BTSR guidebook ~ Training & skills self-evaluation

What provision at this level looks like and feels like

For the organisation

In 2008, 57% of broadcasters evaluated at this level. 24% were lower and 19% were higher.

Organisations at this level have a systematic approach to off-job training. They usually offer both a regular programme of in-house courses & events and the option for employees to participate in external events at the organisation’s expense. Decisions about the training that each employee receives are made regularly and carefully, and with the involvement of the employee. Budgeting and prioritising off-job training is embedded in the organisation’s planning cycle, and most provision meets a business purpose. The effectiveness of training is evaluated.

For the training function

Trainers in an organisation at this level should have a clearly understood mission, adequate resources for achieving it and visible support from senior management. Those who succeed are likely to have their achievements recognised.

Benefits & risks of provision at this level

Benefits

At this level, benefits include:

• A solid and expanding body of knowledge and skills relevant to the organisation; widespread mastery of efficient, safe and effective work practices
• Confidence that employees understand and can abide by the regulatory and compliance requirements of the industry and of their role within it
• Reasonable returns on investments in off-job training (because outcomes are evaluated and presumably acted upon)
• The ability to attract and retain strong employees.

Risks

There are few risks inherent in this level. Perhaps the biggest is that employers at Level D will be more successful at attracting the strongest performers.

Processes & benchmarks for evaluating provision at this level

Distinguishing from «base« provision

The differences between base and medium provision are mainly to do with the scope and extent of off-job training, the way it is planned and the fact that its effectiveness is evaluated. At this level:

• Off-job training is available to most employees and addresses most business-related knowledge and skill areas
• It is largely driven by the needs of the organisation and the business needs of individuals
• The effectiveness of off-job training is evaluated.

Distinguishing from »high» provision

The differences from high provision are mainly to do with the degree of integration between business and organisational needs, and with the extent to which results are measured. At this level:

• Off-job training opportunities are demonstrably related to business needs
• Off-job training has wide support in the organisation
• Those who deliver off-job training are recognised for their efforts
• The effectiveness of off-job training is evaluated, though not necessarily systematically or routinely.

Processes

Here are some diagnostic questions:

• Does senior management support off-job training?
• Are budgeting and prioritising off-job training embedded in the organisation’s planning cycle?
• Is a curriculum of in-house and external off-job training opportunities available to employees? Are external providers vetted for quality?
• Is it normal for employees to receive off-job training?
• Can learners influence the off-job training they receive?
• Do most departments make some use of off-job training?
• Are employees’ line managers sometimes reluctant for them to participate in relevant off-job training?
• Does the organisation take responsibility for the macro design of off-job training interventions, whether or not they are to be developed and delivered by the organisation’s own personnel?
• Do trainers take responsibility for the quality of in-house off-job training, even if it is actually delivered by line employees?
• Are people who deliver in-house off-job training encouraged and recognised for their efforts? Do they volunteer willingly for the role?
• Are records kept of off-job training provided?
• Is off-job training provided evaluated for effectiveness (not necessarily formally or numerically)?

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

Need it meets	Title	Words	Link
Know the ADDIE model	ADDIE Model	731	en.wikipedia.org

Examples of provision at this level

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

• Training schedule detailing opportunities and timing of courses
• Course attendance records
• Detailed course materials for internal and external off-job training
• Regular review of opportunities and communication to staff
• List of preferred training providers
• Completed course evaluation forms
• Verbal accounts of actions undertaken when shortcomings identified in training
• Invoices for external off-job training undertaken
• Training event evaluation form
• Training request form
• Six-monthly training calendar and guide to off-job provision
• ‘Request for training’ form and course review forms (including completed review forms identifying business benefit)
• Assessments of off-job training in minutes from weekly operational meeting.

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

What it takes to get to the next level

The difference that makes a difference between Levels C & D is a powerful conviction by senior management that they can use off-job training to gain a competitive advantage, whether from superior skills, attracting stronger people, making the organisation more agile or something else. If they don’t have that conviction, they are unlikely to make the additional commitment – particularly in terms of their own time – that Level D provision entails. If a competent management team is impossible to convince, it’s very probable that Level C is the right place for the organisation at this stage in its evolution.

But actually this is one of the softer boundaries between levels. Steadily increasing the scope and extent of provision at this level will eventually get the organisation to Level D. And if priority is given to beefing up evaluation processes, the higher quality data will make it easier to decide when the time is right to move up.