the foundation underpinning the behaviours that people in this role category must show.

The values are:

• kind, compassionate and empathetic
• honest, trustworthy and reliable
• respect
• courageous and principled
• see the whole person
• flexible, open and learning
• proud and positive

The behaviours people must show (must do)

Behaviours are the way that values are demonstrated in practice.

This section outlines the behaviours required to work within this role category. These are the things people must be doing in their job.

Kind, compassionate and empathetic

You must:

• act with compassion and empathy, embedding a positive, inclusive culture in your organisation
• engage directly with people working for your organisation so they feel supported and can thrive

Honest, trustworthy and reliable

You must:

• demonstrate and set high standards of personal, ethical and professional behaviour, role modelling these attributes to the staff you lead
• acknowledge and take responsibility when a mistake is made, learn from the incident and actively work to ensure that the same mistake is not made again in the future

Respect

You must:

• respect the value of people with lived experience and how their voices can help to improve services
• personally promote equality, diversity, inclusion and human rights, and ensure your staff are sensitive to people’s culture, age, gender, religion, race, sexual orientation and disability
• treat everyone with dignity, sensitivity and respect using a convincing and authentic leadership style

Courageous and principled

You must:

• confront discrimination, bullying, harassment and inequality when you encounter it, empowering and supporting others to do the same
• hold yourself and others to account for doing the job well, working together fairly and effectively and always looking for ways to improve
• challenge yourself to try new things, supporting others to do the same

See the whole person

You must:

• commit yourself to promoting the happiness, health and wellbeing of people drawing on care and support by placing their needs at the centre of everything you do
• demonstrate a personal commitment to promoting inclusivity and accessibility among your staff and for those your organisation supports

Flexible, open and learning

You must:

• act transparently when making decisions, seeking and incorporating feedback appropriately
• lead innovation and service development in your organisation, modelling the behaviours you expect from others
• remain open and inquisitive, using evidence, valuing diverse perspectives and challenging outdated assumptions, to encourage continuous improvement

Proud and positive

You must:

• take pride in your role in adult social care, empowering your staff to also take pride in the work they do, celebrating achievements and success
• role model a calm, measured and positive approach when managing complex or difficult situations

Working together

You must:

• build positive and collaborative relationships with colleagues, stakeholders and people who draw on care and support
• bring in different views and work across teams and organisations, making sure everyone is included

Professionalism

You must recognise the need for continual professional development to remain up to date and be able to understand and follow appropriate regulations and practice updates or innovations in management practice.

Knowledge and skills people should have

Knowledge is the understanding someone needs to carry out the responsibilities of the role.

Skills are the ability to apply that knowledge in practice.

This section outlines the knowledge and skills someone working in this role category should know and the things they should be able to do in their job.

The structure and responsibilities of corporate management roles covered by this role category may vary by service or setting. Not all knowledge and skills will apply in every context, and some others may be required, such as completing dementia training when working in a dementia care setting.

Digital skills

As part of learner knowledge and skill development, you can also work to level 1 (digital skills for all) of the .

Within this role category, we would expect you to show all level 1 competencies. All level 2 competencies (digital skills to go further) could also be utilised within this role category.

Knowledge and skills breakdown for this role category

Understanding governance and quality assurance

You should:

• understand the professional codes of conduct and standards that apply to you and your colleagues
• be able to ensure that your organisational policies and procedures align with best practice, policy and standards frameworks
• be able to monitor and verify that staff comply with the standards set out in these frameworks
• understand the quality assurance and improvement methodologies relevant to your organisation
• be able to lead in the application of quality improvement and/or research methodologies, and support others to use them effectively
• be able to track and evaluate the progress and effectiveness of quality improvement activities within your organisation
• be able to oversee or lead audits, investigations and quality improvement initiatives
• understand the role of the Care Quality Commission (CQC) in the adult social care sector and the inspection process
• understand the potential outcomes of a CQC inspection and their implications for your organisation

Understanding risk management

You should:

• understand the importance of effective risk management in adult social care
• understand your responsibilities in assessing and managing risk within your organisation
• understand the types of risks you may need to manage, including:
  • risks to colleagues within the organisation
  • risks affecting the business and strategic decision making
  • risks related to digital tools and technologies
• understand standard approaches to risk assessment and how these approaches may vary depending on the individuals or entities involved
• be able to lead in the development and implementation of policies, procedures and practices that manage risk to individuals, colleagues and to your organisation
• be able to monitor the implementation and adherence to these policies, procedures and practices
• be able to evaluate these policies, procedures and practices to ensure they remain effective in reducing or eliminating risk

Demonstrate business and commercial awareness

You should:

• understand your responsibilities in supporting the organisation’s business performance and strategic goals
• understand the local care market and stakeholders (for example, local council and health services) and how they operate
• be able to carry out market analysis at a local or national level to support strategic planning
• understand the importance of business continuity and sustainability and be able to contribute effectively to them both

Understanding strategic direction setting and planning

You should:

• understand the benefits of establishing a clear strategic direction for your organisation
• understand what internal and external factors may influence strategic direction
• understand what resources are available to support strategic planning and use them effectively
• be able to contribute to strategic planning processes, including applying common planning methodologies
• be able to gather and interpret feedback to ensure the strategic direction reflects the organisation’s collective goals
• be able to evaluate progress towards strategic direction to ensure continued alignment

Understanding leadership and management

You should:

• understand leadership and management theories and their relevance within adult social care
• be able to contribute to and lead strategic decision making in your organisation
• understand the limits of your role and involve others appropriately in decision making processes
• be able to supervise staff within your area of responsibility, ensuring they maintain the competence required to provide safe and effective care
• be able to support effective conflict resolution and promote positive team development

Lead communication in adult care

You should be able to:

• communicate clearly and effectively with all internal and external stakeholders
• promote transparency and accountability at all levels of your organisation

Understanding analytics and problem solving in your organisation

You should:

• understand how to collect, interpret and use data to support effective problem solving
• understand how to store and use data safely, ethically and in line with organisational requirements
• understand analytical methodologies relevant to care settings
• be able to lead and support colleagues to develop strong problem-solving skills and capabilities

Understanding continuous improvement in care

You should:

• understand why continuous improvement in care is important
• understand how you can continuously develop your own practice as a corporate manager
• be able to lead and support others in their professional development
• understand what tools are available to support staff development, including:
  • qualifications
  • internal training
  • shadowing and other internal skills or knowledge-sharing methods
  • learning programmes
• where applicable, be able to work with learning and development practitioners to plan staff learning and development

Understanding resource management

You should:

• understand the range of resources within your area of responsibility and across the organisation, including people, funding, technology, equipment and physical infrastructure
• understand resources available from external providers and stakeholders, such as contractors, health services, local councils and digital or advisory support
• understand your role, responsibilities and accountabilities in managing organisational resources
• be able to allocate and delegate resources effectively and ensure ongoing monitoring and evaluation to maintain efficiency
• be able to establish agreed reporting processes for delegated resources
• understand how you can support the development of organisational resources, including workforce growth, staff skills development, budget expansion and enhancement of tools, equipment and infrastructure
• be able to forecast and plan future resource requirements
• understand the importance of using sustainable resources and your role in promoting this in your setting
• understand how technology is managed as a resource and how it can support wider resource management
• understand how effective resource management underpins business continuity

Understanding change management and impact

You should:

• understand the importance of effective change management
• understand how existing processes, procedures and policies can facilitate or hinder change
• understand change management methodologies that support effective implementation
• be able to lead the application of change management methodologies
• be able to identify which stakeholders will be impacted by change
• be able to communicate planned changes clearly, effectively and with compassion
• be able to support others through the change process by fostering engagement and commitment
• be able to monitor and evaluate implemented changes to ensure intended outcomes have been achieved

Understanding financial management

You should:

• understand the financial management systems used within your organisation
• understand the funding sources that inform budget development for your area of responsibility and the wider organisation
• understand your organisation’s financial position and its implications for operations
• understand budgeting and financial planning methodologies and how to apply them effectively
• be able to lead budgeting and financial planning activities within your organisation
• understand the funding arrangements and processes that govern your organisation’s operating environment and their impact on organisational practice
• understand financial resilience planning for your organisation

Leading and promoting equality, diversity, inclusion and human rights in adult social care

You should:

• understand equality, diversity, inclusion and human rights
• be able to champion a culture that promotes, values and celebrates equality, diversity, inclusion and human rights

Oliver’s Training

Complete Oliver’s Training on Learning Disability and Autism: Tier 1 (if not done so already). Tier 2 can be undertaken in settings providing direct care to individuals with autism or a learning disability.

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