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Haf test message

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Hindrance- slow recruitment processes mean staff have less time for training as their time is used covering unfilled posts.

Speeding up recruitment processes to fill roles and allow staff released o spend time on training.

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Reframe training and development as not something you need permission for but rather something you are entitled too and encouraged to seek out.

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Better advertising of training and development courses that are available. Perhaps a more centralized hub to host all of the courses.

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Training needs assessments once a year.

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Enabling and giving people confidence, particularly in lower grades, to learn to advocate for themselves. Perhaps a session on personal learning and development built into new staff introductory training.

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Hindrance- Line management who don't see the bigger picture and are less encouraging of staffs PD. Opportunities may be there- but they are not always accessible due to management permission, and also resources such as time.

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Microsoft forms to collect and analyse data regarding training and development opportunities that are available. This would require the event organizers to feed it into the form. Use AI to personalize results from centralized database.

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Professional services- Pro-Rata development and Training days for Professional Services Staff.

Shadow opportunities for professional service staff- perhaps one day a week shadowing a specific manager for an extended amount of time.

Create secondment opportunities to senior roles, but rather than having a secondment to fill a role, a secondment that means working with a senior member of staff already in that role.

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Cross university working groups to broaden learning opportunities.

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Lightening Talks given by LD teams for each departments to advise what LD opportunities are available.

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Centralised database of training completed

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Centralised database of training completed

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Colleagues need to be able to see the impact of their training on their development

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Could there be a credit system? Needs to be recognised and is measurable on education database/grant income database which gives a reflection on what was done - for within faculties

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Build progression into business plan - researcher 

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Build progression into business plan - researcher 

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Formal follow ups to development and learning

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Formal follow ups to development and learning

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Opportunities to get together and share information

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Opportunities to get together and share information

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Compulsory training for line managers on PDRs

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Compulsory training for line managers on PDRs

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staff training matrix system to monitor individuals development to see what the gaps are and monitor thier personal journey

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More informal learning opportunities; group mentorship’s (i.e grade 6 mentoring a group of g5’s) or best practice sessions/focus groups

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A central place to record all training

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Management of workload and contracts to allow training

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Management of workload and contracts to allow training

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Compulsory line manager training for new managers/refresher courses too

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Check in after formal training to discuss how the training has been put into practice

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Departments and faculties have compulsory training days with their staff members 

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Departments and faculties have compulsory training days with their staff members 

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Recognition for training done - the 'accredible' badge has been introduced for a course I'm doing at the moment and this is great - something I can put on LinkedIn etc

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Formal shadowing opportunities so that lower grades can get experience of the requirements in the grade above (otherwise they never progress)

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Management needs to learn some coaching skills to get the best out of people

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Management needs to learn some coaching skills to get the best out of people

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Managers assign specific items of work they would normally do themselves to a member of their team to do with their manager's support

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Centralised software for training and formalising it

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Better understanding on how to provide evidence on your progression when it comes to PDR 

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Better understanding on how to provide evidence on your progression when it comes to PDR 

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Compulsory line management training

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Spaces in which to meet people and find out what they do to make connections and learn about what is out there

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A system that tracks training and is reflected in PDR 

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A system that tracks training and is reflected in PDR 

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Confirm mandatory training contract for all staff which they need to commit to per a year

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There are a couple of branch ambassadors that could do talks/college wide training on their framework, their opportunities etc

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Institute a culture of growth within faculty 

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Institute a culture of growth within faculty 

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For example, line managers do not even think about the growth of their direct reports. They are not asked about it. Why? Maybe we need someone dealing with that as their job. Someone who helps define a learning journey for each individual colleague.

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Policies and guidelines surrounding training

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Policies and guidelines surrounding training

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Make some training compulsory

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One place to access all training opportunities

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Career progression pathways that includes measurement and actions that should be taken to shift upwards

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Career progression pathways that includes measurement and actions that should be taken to shift upwards

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Implement follow-up mechanism to determine usefulness and success of training. What have you learnt? How have you applied it?

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Create a culture of long life learning so when I am off training I don't need to catch up with work but I am given the time without a pile of work waiting for me after my training.  

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Create a culture of long life learning so when I am off training I don't need to catch up with work but I am given the time without a pile of work waiting for me after my training.  

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It's all very well talking to each other, but what about being heard by people of influence and power? How many senior leaders are here, for example?

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Encourage sharing of learning amongst staff and teams.

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Inductions are always full and they aren't run regularly enough - this should be weekly/fortnightly so new starters get the info they need when they start, not 6 months in

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Introduce a careers team for staff, no matter what level they're at to discuss options for moving to a different area.

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Can time be allotted to all staff to undertake training?

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Can time be allotted to all staff to undertake training?

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Without time allotted to training (per month, per week, bi-weekly for example), set by their manager, or set by King's, staff may not feel able to undertake training, they may not be aware they can or should undertake training. There needs to be a training and development culture in ALL teams

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Careers coaching (not just a one-off) and support for staff, as well as students

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Some events where staff can learn about different roles across the College - not just networking, but a proper structured event where people learn about what sorts of things are going on around the College

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Better way to share training that people have been on - should it be a standing item on team agendas? Or can it be in e.g., SED newsletter

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More fluid grades - instead of 4 or 5, leave the option there to be 'promoted' if a good employee. Even if they have to interview, but it means people don't have to leave to get a more senior role

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King’s needs to create transparent career pathways. Staff should know how to progress, what skills are required, and the available development opportunities.

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As part of the learning and development course showing and highlighting the transferable skills that is whit-in that course.

Make a recording in your personal development plan. Have a template in PDP to allow staff, and remind staff, to do this.

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Managers are focused on the strategic or operational side of the role only, not the people/professional development side of those which they manage

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Managers are focused on the strategic or operational side of the role only, not the people/professional development side of those which they manage

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Managers can not be approachable or forthcoming with giving staff the opportunity to undertake training. They are focused on the strategic or operational side of the role only, not the people/professional development side of those which they manage. Can all staff be given a minimum time allowance per month for undertaking training, for example?

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Make learning accessible by offering a variety of formats (workshops, online courses, mentoring). Flexibility allows staff to learn at their own pace.

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Compulsory

Tracking of courses

Buddy scheme

Central pathway (flowchart)

Time frame for the course

Where to go

Understanding good practice and cascade this information

Encouraged to do the courses

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Need generic competency frameworks sliced and diced by grade, for PS (and perhaps other types of role) - to help illustrate what the skill, capability, attitude, etc expectations are at every grade. Use that in PDRs to explore development needs.

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Should all trainings be meetings e.g., the finance trainings - it would be better to be a short course on workrite than a call. People can work at their own pace and refer back. Are there other trainings this could be done with?

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Customised development plans for each staff member can ensure alignment with their career aspirations and organisational goals. These plans should be regularly reviewed and adjusted.

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Bring up the pay for lower grades who want to remain in post

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Bring up the pay for lower grades who want to remain in post

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PDRs shouldn’t be rigid formal conversations that are broached once a year and then never again but should be revisited continuously and staff should be given a clearer understanding of what they can discuss and expect from these conversations 

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PDRs shouldn’t be rigid formal conversations that are broached once a year and then never again but should be revisited continuously and staff should be given a clearer understanding of what they can discuss and expect from these conversations 

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The College could ensure that good initiatives (e.g. the PDR process) are implemented fully locally as some colleagues don't get to benefit from them if there is no local buy-in, and no repercussions or oversight of this centrally.

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The university focuses on NSS but there is a lack of insight into those faculty who support students. Happy staff = happy students 

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The university focuses on NSS but there is a lack of insight into those faculty who support students. Happy staff = happy students 

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Specific management training & perhaps training for all staff - which cover workplace scenarios, examples of the different types of ways people work and how to work positively with those colleagues, how to deal with difficult situations and difficult conversations

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Specific management training & perhaps training for all staff - which cover workplace scenarios, examples of the different types of ways people work and how to work positively with those colleagues, how to deal with difficult situations and difficult conversations

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Leadership programmes that cover various levels (individual, team, system) and address both hard and soft skills.

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Better PDR templates - high quality conversations and informed decision-making

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Better PDR templates - high quality conversations and informed decision-making

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Mark - one of the People Partners - shared with the table a variant on the King's PDR template that carefully frames questions to lead employee and line manager to constructive conversations about stretch, development, aspiration, etc.

Crucially, it also enables the 'roll-up' of personal development needs from individual to team, from team to department - so that senior leaders can derive priorities and put specific resource behind shared development needs.

Why isn't this the standard?