www.thehrdirector.com
development areas and leading into a tailored, blended programme. I think there is also a culture change required around learning, supported by a hybrid model of learning programmes and agile resources clearly aligned to measurable impact that puts the learner in the lead.
Anne Comber: It’s critical for individuals to take responsibility but supported by a line manager that values the contribution. It’s about the every day learning experience that’s really important, We know people learn differently and we need to be able to give people exposure to a broad range of things to develop their skills. It very much needs to move away from just the e-learning or class room event - it’s a cultural journey.
Mito Makin: Real skills development was often coming from “on-the-job” training because it is very specific. So I was thinking how we can try and do that in a more structured way, and so the role of the line manager then becomes very important. It will be about how can we try to get that structured feedback on the job that complements any training programme, that can really have direct impact to an individual, because it is real, it is concrete.
Sonya Alexander: Absolutely, it is so important to look at practical experiences and we need to be clear about the intended learning and commitment required of these experiences and ensure we ask some key evaluative questions such as what did you get from the experience? What did it add to your skill set? How did it stretch you? What would you do differently next time?
Michael Woodhall: It goes back to the learning culture, just taking the time to reflect on what worked, or hasn’t worked and having that personal discipline on a regular basis is a very valuable way of learning.
Stuart McPherson: Yes, this lesson learned piece is really important. If we can engender this sort of culture within the organisation through our cleaning teams and security teams it can redefine what learning can look like in the workplace.
Jane Nicholson: And it’s having the culture and confidence to admit mistakes, this idea of the humble manager isn’t it? That it’s alright for that something isn't perfect, because that’s part of the learning process and we have to instil that type of culture much more into a very task-driven environment.
IS DATA AND ANALYTICS DELIVERING THE QUALITATIVE INFORMATION TO ENABLE BUSINESSES TO PLAN MORE ACCURATELY FOR SKILLS REQUIREMENTS ENSURING THAT THE RESOURCING NEEDS AND BUSINESS ASPIRATIONS ARE PART OF THE SAME PLAN?
PICTURED LEFT JANE NICHOLSON
HR DIRECTOR TALENT & DIVERSITY HOME OFFICE
PICTURED RIGHT STUART MCPHERSON
LEARNING & DEVELOPMENT MANAGER INTERSERVE PLC
SONYA ALEXANDER HEAD OF TALENT MCLAREN GROUP LTD
SEPTEMBER 2016 thehrdirector 17
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56
