Member Since: 28th May 2009
With over 21 years experience as a L&D specialist I have worked in pretty much every sector in the UK, at pretty much every level. I carry out TNA/DNA, design, delivery, evaluation and authoring work. I also have experience in the charity sector both in the L&D side and as a fundraiser and fundraising manager.
In the Jurassic I was an officer in the Royal Engineers.
At the dawn of time I worked (briefly) in television advertising. My website is www.coach-and-courses.com With a strong interest in all things "country" (oooh-ahhh, not yeee-ha) I am based in rural southern England. I also express my creative side with my wife creating amazing cakes (if I say so myself) which you can see at www.forheavenscake.co.uk
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My discussion replies
21st Jul 2016
You say that most of the executive are skilled creators so maybe ask them what hacks them off to the point that they'd quit a job/employer- that would give you a good starting point....what to avoid.
Alternatively look at the reasons people generally quit:
1. Lack of faith in the leadership team
2= Feeling unappreciated/Feeling disengaged
3. Lack of financial reward
5. No belief in the organisations product/service
6= location/clash with colleagues/poor relationship with immediate line manager
and get them to work on ways to minimise each one. (BTW Nos 1 and 2= account for 60% of people!)
I hope that helps and isn't too late!
21st Jul 2016
Monday July 18th
32 Degrees- sultry- humid- sweaty
My office is in my home- the phone rings
Click- recording of exited female voice-
"Hi, now that winter is here it is the right time to think about cavity wall insulation......"
I hang up in disgust
20th Jul 2016
Working with a small training provider we were attending the final selection meeting of a long tender process for a QANGO.
My colleague and I had completed the obligatory presentation to a board of about ten execs and had handled a dozen questions when the most senior of the buying team asked his "killer question",
"You are a small consultancy and we are a large organisation- we want 5,000 people to go through an intensive two-day course in cohorts of 12 in under 8 weeks. This must start in ten days time. What confidence do you have in your ability to resource this?"
My colleague simply looked at the chap and said,
"We are more than confident that we can provide one expert facilitator for every 12 delegates. Can I ask around the room amongst your colleagues how confident they are that your organisation will be able to sustain the reduced numbers of people at the coal face to have 22, 36, 48 managers away from their desks over this short period?"
There was total silence for about a minute. Then the senior guy asked of his colleagues, "Well, are we?"
There were lots of very worried faces around the table.
We were asked to leave the room for ten minutes.
When we went back in we were told that the project would slip by 20 days and the delivery period would increase by 50%.
We got the job.
(I don't think we ever ran a course with 12 delegates and on a couple of memorable occasions I had 2 delegates turn up out of 10 booked!)
20th Jul 2016
I worked for a small HR consultancy. We had a good track record in the Oil and Gas industry and Law but outside those two niches we were unknown.
I went to be wingman with a colleague to a sales meeting with an upmarket cosmetics brand. My colleague plunged straight into identifying the client's problem, investigating the actions they had taken to date to overcome them and assessing the culture of the organisational management. On completion of this fact- find he suggested that he would submit a written proposal with costings within 48 hours.
He asked the HR Director if she had any questions.
She pinned him with a steely gaze and simply asked, "Why should we use you for this project?"
My colleague requested a moment to think.
For what seemed like an hour but was actually about a minute, he simply closed his eyes.
Then, "To answer that question, we ......"
She never took her eyes off him, or smiled, or made a note.
When he finished we left.
We got the job and later I asked her why.
She replied that my colleague was the only person who had pitched who seemed to think rather than have a glib answer.
20th Apr 2016
Video each one delivering something- you don't need Spielberg; a mobile phone works fine.
Get the three people together and show them all the videos. Get them to then discuss the films they have just seen on the basis of:
a) how engaging they were,
b) how inspiring they were and
c) how memorable the messages were
with the aim of peer coaching and self awareness to help each find ways to make their delivery more engaging, inspiring and memorable.
It worked wonders in teams I've worked with in the past.
19th Apr 2016
"if there is a question that the 'majority' get wrong displays a potential training gap."
Is it a "training" gap- or a gap in their knowledge?
To see it as a 'training' gap suggests that training is the solution where it may well be that there is a better way of plugging the gap
14th Apr 2016
"millenials are more hungry for personal development, need more feedback and have shorter attention spans - but have you found that to be the case?"
Interestingly a study by Ashridge found that millennials, whilst benefitting hugely from positive feedback don't take criticism well.
With regard to personal development, it depends on the topic and the method- generally millennials are not strong at analysis judgement and risk assessment but at the same time can (understandably) see little benefit in rote learning things they can easily look up/'google'...
However, in line with the rest of the human race they are not homogenous in regard to their respect, loyalty, attention span, motivation, creativity, teamwork or communication skills!
14th Apr 2016
A- with B I'd be assuming that they were expecting this event to bore me rigid so they've provided things to help me stay awake!
7th Apr 2016
slightly worrying that corporate policies were either not readily available or not easily understood- sounds like a job that needs doing as well as sorting out the induction/onboarding!
5th Apr 2016
That is very true- the challenge is getting people over the hurdle that it isn't easy to measure the contribution of the learning (and therefore the learning department) to the performance.
Performance is affected by so many other factors- management style, rewards and recompense, competition, the economy, product development customer expectation and so on....it is easier to measure bums-on-seats, clicks or downloads or even 'happy-sheet' type feedback. This is a major challenge to an L&D team- as Napoleon said "victory has many fathers"!
Keep 'em coming, peeps.