Land Registry equips managers to lead during time of change: Training smoothes the way for centralized HR service center

Abstract

Purpose

Describes award‐winning management training at Land Registry, UK, introduced ahead of a major organizational change to centralize the agency's HR function.

Design/methodology/approach

Explains the reasons for the Developing Management Capability (DMC) program, how it was devised, the form it took and the results it achieved.

Findings

Reveals that the training helped managers to develop a base‐line level of knowledge and skills, take responsibility, be consistent, follow and share best practice and develop communities of managers.

Practical implications

Explains how a small team of highly regarded internal HR and training experts delivered the training, cutting the cost while bringing their knowledge of organizational culture.

Social implications

Highlights the wide‐ranging benefits of investment in providing managers with the practical skills they require to carry out their role effectively.

Originality/value

Reveals that the program has transformed the perception of management training in Land Registry. Managers are taking ownership of people issues at the lowest and most appropriate level and acting promptly to resolve issues at an early stage.

Citation

(2010), "Land Registry equips managers to lead during time of change: Training smoothes the way for centralized HR service center", Human Resource Management International Digest, Vol. 18 No. 7, pp. 32-34. https://doi.org/10.1108/09670731011083806