King's Staff 100 - What are the challenges that staff are facing with getting the development that they need? by

Haf test

2024-04-11 10:49:34 UTC

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2024-04-25 09:22:53 UTC

Time/Capacity

2024-04-25 09:24:48 UTC

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

2024-04-25 09:39:00 UTC

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

2024-04-25 09:45:14 UTC

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.

2024-04-25 09:46:33 UTC

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.

2024-04-25 09:47:50 UTC

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

2024-04-25 09:47:56 UTC

Not being aware of the training available

coursea

2024-04-25 09:49:20 UTC

programmes are advertised but they are always full when you apply

2024-04-25 09:49:37 UTC

Managers are too busy to help us be better line managers

2024-04-25 09:49:58 UTC

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

2024-04-25 09:50:15 UTC

No time to do staff development

2024-04-25 09:50:29 UTC

Time! Prioritising and value placed upon development

Time/workload

k1919695 — 2024-04-25 09:50:34 UTC

Lack of support and guidance from HoD

2024-04-25 09:50:37 UTC

Reference point of someone to speak to directly

2024-04-25 09:50:50 UTC

Mentors

2024-04-25 09:50:55 UTC

Lack of them, how do you get one?

2024-04-25 09:51:01 UTC

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

2024-04-25 09:51:03 UTC

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

2024-04-25 09:51:03 UTC

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

laihadiamond — 2024-04-25 09:51:17 UTC

Dept budget for training and development

Burn out

2024-04-25 09:51:22 UTC

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

2024-04-25 09:51:34 UTC

Should departments have their own training manager

2024-04-25 09:51:54 UTC

training feels as if its fitted in

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

k1919695 — 2024-04-25 09:52:03 UTC

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

2024-04-25 09:52:08 UTC

Administrative burden/workload

k1919695 — 2024-04-25 09:52:21 UTC

What dev needs do I need?

2024-04-25 09:52:28 UTC

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.

Scheduling and timing

2024-04-25 09:52:32 UTC

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

Difficult to find information in King's

k1919695 — 2024-04-25 09:52:41 UTC

2024-04-25 09:52:55 UTC

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

2024-04-25 09:53:05 UTC

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

laihadiamond — 2024-04-25 09:53:11 UTC

Operational staff shift restrictions to be able to attend training

2024-04-25 09:53:36 UTC

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

2024-04-25 09:53:45 UTC

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'

2024-04-25 09:54:14 UTC

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

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

k1919695 — 2024-04-25 09:54:39 UTC

(Dis)Agreed priorities

2024-04-25 09:55:14 UTC

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

laihadiamond — 2024-04-25 09:55:16 UTC

Include development requirements in P

DR and not everyone will include this

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

2024-04-25 09:55:22 UTC

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

k1919695 — 2024-04-25 09:55:31 UTC

laihadiamond — 2024-04-25 09:55:37 UTC

Finding right training to develop skill set

2024-04-25 09:55:54 UTC

could we map a competency training need at PDRs?

2024-04-25 09:56:02 UTC

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

2024-04-25 09:56:09 UTC

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

2024-04-25 09:56:21 UTC

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

Available funds

2024-04-25 09:56:25 UTC

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

laihadiamond — 2024-04-25 09:56:46 UTC

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

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

k1919695 — 2024-04-25 09:57:01 UTC

2024-04-25 09:57:06 UTC

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

Individual development needs vs organisational development

2024-04-25 09:57:22 UTC

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

2024-04-25 09:57:39 UTC

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

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’

2024-04-25 09:58:17 UTC

Length of training

2024-04-25 09:58:25 UTC

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

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

k1919695 — 2024-04-25 09:58:29 UTC

Waitlist issues

2024-04-25 09:59:31 UTC

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

programme spaces and advertising

2024-04-25 09:59:40 UTC

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

2024-04-25 09:59:47 UTC

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

Limited funds to support non-King's development opportunities

k1919695 — 2024-04-25 10:00:07 UTC

laihadiamond — 2024-04-25 10:00:17 UTC

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

Designated department training lead

2024-04-25 10:00:43 UTC

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

2024-04-25 10:00:45 UTC

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.

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)

2024-04-25 10:00:55 UTC

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

2024-04-25 10:01:05 UTC

"Last-minute-itis" in the business

2024-04-25 10:01:07 UTC

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.

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

k1919695 — 2024-04-25 10:01:36 UTC

time and guilt

2024-04-25 10:01:43 UTC

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

2024-04-25 10:02:19 UTC

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

Line Managers

2024-04-25 10:02:44 UTC

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.

Less formal learning opportunities

2024-04-25 10:02:45 UTC

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

Lack of progression in lower grades - a glass ceiling

2024-04-25 10:02:46 UTC

2024-04-25 10:02:50 UTC

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.

Contracts

k1919695 — 2024-04-25 10:03:23 UTC

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

Varying cultures and commitments to development

2024-04-25 10:03:35 UTC

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.

laihadiamond — 2024-04-25 10:03:54 UTC

Line Managers not promoting development opportunities to their team

Feedback for non-attendance

2024-04-25 10:03:55 UTC

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

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

2024-04-25 10:04:29 UTC

2024-04-25 10:04:36 UTC

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

2024-04-25 10:05:00 UTC

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

Map of Training Journey

2024-04-25 10:05:53 UTC

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

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

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

2024-04-25 10:05:59 UTC

2024-04-25 10:06:34 UTC

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

2024-04-25 10:07:08 UTC

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?

Lack opportunities to share good practice

2024-04-25 10:07:25 UTC

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?

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

2024-04-25 10:07:40 UTC

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

k1919695 — 2024-04-25 10:07:46 UTC

2024-04-25 10:08:06 UTC

More coaching opportunities to understand how your needs can be met

No clear progression pathways/barriers

2024-04-25 10:08:12 UTC

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.

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

2024-04-25 10:08:26 UTC

Development opportunity just-too-late?

2024-04-25 10:08:28 UTC

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?

laihadiamond — 2024-04-25 10:08:41 UTC

Lack of succession planning

2024-04-25 10:09:56 UTC

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

PS Progression hierarchies

2024-04-25 10:10:03 UTC

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?

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

2024-04-25 10:10:07 UTC

AI support

2024-04-25 10:10:54 UTC

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

2024-04-25 10:11:19 UTC

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

laihadiamond — 2024-04-25 10:12:21 UTC

lack of transparency with staff training budget and who uses this

Support for colleagues with dependents, lack of HR support

2024-04-25 10:12:38 UTC

2024-04-25 10:13:19 UTC

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?

2024-04-25 10:14:09 UTC

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.

2024-04-25 10:14:51 UTC

Training is online too much since Covid. You just don't get the same engagement as when it's in person.

Actionable training

2024-04-25 10:14:51 UTC

Want to get actionable things out of the training, e.g., don't want to be going to a networking event, want to go to a training

2024-04-25 10:15:00 UTC

Transparency in decision-making about who to put forward when the Institution has limited spaces on a course (internal or external)? Lack of transparency breeds resentment. Who is party to the decision?

Recognition awards

2024-04-25 10:15:34 UTC

Transparency issues again around decision-making

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 postively with those colleagues, how to deal with difficult situations and difficult conversations

2024-04-25 10:15:35 UTC

laihadiamond — 2024-04-25 10:16:43 UTC

staff development should be included in meeting agenda as this can be missed for individuals

Quality control of providers

2024-04-25 10:16:47 UTC

Proof reading presentations
Making clear (if not already done) what is and is not appropriate language/behaviour

Researchers grant- staff being tied to a funding body, limited career development, can’t accredit grants to an individual

2024-04-25 10:17:22 UTC

2024-04-25 10:17:39 UTC

More input from the College for inductions - too much inconsistency between Departments

jonathanames — 2024-04-25 10:17:39 UTC

How we induct new starters to ensure they are aware of the training and opportunities available at King's

Training is all about professional development, where is the personal?

2024-04-25 10:18:44 UTC

2024-04-25 10:19:01 UTC

Comms, focusing on one area? Not enough experience, you have to shadow

Single point of failure

Managerial track (leadership)

Having conversations with all levels

Reverse mentoring

Understanding what happens in professional services

Clear grading structure after grade 8

Time, prioritisung, carving out that time

Moving from a faculty space was more structured and faculties, lack of resources

1 person has one piece of knowledge, silo working

Faculty vs PS (us and them)

Size and complexity of kings, we don’t know what is happening where? Is it evenly proportioned out

Budget? How much and what can we do

Development fund, too many deadlines on these sometimes

Central pot, use the fund to do something for the department

Managerial upskill - mandatory

Supporting the study

Generous policy

2024-04-25 10:19:30 UTC

No budget for external courses

2024-04-25 10:20:52 UTC

Lack of knowledge or encouragement from line managers

Succession planning - weakness?

2024-04-25 10:21:15 UTC

Do we think smartly enough about developing our cohorts of people to be the best candidate to take over roles in future? This could conflict with the open posting of vacancies though. Difficult tightrope to walk.

2024-04-25 10:22:13 UTC

Training is good, but there is no follow up from it, e.g. how to use it, where to go next

Role of PDR?

2024-04-25 10:22:55 UTC

What are biggest achievements? What development can be provided to help you overcome barriers?

2024-04-25 10:23:39 UTC

Recognition of training- relate it back to pay scale.

Adapting to change

2024-04-25 10:23:47 UTC

The higher education landscape is constantly evolving. Staff must stay updated on new technologies, methodologies, and best practices. Adapting to these changes can be challenging, especially when balancing existing responsibilities.

Succession plans, who takes over when some leaves

2024-04-25 10:24:30 UTC

Time constraints

2024-04-25 10:24:37 UTC

Staff often juggle multiple tasks, making it difficult to allocate time for personal development. Finding a balance between daily duties and learning can be tricky.

2024-04-25 10:28:14 UTC

One single place that shows all the different training that you have done so you can get a better picture of the development you've done so that could be incorporated into PDR conversations

Make it easier to access training in KCL. Masters and PhD for academics should be easier access

2024-04-25 10:28:33 UTC

Information from line managers should be consistent and fair

2024-04-25 10:28:57 UTC

2024-04-25 10:29:21 UTC

Line Managers keeping the status quo don’t want to encourage growth

Skill diversification

2024-04-25 10:29:31 UTC

Staff may need to acquire a wide range of skills beyond their core competencies. For example, an administrative role might require web editing skills, project management, and communication abilities.

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

2024-04-25 10:31:17 UTC

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?

2024-04-25 10:31:23 UTC

Employees having to manage up and search for opportunities for their own development. Line managers absent in effort, support or encouragement and knowledge

2024-04-25 10:32:25 UTC

No clear guidance on how PS recognition pay works

Technological advancements

2024-04-25 10:32:31 UTC

Keeping up with technology can be overwhelming. Staff need to learn about new software, tools, and digital platforms relevant to their roles.

Workload pressure

2024-04-25 10:33:32 UTC

Heavy workloads can discourage staff from dedicating time to development. Balancing urgent tasks with long-term growth can be challenging.

2024-04-25 10:33:54 UTC

Support for PS staff to identify what in their role they enjoy/are good at, and how they might go forward with that - as it's not always easy for us to know where we want to go, if there isn't an obvious position to progress to.

2024-04-25 10:34:06 UTC

Widen grades e.g. make starter roles 4 - 5, so there is more opportunity for progression. Can hire people at the bottom and then if they are good they can apply to progress to grade 5, without having to leave a Department they might like, just because they want a more senior role

Lack of clear pathways

2024-04-25 10:34:11 UTC

Some staff struggle to identify clear career development paths within the university. Without guidance, they may feel uncertain about how to progress.

Lack of motivation

2024-04-25 10:36:51 UTC

Some staff may lack motivation to pursue development opportunities. Clear communication about the benefits of learning and growth can help address this challenge.

Inadequate feedback

2024-04-25 10:38:14 UTC

Without constructive feedback, staff may not know how to improve. Regular performance evaluations and mentorship can mitigate this challenge.

Can time be allotted to all staff to undertake training?

2024-04-25 10:38:58 UTC

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

Navigating course availability

2024-04-25 10:41:36 UTC

Securing a spot can be quite challenging for staff seeking professional development opportunities.

Recording career development

2024-04-25 10:43:53 UTC

A pressing challenge lies in creating a system that effectively tracks an individual’s career development and records all the courses they undertake.

Wider support circles

2024-04-25 10:44:02 UTC

If the line manager is not adequately supporting there are no other avenues for support. No central careers planning, lack of mentoring opportunities, lack of emotional support avenues. Who can advocate for you when line manager is not interested or concerned?

Skillsforge is really not user friendly - can it's interface be improved?

2024-04-25 10:49:17 UTC

When another website or email for example has a direct link to a direct type of training, click on it and rather than it taking you to that training, it takes you to the slowly opening database of all the training available.

When you click on the training you have undertaken previously, the page takes a long time to load.

Can we have all the training we have undertaken and that could be undertaken laid out one one page, split into themes?

Recruitment process in professional services is so long. We are often short on staff for long periods of times, which makes it more difficult to put staff on training opportunities if we have to have a certain amount of people on site/shift. For lower grade recruitment for a like for like replacement there is no need for it to take 3 months plus to have someone in the role.

2024-04-25 11:46:37 UTC