BTSR guidebook ~ Training & skills self-evaluation

What provision at this level looks like and feels like

For the organisation

In 2008, 22% of broadcasters evaluated at this level.

An organisation that provides at this level should feel purposeful and committed. There’s a clear vision for the organisation and a clear understanding of how training and development will contribute to achieving the vision. Commitment is evidenced by the allocation of money and – perhaps more tellingly – of senior management time to training and development.

At this level, trainers are viewed less like suppliers and more like strategic partners: management ask trainers not “can you move us in this direction?” but “in what directions could we go?”.

For the training function

If management realises that a trainer able to deliver at this level can be a strategic partner, the trainer’s role should be challenging, rewarding and very productive. (Actually, even if management doesn’t realise it the trainer should still be able to achieve a lot.)

Benefits & risks of provision at this level

Benefits

In addition to the benefits of medium provision, the organisation should also have greater agility. In addition to shaping training round the goals of the business, management also has the option to shape the business round the potential of its people and the ability of its trainers to bring out that potential.

Risks

Although it takes quite an effort to get here, once you arrive a virtuous circle ought to kick in: business planning creates a clear training agenda, while training analysis generates new options for business planning.

The risks at this level are therefore relatively modest… as long as the whole thing doesn’t descend into a comfortable ritual, where you keep cranking the handle and omit to question the business basics from time to time.

Processes & benchmarks for evaluating provision at this level

Distinguishing from «medium« provision

The key differences from medium provision are to do with the tightness of integration between training and business planning. At this level:

• The organisation communicates organisational goals and objectives widely through the organisation, and expects departments and individuals to use them to guide decisions
• Both organisational objectives and employee needs are identified and prioritised; training planning is driven by both
• The organisation periodically undertakes a formal training needs analysis (or similar review) that formally links training planning with business objectives
• Training plans are reviewed for suitability several times a year, and updated where necessary.

Processes

Here are some diagnostic questions:

• Do trainers demonstrate a good understanding of the organisation’s business?
• Do trainers take proactive steps to identify emerging training needs (for example by surveying staff and managers)?
• Can training be adapted during the year to respond to emerging training needs?
• Does senior management demonstrate strong buy-in to training and development, for example by:
  • committing its own time, both during and outside board meetings?
  • allocating adequate training budgets?
  • seeking and respecting opinions and suggestions from trainers?
  • supporting training events and initiatives?
  • participating in training events in a very visible way?
• Do trainers demonstrate pride in the training provided (whether or not it is delivered by members of the training function)?
• Are employees able to articulate how they contribute to achieving organisational/business objectives?
• Are employees encouraged to analyse how the training they undertake contributes to achieving organisational/business objectives?

If the answers are mostly Yes, that’s a fairly strong indication that the organisation is providing at this level.

Reference material relevant to this strand and level

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Examples of provision at this level

Here are some examples of evidence used by broadcasters, in previous years, to demonstrate provision at this level:

• Organisation’s strategic plan that considers training needs and solutions
• Training needs analysis
• Formal training plan shared with employees and managers
• Intranet site showing the training plan and the training opportunities available to employees
• Individual training plans
• Course outlines/reviews that identify the business need and the expected benefit to the individual and the organisation
• Learning and development contracts signed by employees
• Business key performance indicators (KPIs) incorporated into individual training and development plans
  (All businesses have a system for measuring performance against goals; not all call them KPIs)
• Minutes of board/management meetings at which training is reviewed
• Financial details of training budget by department/business unit
• Training budget submission template
• Established processes for formulating training strategy, planning training and allocating resources, and for tracking completion of training
• Impact analysis & evaluation summaries.

The wording is broadcasters’ own, and does not necessarily follow our usage preferences

Case studies that illustrate high provision in this strand

• BBC Leadership Essentials
• BBC Learning Board/Academy
• CNBC - Session C
• Global Radio - Masterclass - Turning Stars into Superstars
• Ideal Shopping Direct plc - Foundation Programme
• QVC - Success through Culture