BTSR guidebook ~ Training & skills self-evaluation

What provision at this level looks like and feels like

For the organisation

In 2008, 28% of broadcasters evaluated at this level.

When a thoughtful, supportive and businesslike induction process is routine, it is likely that the organisation has a strong sense of where it is going and how to get there. This makes for a positive – though possibly pressured – working environment. In particular, soliciting feedback from new starters is a strong indicator that the organisation is committed to the highest possible performance.

(Of course it’s also possible that the organisation designed a cracking induction programme a few years back, then ticked the box and moved on. It remains at Level D more by luck than judgement.)

At this level the organisation also provides “re-induction” for employees who move into new roles, which adds to its sense of purpose and clarity.

For the training function

An organisation that treats people with care and respect as they join is likely to support the trainer who works to extend this care and respect to the rest of their employment period.

Benefits & risks of provision at this level

Benefits

In addition to the benefits of Level B and Level C, provision at this level can also yield gold dust: first impressions. An outsider who sees an organisation backstage for the first time can often perceive potential improvements that those on the inside are too close to see. If that outsider is somebody who thinks well enough of the organisation to want to become an insider, s/he ought to feel motivated to provide thoughtful and valuable feedback. High-performing organisations leap at this source of free consulting!

Another key feature of Level D provision is that induction processes are provided to internal transfers and not just external recruits, leading to quicker assimilation into new roles.

Risks

There are no risks inherent in this level.

There is the potential to lose an opportunity though. The thoughtful and valuable feedback that new joiners can provide will only be obtained by organisations that are demonstrably confident enough and humble enough to welcome feedback of all kinds.

Processes & benchmarks for evaluating provision at this level

Distinguishing from «medium« provision

In this strand, the differences from medium provision are relatively modest. They are mainly to do with the sophistication of planning and measurement of results. At this level:

• The organisation goes to great lengths to help joiners understand:
  • the organisation’s goals
  • how they are expected to contribute to the organisation’s success, both in their job roles and as members of the wider team
  • their contribution to and fit within the industry
• For each joiner, the induction process is reviewed for suitability and adapted if necessary
• New joiners are prized for their potential to provide valuable feedback
• The induction needs of those transferring within the organisation are recognised and met
• An induction mindset is also adopted when people stay put but the organisation changes:
  • a job acquires new responsibilities
  • the organisation adopts new priorities
  • the organisation is involved in a merger or acquisition
• Senior management plays an active role in achieving all of the above and monitoring its success.

Processes

Here are some diagnostic questions:

• Is there a consistent approach to induction across the entire organisation?
• When planning an induction process, are systematic efforts made to meet the specific needs of each joiner?
• Does induction provide an overview of the organisation, its business and its place in the industry (in addition to role- and department-specific information)?
• Does senior management contribute to the above?
• Is there follow-up with each joiner – around a month after starting – to ensure that their induction needs were met?
• Have things been changed in the organisation as a result of feedback received from joiners? (Trivial changes don’t count)
• When an employee changes role or department, or a role changes, or the organisation adopts new priorities, or a merger or acquisition occurs, is a “re-induction” process provided?
• Is the business effectiveness of the induction process formally measured (such as by tracking staff turnover rates)? Can changes result from the analysis? Does senior management receive and act on the analysis?

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:

• Checklist for on-site induction
• Manual or welcome pack for new joiners
• Sample programmes for job-specific induction
• Schedules and lists of content for managers’ induction programme
• Arrangements for new joiner buddies
• Induction records
• Records of new joiner feedback, its assessment and resulting actions
• Records of induction effectiveness assessments
• Records of senior management discussions of induction processes.

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

Case studies that illustrate high provision in this strand

• BBC College of Journalism - Safeguarding Trust
• BBC Leadership Essentials
• BBC Upfront - BBC-wide induction programme
• British Sky Broadcasting Ltd - Developing our Managers - Believe in Better
• Channel 4 - Induction Video
• GMG Radio Holdings - Induction Programme
• KMFM - Media Sales Staff Induction Programme
• Playboy TV - King or Queen for a Day
• QVC - Success through Culture
• UTV - Skills Focus