3 Responses

1. Training priorities
   Hi Zoe

   I agree that complicated scoring systems are probably best avoided.

   A rough guide would be statutory training first, training that contributes towards departmental goals next and personal/career development last.

   Another way is to look at impact on the department and the urgency. It’s obvious that the high impact/high urgency goes first, and the low impact/low urgency last. Of the two other possible combinations, I’d go for high impact/low urgency before low impact/high urgency.

   Hope this helps

   Tim

2. Keep it simple and you’ll succeed
   Hi Zoe
   I agree with Tim about not getting too hung up about scoring. Briefly and simply – I would focus on asking the managers and senior managers ‘What are the 3 key things that you feel need to be done now to get/keep YOUR unit/department on track/target for meeting the objectives/goals etc’. This could be broken down into knowledge/skills/attitudes etc. They should know what’s needed- or you’ve got a bigger problem. I would also hold some focus groups with some selected non-managerial staff in the units to establish whether there is synchrony between what the managers and staff believe are priorities to meet the business needs. The results can be easily married together – and there’s a good feeling of something being done to meet the most pressing business needs at present. Then you can focus on longer term needs. I have carried this out many times over the years with many organisations (some even bigger than yours) and it works. Drop me an e-mail if you want to discuss it further.
   Cheers
   Tom

3. DIF Rating
   DIF Rating is a well known and used model:

   http://sill-www.army.mil/FDIC/stafffaculty/satdref/appa.htm