BTSR guidebook ~ Training & skills self-evaluation

What provision at this level looks like and feels like

For the organisation

In 2008, 53% of broadcasters evaluated at this level. 19% were lower and 28% were higher.

A new employee has actively chosen this role and this organisation above others, then emerged successful from the selection process. That’s a lot of positive energy, and an organisation at this level works hard to translate that energy into success for the employee and the organisation. As long as that hard work is also effective, it ought to lead to a productive and positive environment.

For the training function

At this level, the trainer’s role in the induction process is pivotal.

Professionalising induction is one of two common paths by which organisations start to capture the business benefits of training. (The other is training as part of recovering from a crisis.) The trainer who demonstrates success here is well placed to make a strong contribution in other contexts.

Benefits & risks of provision at this level

Benefits

The benefits of this level are broadly the same as those of Level B, with the difference that a systematic approach means you should be able to achieve all of them all of the time.

In addition, being systematic should lead you to consider whether each new joiner has any particular needs, and to address those needs during the induction process. If you do this, new starters should be up to full effectiveness more quickly and more safely.

Risks

There are no major risks associated with this level.

Processes & benchmarks for evaluating provision at this level

Distinguishing from «base« provision

The distinguishing features between base and medium levels are to do with the degree of formality of the arrangements. At this level:

• Induction is provided as a matter of course and covers most of the things that a new employee needs to know
• The elements that ought to be consistent across the organisation and over time, are
• Content is, to a degree, adapted to the specific needs of the new joiner and his/her role.

Distinguishing from »high» provision

The key differences from high provision are to do with the degree of fine tuning to individual needs and the approach to measuring effectiveness. At this level:

• There is a single, consistent induction process for all joiners (though it might be delivered separately in each department)
• The organisation explains its goals and their implications for the joiner’s job role
• Senior management takes an interest, but has little direct involvement in the process.

Processes

Here are some diagnostic questions:

• Are there processes that ensure that every joiner is given an induction process?
• Is the induction process provided consistently for all joiners in all departments?
• Does the process take into account – to a degree at least – the specific needs of individual joiners?
• Are support materials provided (induction handbook, commonly used reference materials, induction checklist and so on), either physically or online?
• Does the organisation identify somebody for each joiner to turn to for help during the induction phase?
• Does the culture permit joiners to give frank feedback to the organisation?
• Does senior management know how induction is going?

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

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:

• Company induction programme and materials
• Induction evaluation sheet
• Job specs for the role of buddy, coach or mentor and for role shadowing
• Induction itinerary, induction record, induction questionnaire
• Company handbook including company policies
• Agenda for formal induction programme
• Induction video/DVD
• Records of attendance at and evaluation of induction processes
• Spirit and Letter acknowledgements.

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

What it takes to get to the next level

As already noted, the distance from this level to Level D is less than that from Level B to here.

The main changes needed are:

• Review your approach to giving an overview of the organisation, its business and its place in the industry to make sure it enables joiners to understand it and act on it (not just recite it)
• Work out how to adapt the process systematically to the needs of each joiner; this should include a process for considering joiners’ job descriptions when planning their induction
• Work out how to adapt or subset the process to meet the needs of those transferring departments or roles within the organisation
• Design a process to capture and respond to joiners’ feedback on the organisation. Work out how to make clear that the organisation welcomes feedback of all kinds
• Create an evaluation mechanism. Agree success measures with senior management, and subsequently report on the results regularly
• If possible, get senior management to agree to play a prominent role during the induction process.