When a line manager and a member of staff have agreed a development objective, the next step is to consider the options available: Consider how the staff member likes to learn – do they learn best by doing or by reading? Do they like to learn by themselves or by talking to someone else?
Plan a variety of ways to help the person learn.Consider the resources that are available, such as time, money and expertise. Location will also determine the options that could be chosen.
Think about opportunities for the member of staff to share their learning and to apply it in their work. Learning is quickly lost if it is not shared and used. We often put too much emphasis on training courses. Most of what we learn as adults is learnt by doing or experimenting, reading or watching someone else at work. Formal training only plays a small part in learning. In fact, we may learn very little from training unless it happens at the right time, is at the right level and meets our specific needs. We also need opportunities to apply our learning after the course.
The table below outlines a variety of methods that could be used to develop staff.Learning from a colleague
Shadowing
Exchange visit
Mentoring
Learning option Description
LEARNING FROM OTHERS
Someone else in the team or organization may have the necessary knowledge, skills or experience
Shadowing involves observing someone in their work for the purpose of learning. A member of staff may shadow someone more senior or someone doing the same role. Shadowing could take place during a couple of hours, a day, a week or longer. It is important to take notes during the shadowing and to set aside time, and to discuss observations with the person who was being shadowed.
Often it is helpful to visit another project or organization. To make the most of the visit, it is important to have clear objectives and communicate expectations with the hosts. Set aside time to reflect on learning during and after the visit, and make an action plan to apply the learning.
Mentoring is the process of learning from a more skilled or experienced person. The mentor encourages, advises and befriends a less skilled or less experienced person through meeting regularly, such as for an hour every two weeks. It is important to set objectives and agree what will be discussed in the meetings. At each meeting the mentor could ask: What has happened this week? What did you learn? What will you do differently next time?
Coaching Coaching is about helping a member of staff to perform better by asking them questions rather than telling them what to do. A coach encourages someone to find their own solution and supports them in doing this. Line managers should aim to coach their staff. In some circumstances it could be helpful to employ a coach from outside the organization.
Internal learning groups Members of staff can learn from each other in a group setting. Groups should agree the purpose of meeting, how often they will meet and how they will use the group to support their learning. Learning groups can be used to research a particular topic together, to share learning, to answer each other’s questions, or to learn from external experts. The groups do not have to meet in person – some groups communicate by email or using the internet.
Joining an external network There are many different external networks that staff could join to share learning and expertise. To find relevant networks in the local area, ask other organisations or search on the internet.
Membership of a professional society Membership of a professional society often offers development opportunities.LEARNING FROM EXPERIENCE
Delegation of a special project Delegation is about passing on responsibility for something to another staff member. Managers often delegate to people in their team. Delegation should be seen as a way of developing people as well as a way for a manager to save time. Although the manager will retain accountability for the end result, delegation provides a staff member with an opportunity to use their initiative, develop their skills and gain experience. It is important that the line manager:
• Defines and explains the task (objectives, standards, skills and resources required)
• Makes clear the decisions members of staff can and can not make
• Agrees a date to review progress
• Encourages ownership and lets the staff member solve any problems, providing coaching if necessary
• Rewards and praises progress and successful completion
Secondment to another role Releasing someone to another role within the organisation or outside the organisation provides a powerful opportunity for development. Consider:
• How long will the secondment last?
• Who can cover the person’s role? (Is this also a development opportunity?)
• How will we use the person’s new experience, knowledge and skills when they return?
Internet
Formal qualifactions
Research and reading is a good way to build knowledge about a specific topic, find out about good practice and learn from what others are doing in a specific area. A lot of information is now available on the internet. This can be a lowcost and reliable source remember that information on the internet so the quality will vary. Many well-known organisations publish useful material on their websites, such as reports, guidelines, training resources, articles and case studies. If someone wants to study for a formal qualification, always check:
• That the standard of teaching is high at the institution
• That the qualification is relevant to of information but anybody can put
Hiring a trainer from outside the organization
Going on external courses
the need identified
• That the staff member can fit study
time in with the demands of their
role
• That relevant equipment is
available, such as a computer,
access to the internet, reliable email, access to a DVD or video
player
LEARNING FROM TRAINING
Often a staff member will have training expertise. Ensure the trainer understands why they are being asked to provide training and what the objectives of the course are. Ensure they use appropriate training techniques.
If there is a specific training need, or a lot of staff who need the same training, it may be worthwhile to hire a trainer from outside the organisation. It is essential to:
• Take up references
• Ensure that the trainer understands
the training needs and the course
objectives
• Ensure there is a written contract
for the services provided
External training will usually be available locally or nationally. Training organisations exist to sell training, so it is important to be sure that a course will provide value for money. Before someone attends training, consider:
• Is this the right course? What are
the objectives? Are they relevant?
How will the training be delivered?
Will the style encourage learning?
Is the course at the right level? Is
this the right person to send on the
course?
• Even if the course is offered free, it
is important to consider training
carefully, as the organization is
investing the time of it’s staff in it
• After any training course, line
managers should always help staff
members to apply their learning. It is good practice to develop an action plan at the end of a course.
QUESTIONS TO ASK YOURSELF WHEN RUNNING THE HR DEPARTMENT OF AN ORGANIZATION:
