BTSR guidebook ~ Training & skills self-evaluation

What provision at this level looks like and feels like

For the organisation

In 2008, 19% of broadcasters evaluated at this level.

At this level, employees should perceive a tight integration between their personal objectives and those of the organisation. They should also perceive that off-job training is directed towards advancing both. Within this framework, they will be comfortable with asking to participate in relevant training and, afterwards, evaluating its impact.

Senior management will take a close interest in supporting and promoting off-job training as a way of:

• signalling their commitment to high levels of performance
• differentiating the organisation in the recruitment marketplace
• strengthening the organisation’s ability to adapt to changing circumstances

…as well as in order to capture the immediate benefits of the training itself.

For the training function

A high-performance organisation needs high-performance trainers. Provision at this level requires a high level of training skill, an ability to engage with the concerns of management and – at times – an ability to soak up pressure. Those who succeed can expect recognition and rewards.

Benefits & risks of provision at this level

Benefits

At this level, benefits include:

• High levels of performance throughout the organisation:
  • there’s a pervasive understanding of what constitutes safe, efficient and effective work practices
  • everybody pulls in the right direction because that direction is clearly signalled. (Of course it takes much more than off-job training to achieve this, but without that clarity the organisation is unlikely to be at Level D)
  • everybody is well equipped with the knowledge and skills to play their part
  • the focus on skills and performance provides a framework for encouraging poor performers to pursue alternative career options
• Good returns on investments in off-job training because needs are assessed and outcomes evaluated
• The ability to attract and retain the very best employees.

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 business and organisational needs, and with the extent to which results are measured. At this level:

• Off-job training opportunities are closely linked to business needs, are promoted widely and are readily available to those who can demonstrate a business benefit from their participation
• There is a strong commitment to off-job training throughout the organisation
• Those who deliver off-job training are supported – with training and guidance – and are recognised for their achievements
• The effectiveness of off-job training is rigorously evaluated as a matter of routine.

Processes

Here are some diagnostic questions:

• Is senior management visibly committed to providing off-job training?
• Does senior management give regular and serious consideration to off-job training?
• Do employees’ line managers encourage them to participate in relevant off-job training?
• Do trainers take responsibility for the quality of off-job training, whether provided in-house or externally?
• Is being asked to present or facilitate in-house off-job training seen as a badge of honour?
• Is a broad curriculum of in-house and external off-job training opportunities published widely?
• Are funds available for those with unusual, business-centred needs to participate in external off-job training? To pursue professional qualifications?
• Do off-job training opportunities include interventions other than traditional courses?
• Are there clear processes and guidelines to help those who believe they would benefit from external off-job training?
• If asked, would employees be able to explain the benefits to the business of the off-job training they receive?
• Do off-job training and its results fall within the scope of the performance evaluation processes?
• Are training planning and performance evaluation processes together capable of identifying incorrigible under-performers?
• Does the organisation carry out periodic, business-focused training needs analyses?

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:

• Pre- and post-training objectives review
• Curriculum/list of courses
• Mapping between training provided and training needs analysis
• Analysis between what individuals know and what they need – gap analysis
• Mix of self- and organisation-identified needs
• Employees report whether training helped – immediately, 3mthly, bi-annually
• Lists of courses attended held for organisation and departmental levels
• Impact of training identified through review process and documented in meeting notes and/or annual appraisal system
• Individual staff members able to describe training received and how it impacted upon performance
• Value of off-job training noted in departmental/organisational meetings/minutes
• Evaluation highlighting the success/failure of training and the impact on performance immediately following the training and after a period of 3-6mths
• Evaluation forms for training activities
• Sales skill audit
• Presenter standards
• Evidence for the PDR process
• Course evaluation form
• Training needs analysis with list of courses attended.

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 Training & Development - Connect & Create
• British Sky Broadcasting Ltd - Developing our Managers - Believe in Better
• Ideal Shopping Direct plc - Foundation Programme
• ITV - National Skills Day - Colleagues United
• Playboy TV - King or Queen for a Day