Daniel Clark & Tim Stewart, BPP University
The session opened by looking at what has sometimes happened in the past, where a senior manager would have a hunch about ‘we have a problem in our business with….’ and then everybody would be sent on a course, often an activity-based ‘team building’ event. All well and good, until everybody gets back to work and finds that everything was just as it was before and nothing has changed,
Rather, we need to clarify if we actually have a skills gap; if so, what is it and what is the best way of closing that gap? If the answer is a course, how do we make sure that we embed the learning?
As part of this, we’re seeing a shift from courses (training-based, one size fits all, evaluated by happy sheets) to learning (with customised development pathways, include training and coaching, reflection, and learning from doing, where we equip employees to find and apply knowledge for themselves).
We were then talked through a model of ‘holistic employee development” which aimed to improve the connection between the needs of the business and the needs of the employee. The strongest way to improve this connection is through reflective practice (we don’t actually learn from experience, we learn from reflecting on experience). The benefits are adding more value to the organisation, and helping people be empowered and confident in who they are.
We looked at an overview of a professional practice journey, with a combination of taught modules, on-the-job project work, reflection, and assessments.
The ‘war for talent’ is shifting to the ‘war to develop talent’.