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Test message

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Time/Capacity

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Formal careers, training and development plans not made with staff, with clear timelines.

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Not all PDR conversation la are meaningful. Some used for box checking only.

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Time / workload issues. I am currently doing the 'Thriving at King's' course and switching off from work completely for 2 hours means that I come back to a load of work and makes it difficult to want to commit that time each week.

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Where to look for opportunities isn't always clear. It feels like there is a lot of onus on the individual to know what to look for, rather than having one clear place where everything is sign-posted from.

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Inconsistency in the level / depth of inductions in different Departments / Faculties, including what training opportunities are there and where to go.

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Not being aware of the training available

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programmes are advertised but they are always full when you apply

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Managers are too busy to help us be better line managers

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I think some leadership developments have a very long waiting list.

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No time to do staff development

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Time! Prioritising and value placed upon development

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Reference point of someone to speak to directly 

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Reference point of someone to speak to directly 

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Lack of them, how do you get one?

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No real recognition for the time you have to take out to do the professional development

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It’s something that is fitted into the week rather than embedded

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Lots of variation in the level of support given by managers - some are very supportive while others won't give the staff time out for devleopment

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Dept budget for training and development

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Related to time - having the energy and brain space if time can be found... Arising from pandemic sense and perspective - 'long-standing hangover'

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Should departments have their own training manager

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training feels as if its fitted in

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Inconsistency across departments/parts of King's in encouraging development opportunities

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Inconsistency across departments/parts of King's in encouraging development opportunities

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I think clear training/guidance on what the career progression within a department is. 

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I think clear training/guidance on what the career progression within a department is. 

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People don’t know what they need to ask for to help them develop until they go for new opportunities and are told they don’t have the right skills.

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Student-facing roles seek opportunities outside of major business peaks, typically term-time. Ability to plan ahead - opportunities scheduled through the year, mindful of variety of business cadances

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Various autonomy given to staff to take charge of their development, some have free reign and some have to get specific permissions

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Less professional services support for faculties which means managers can't put themselves forward for training when they need to support large teams

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Operational staff shift restrictions to be able to attend training

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a training journey would be really useful by grade and link back to what staff already have

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There should be more time since we are now online, don't need to travel, but we have adjusted to this as the 'new norm'

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There should be some compulsory training for everyone who is a line manager (like there is for anyone who is supervising PGR students)

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Lack of support from management/department - needed to write business case to justify taking time for development

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Lack of support from management/department - needed to write business case to justify taking time for development

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Sometimes differences of opinion around priority and significance of development opportunities between staff member and line-manager who gatekeeps - necessary yet can be an unreasonable blocker

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Include development requirements in P

DR and not everyone will include this

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More work created for progression instead of streamlining the process, this is cumbersome & burocratic 

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More work created for progression instead of streamlining the process, this is cumbersome & burocratic 

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Not enough personal development, more professional development around the specific role

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Not enough personal development, more professional development around the specific role

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Finding right training to develop skill set

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could we map a competency training need at PDRs?

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It’s very clear around my table that PDR conversations are not happening how they should (this training should be compulsory) or those conversations are in isolation and not revisited in one to ones as they should be

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Accessibility e.g. for staff who are unable to step away from their work without leaving the Department / Area short staffed e.g. security or catering staff

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Academic side, there is too much focus on teaching time, that is deemed as the most important, not staff development

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Different and inequitable approaches to funding available. Some areas have a notional budget for person, and value varies.

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Mandatory training needs to be completed by staff and that can be challenging

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Inconsistency across King's on how important/encouraged developments are 

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Inconsistency across King's on how important/encouraged developments are 

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Managers say they will helo but then they dont - feels as if they are not interested in your training but their own!

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Individual development needs vs organisational development

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Individual development needs vs organisational development

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Tension trying to balance organisational development needs around strategic challenges - how is that played out into individual development - skills, insights, networks

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More training available that's targeted to areas like catering, cleaning, security to be able to see what's out there for progression etc.

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AEP - what is the purpose of same? >40 pages, reviewing by external references (why), pressure of same has lead to colleagues who ‘can’t be bothered’

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AEP - what is the purpose of same? >40 pages, reviewing by external references (why), pressure of same has lead to colleagues who ‘can’t be bothered’

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Almost too much choice and too much time to take out of training - better to do in small 1 hour/45 minute chunks

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Time (some parts of King's do not work on semester-basis)

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Time (some parts of King's do not work on semester-basis)

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Courses that are really popular have no spaces, can go on the waitlist but there is no way to go on the general waitlist

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Opportunities don't have enough spaces or their advertisement windows are so short that the spaces fill up immediately

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should PDR training be compulsory? it doesnt feel as if it is

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Limited funds to support non-King's development opportunities

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Limited funds to support non-King's development opportunities

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Right courses have limited spaces and people are unable to book on.

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training needs vary department to department and it is hard to know what local needs are and what skills are missing. Each department should have a lead that is solely focused on the needs of the staff in that department

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Introduction of a separate team who could advise staff on careers, not just students. Especially those who have been in the same area for a while and don't necessarily know what else they could do. Not everyone feels comfortable talking to their line manager about leaving.

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Staff not being self-aware of the training that is necessary in their role (whereas for example those they manage can benefit immensley from their managers undertaking on-going learning)

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Staff not being self-aware of the training that is necessary in their role (whereas for example those they manage can benefit immensley from their managers undertaking on-going learning)

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PDR significance, can feel like a tick box as opposed to coaching to progress 

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PDR significance, can feel like a tick box as opposed to coaching to progress 

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Especially in student-facing roles. Pressure to be available and responsive to students as an individual - makes time for personal development especially fraught: can't commit, or feel guilty, or try to balance keeping an eye on email queries in tandem with development.

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Lack of opportunities to get together with other staff across King's to compare and share experiences and opportunities

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Lack of opportunities to get together with other staff across King's to compare and share experiences and opportunities

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Hard to find the time to do additional training, leading to guilt over taking time out of day to day job for upskilling self.

Should Kings make training an integral part of each job role

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When someone has been on a training - they should be encouraged to share their experience with their team/area to promote the training and provide case studies

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Line managers are in charge of PDRs but there is very little support for line managers on how to conduct PDRs, probation periods, champion change within their staff members, manage people etc.

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Rather than more formal courses (and networking opp) can we have more informal opportunities to share best practice or share skills (i.e learning circles/focus groups etc) because some feedback is that a barrier is the type of learning isn’t always suitable to everyone

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Lack of progression in lower grades - a glass ceiling 

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Lack of progression in lower grades - a glass ceiling 

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No proper recording of what training has been undertaken - a central service is needed. At the moment, some training is done via Workrite, some SkillsForge, some via direct applications e.g. OD courses.

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some people are not paid over the summer when it's down time and it's a perfect time to do training/development

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Varying cultures and commitments to development

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Varying cultures and commitments to development

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Some areas of King's enable and facilitate staff to have time set aside for personal and team development; some make funds available. Others do neither, as they are struggling to cope with 'BAU' workload. Variation breeds resentment.

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Line Managers not promoting development opportunities to their team

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Nowhere to say why you are deciding to not attend a session last minute - there should be a feedback form and then OD use this to support opportunities and planning. Look at which groups/faculties aren't attending and why

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Better culture around shadowing, mentoring. A gap between knowledge and practical experience 

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Better culture around shadowing, mentoring. A gap between knowledge and practical experience 

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Feedback opportunities to OD for what the training is needed within their team - how can we feed this back?

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No real opportunity for shadowing colleagues in different areas - feels like once you get into a function / role type, you're a bit stuck there, because you don't know what other people around the College are doing

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The Principles In Action for the PDRs maps out what we are lacking in, though they are lacking.

1. they don't come with a list of ways we can upskill in the areas we are lacking in. We should have a map of what is available in terms of training.

2. Managers limit what grade we give ourselves on the PIA to keep our job within our grade boundaries.

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Good connections needed between departments, academic, students education development, research, ps 

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Good connections needed between departments, academic, students education development, research, ps 

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Not always clear what the purpose and outcomes of the training are, and unclear if the needs of the individual are going to be met by going on it. This example was apprenticeships but also this happens with other training e.g., going to outsource training due to not finding the needs on the OD website

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Want to be clear if this training is right for you at the right time - description and what you are going to get out of it is worth it?

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Lack opportunities to share good practice

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Lack opportunities to share good practice

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King's is so large, that it is hard to find out about good/best practice - gets in the way of innovation. Makes us inefficient and ineffective. What scope is there for networks across the org that can help us join up?

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Core training for line managers these are typically roles of higher grade which come with line managing people 

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Core training for line managers these are typically roles of higher grade which come with line managing people 

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what's the survey faculty breakdown in terms of the staff development opportunities

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what's the survey faculty breakdown in terms of the staff development opportunities

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More coaching opportunities to understand how your needs can be met

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Very difficult to cross between some grades (5 to 6, 7 to 8 etc). It is hard to learn the skills and gain the practical experiences needed to cross over those grade boundaries.

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Important training is not compulsory and so can be apparent it is not being completed - i.e. management training. Could it be made compulsory and managers be given a suitable time frame to complete it? Staff they manage will really see the benefit 

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Important training is not compulsory and so can be apparent it is not being completed - i.e. management training. Could it be made compulsory and managers be given a suitable time frame to complete it? Staff they manage will really see the benefit 

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E.g. managing people. Opportunity recently published for new line managers - who already have that responsibility. But what about developing people in order to take on managing people in their next role?

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Lack of succession planning

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More large events for everyone, not silo-ing training e.g. PANCon happened this month but was not advertised widely and was only pitched as fr Programme Administrators, but a lot of the courses were relevant to everyone, so this should have been advertised to the whole College

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Perception that PS grade 6 roles are hard to get promoted to from PS grade 5 - sense that external hires are preferred.

Is that true? What does the data say? If it is, what is it we're seeing in those external hires that we don't see in our own people?

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Snobbery regarding individuals past experience and it falling in line with king’s roles and career progression 

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Snobbery regarding individuals past experience and it falling in line with king’s roles and career progression 

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Are there opportunities to use similar tools to the careers service e.g., looking at CV tools, training tools for that individual staff member?

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Can more training be in person? Online fatigue can be a real thing with training

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lack of transparency with staff training budget and who uses this

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Support for colleagues with dependents, lack of HR support 

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Support for colleagues with dependents, lack of HR support 

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Small teams and specialist roles in highly decentralised roles - have we made PS roles too niche? Put barriers in the way of people having breadth of experience and development to be credible candidates for more senior roles?

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Line manager training should focus more on how to deal with difficult individuals - line manager training I had glossed over this part and this is the hardest to learn. More focus needs to be put on this, especially for new managers.