BTSR guidebook ~ Training & skills self-evaluation

What provision at this level looks like and feels like

For the organisation

In 2008, 1% of broadcasters reported at this level.

It sort of makes sense not to plan training if you’re planning not to do any training. But only sort of: not doing training should be a considered decision, not an accident.

And if you’re doing training but not planning it… well, you can work it out for yourself.

For the training function

If an organisation at this level has a trainer – whether full-time or part-time – that person has every reason to feel unvalued and extremely precarious.

Benefits & risks of provision at this level

Benefits

Not planning training and development saves time. If no training is provided then it saves money too.

Risks

Not planning training and development involves several risks:

• Any training that does take place is virtually guaranteed to be ineffective (but since you haven’t defined “effective” you might never find this out!)
• The organisation will not be able to change its skills base in any purposeful way (except by hiring and firing)
• The best people will be hard to hire and harder to retain.

Processes & benchmarks for evaluating provision at this level

If there is no training & development plan, the organisation’s provision is at this level.

A training plan does not have to be fancy. For example, a memo from the chief executive setting out areas in which employees’ skills need to improve, and making funds available for training courses, could count as a training plan for the purpose of this strand (albeit not a very good one).

Reference material relevant to this strand and level

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Examples of provision at this level

We can’t offer any helpful examples of provision at this level

What it takes to get to the next level

Pretty much anything you do to plan training that supports the organisation’s goals will get you to the next level.