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core deliverables from an L+D unit

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Having recently started in a new organisation of some 10000 staff as lead for L+D I have been briefed that L+D must go back to basics and get those right.

So.... in a public sector organisation, if you were told that what would you say the basic/core products and systems that should be available and why?
craig mitchell

4 Responses

  1. Very basic!
    I can only speak for my company, but here are our basics…

    •Induction (H&S, survival guide)
    •How to manage your team
    •Performance management policy
    •How to write an appraisal
    •Equal Opportunities

    I know that 4 of those are management courses, but we have a large non-basic offer too!

    Nikki

  2. in my view…
    I would have to agree. My priorities would undoubtedly be:
    * effective and welcoming inductions
    * practical management development (with a healthy dose of performance management)
    * a robust process for TNA
    * simple, credible and valued personal development planning

  3. Core deliverables?
    Craig
    I think I need to disagree with the premise of your question and the responses below.
    To go back to basics, I would say, is to do a needs analysis. The core deliverables are the things the organisation needs, not what happens in other organisations. Being in the public sector, you also need to take account of current government initiatives. And, as in all organisations, keep an eye on the market place.
    If you are in the civil service, you will definitely need to base what you do on Professional Skills for Government (if you are in another part of the public sector they may not be a requirement but could still be a useful point of reference) – see http://psg.civilservice.gov.uk/
    As well as cross-cutting or generic standards such as PSG, you will need to focus on your organisation’s core business – if it is collecting tax then training people how to do that is vital. But also focus on any areas of underperformance – if customer service is poor then that should be a priority. And look to support organisational changes that are in the pipeline – such as the recommendations from a Capability Review, IiP Review or internally driven changes. Check legislative requirements are met – such as H&S. Make sure that the fundamental or foundation requirements are covered – good induction, performance management, IT skills, etc.
    I would also pay attention to how things are delivered, both in terms of the mix of methods and in terms of quality. Refreshing the content is rarely enough. If you have been asked to go back to basics I would also look at the quality of your deliverers (whether internal or bought in, whether electronic or human), I would look at your marketing, your facilities and technology, and anything else that could be dragging you down.
    The heart of good L&D is getting the right learning to the right people at the right time. But reputation is also shaped by your responsiveness, professionalism, the ‘look and feel’ of your products and your attention to detail.
    Best of luck
    Graham

  4. a few more questions
    Craig
    In continuance of Graham’s answer..
    ..briefed by who?
    ..define “basics”?
    ..define “right”?

    It is always great when you get a really SMART objective like “get back to basics and get them right”, nearly as useful as “pull your socks up”, “get a grip” or “take action”
    Rus

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