We’ve all heard of the term ‘Line Management’. It’s that simple, corporate phrase that refers to managing a person or group of people within a certain line of work. However, it is much more than that. Important skills such as leadership/mentorship, communication, discipline, time management, and more come into play.

For many businesses, the act of becoming a line manager often comes by default with a new job title, the amount of technical experience one has on their CV, or even a person’s age. This disconnect can see even the most senior managers within a business lacking some of the core skills needed to lead. As a result, we see fragmented teams, fear from employees to speak up, mental health issues, poor work, high turnover, and more.

As a people-focused organisation, we want to develop leaders that inspire, rather than intimidate; engage, rather than ignore; and support, rather than dismiss. That’s why we’ve created Veramed’s Line Management Development Programme (LMDP). 

So, how does the programme work? Why is it unique? And how does it relate to company culture at Veramed? We sat down with our Head of Training, Diane Peers, and our Guardian of Culture and Senior Programmer, Diana Stuart, to learn more.

Q: What was the driving force behind creating the LMDP?

Diane: The role of the Line Manager is critical to the success of any business as they have the most immediate control over their line reports job satisfaction and sense of purpose and belonging. We recognise that when we appoint someone as a line manager. It is a significant ‘step up’ and requires a unique set of skills and knowledge, and we are keen to actively support them as they take on this new role. 

Diana: Veramed is a company that puts people first and a significant part of people management is line management. Good line management doesn’t just happen, there must be knowledge sharing and support from experienced individuals and the key skills need to be developed. My personal vision for Veramed is to have industry enviable line management training.

Q: How is it laid out and how does it compare to other training at Veramed?

Diane: It is divided into a series of 8 modules, each one covering a specific topic related to line management. The modules are delivered over a number of months, allowing participants to consolidate the knowledge gained and put into practice the learnings from each module before starting the next one. 

It differs from the rest of the training at Veramed in that it is geared towards equipping the attendee with the skills needed to do a specific role. It requires completion of the full set of modules in order to complete the programme and obtain a certificate of completion.

Q: Why do you think leadership and personal development is so important in our industry?

Diana: This industry has patients at the centre of it. It is scientific, dynamic and innovative. We look to our leaders to understand the direction the industry is moving towards and to prepare us for it.  Professional development is a continuous journey, hence the importance of line managers to guide us on our way.

Q: What is Veramed doing differently when it comes to training in general? Can we expect more people-focused development programmes?

Diane: Veramed is a ‘people-focused CRO’ and as such the development of our staff throughout their careers has always been an integral part of our philosophy. Whether it’s additional training for GTP graduates to become core team members within 12 months, or programmes such as the LMDP or Study Lead Programme, which focus on more senior development, we aim to ensure all departments and levels are fully supported. 

Q: As Veramed’s Guardian of Culture, how does the LMDP reflect Veramed’s culture and dedication to being a people-centric CRO?

Diana: Line managers are an important part of Veramed as they are at the frontline when it comes to gauging and managing engagement, morale and wellbeing.  Veramed’s culture also runs along these lines. The LMDP prepares line managers for tasks such as gauging an individual’s engagement with their work, wellbeing conversations and conversations around their work-life balance.

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