BTSR guidebook ~ Training & skills self-evaluation

What provision at this level looks like and feels like

For the organisation

In 2008, 13% of broadcasters evaluated at this level.

An organisation at this level should feel coherent and performance-centred. With training, development and on-job training interventions that all interlock, employees should perceive that the organisation is committed to helping each of them achieve the best they can. Managers at all levels should be confident that training will translate into performance.

For the training function

Training an organisation at this level should be demanding but rewarding. It’s demanding because “we covered it in a course” is not enough; your job is not done until the learning is transferred into workplace performance. It’s rewarding because you are empowered to facilitate not just the acquisition of knowledge and theoretical skills, but also the development of demonstrable job skills. (In terms used in Level B, you now have your saxophone.)

Benefits & risks of provision at this level

Benefits

At this level, the organisation can expect substantial returns on its investment in training. In many ways, on-job training is the last mile… the difficult but fruitful addition that completes the training palette.

Benefits include:

• Training doesn’t stop at the classroom door, but continues until the desired learning outcomes – and therefore business benefits – are demonstrated in the workplace
• The contributions of those who deliver on-job training are formally recognised, and training and development steps are taken to enable them to discharge this role effectively. Both factors ought to improve motivation and retention of top practitioners
• The focus on and measurement of what happens in the workplace improve the chances that work practices are safe, efficient and effective.

Risks

There are no risks inherent in this level.

Processes & benchmarks for evaluating provision at this level

Distinguishing from «medium« provision

The differences from medium provision are mainly to do with the degree of integration between training, development and on-job training, and with the extent to which results are measured. At this level:

• Off-job and on-job training & development operate from the same agenda and their impact is measured jointly
• Off-job training is designed to maximise the transfer of learning into the workplace; steps include (but are not limited to) on-job training
• Those who deliver on-job training are supported – with training and guidance – and are recognised for their achievements.

Processes

Here are some diagnostic questions:

• Are off-job and on-job training & development planned and delivered in concert?
• Is senior management visibly committed to providing integrated on- and off-job training?
• When considering an individual’s training needs, are both off-job and on-job training & development interventions considered? Where a choice is practicable, is it offered to the individual?
• Does on-job training feature explicitly in agreed outcomes from individual performance reviews?
• If asked, would employees say that they receive on-job training? And be able to explain its benefits to the business?
• Do on-job interventions include some or all of:
  • shadowing experienced practitioners?
  • secondments to other departments or roles?
  • a buddy system under which people with differing skills and experience coach each other?
• Do measurements of training impact span both off-job and on-job training, and consider their impacts on each other as well as on the business?

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:

• Employees have a 6-monthly recap coaching/support session with line manager; the impacts are noted
• Employees have personalised objectives that link to development plans that can include off-job and on-job interventions
• Employees are provided with a choice of ways in which they can learn
• Competency/skills checklists
• Lists of nominated mentors and buddies
• Improved job performance, and other outcomes from training received, are noted by managers and recorded in appraisal process
• Job description includes responsibilities for coaching others in the workplace.

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
• British Sky Broadcasting Ltd - Developing our Managers - Believe in Better
• Channel m - Bespoke Edit Training
• CNBC - Knowledge Sharing & Learning Forums
• Global Radio - Masterclass - Turning Stars into Superstars
• History Channel - Learning & Development for Edit Assistants
• ITV - National Skills Day - Colleagues United
• Lincs FM - Performance Coaching
• MUTV - Graphics Department
• Playboy TV - King or Queen for a Day