BTSR guidebook ~ Training & skills self-evaluation

What provision at this level looks like and feels like

For the organisation

In 2008, 22% of broadcasters evaluated at this level.

It’s self-evident that a broadcasting organisation at the top of its game will know rather a lot about communication. Applying that knowhow to its training provision should be straightforward. But – just as there are doctors with unhealthy lifestyles and accounting firms with chaotic books and records – not all do.

At this level, senior management takes a prominent interest in training. Training achievements – and achievers – are celebrated. And everybody in the organisation feels involved in the effort: training is something we do for each other, not that the organisation does to us.

For the training function

Your services are effectively publicised, your achievements are respected, everybody is on your side. Perfect. As long as you keep achieving, of course. If that stops, it’s hardly likely to remain a secret!

Benefits & risks of provision at this level

Benefits

At this level, benefits include:

• A strong performance culture – the organisation is open about learning needs and makes it as easy as it can to address them decisively
• Maximum return on the investment in training as a result of:
  • good understanding of demand
  • accurate targeting of supply
  • managers and peers who support – rather than obstruct – training provision
• Productivity, recruitment and retention advantages as a result of an atmosphere of endeavour and success surrounding training provision.

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 commitment of senior management and their determination to communicate – in both directions – to the highest standards. At this level:

• Senior management is proactive in telling the organisation’s training story
• Communications about training and about other matters are planned and delivered in concert, and together form an integrated narrative
• Information about training needs, training interventions available and training outcomes flows freely and is targeted accurately
• There is a strong commitment to training throughout the organisation
• Those who deliver training are celebrated for their achievements
• Those who demonstrate benefits from training received are celebrated for their achievements.

Processes

Here are some diagnostic questions:

• Does senior management prominently endorse training provision?
• Does the organisation have specialists in internal communication? Does training fall within their brief?
• Are training communications delivered via many channels (such as intranet, emails, team and management meetings, monthly newsletters, internal posters, performance review system)?
• Do employees articulate their learning needs willingly? And state them in terms of business benefits?
• Does information about training interventions available flow freely? Is it targeted accurately on those who can benefit? And on their line managers?
• Is information about the success or otherwise of training interventions open, honest and acted upon?
• If asked, could most employees cite at least one recent training success story?
• Do employees feel a sense of ownership and pride in the organisation’s training provision?

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

Need it meets	Title	Words	Link

Suggestion? Please leave a comment below

Examples of provision at this level

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

• Top management buy-in to T&D
• Recognition of learners and their achievements (awards and celebrations)
• Staff able to articulate how to access/book onto a course
• Embedded into culture – thinking about learning and development
• All staff involved in training and development
• Minutes of meetings at departmental/organisational level to discuss employee and management goals
• Managers pro-active in encouraging development opportunities (such as recommendations for training, group training activities/enrolments)
• Staff encouraged to undertake responsibility for own skills and career development
• Employees drive/identify own training via discussions with managers and/or noting training needs on annual appraisal forms
• Senior management team planning and/or delivering specific training to staff demonstrating commitment to the learning culture
• Ethos of continuous development echoed through organisational material and discussions with employees
• Publicity given to Training Needs Analysis
• Learning and Development intranet pages
• Emails about the development of competency standards
• Training and development guidelines.

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
• British Sky Broadcasting Ltd - Developing our Managers - Believe in Better
• CNBC - Session C
• Ideal Shopping Direct plc - Foundation Programme
• ITV - National Skills Day - Colleagues United
• Playboy TV - King or Queen for a Day
• QVC - Success through Culture