performance - Blogs - DPG Community2024-03-29T11:39:39Zhttps://community.dpgplc.co.uk/blog/feed/tag/performanceEmployee Monitoringhttps://community.dpgplc.co.uk/blog/employee-monitoring2021-01-20T11:36:44.000Z2021-01-20T11:36:44.000ZTheresa Mayne FCIPDhttps://community.dpgplc.co.uk/members/TheresaMayne<div><img src="https://storage.ning.com/topology/rest/1.0/file/get/8442617469?profile=RESIZE_400x&width=400"></div><div><p>I am really dismayed to see a rise in prevalence of employee monitoring software. I understand that there is mistrust and nervousness about how productive employees are when working from home but I really had hoped to see that attitudes would start to shift towards monitoring the output of performance rather than the amount of minutes or actions an employee physically does. I had no idea until recently that software existed which tracks every key stroke movement and takes regular screen shots so that employee managers can see exactly what employees do during working time.</p><p>Most people that I have spoken to inform me that they have accepted employees can be as productive when working from home, even when they are home schooling. Work can be spread across the day rather than having to be completed between certain hours and the benefit to employee wellbeing is significant. I speak to employers every day and I genuinely see that business leaders trust employees and are not disappointed by lack of commitment or productivity. However, I am reading about how some employers are installing tracking software for the sole purpose of monitoring which is in direct contrast with my experience. With our advanced understanding of what makes an employment relationship healthy, this surely cannot be a positive move forward? Being monitored in this way must have a significant detrimental impact on the employment relationship, and the employee’s wellbeing.</p><p>Performance can be measured in so many different ways and the pace that people work differs so is it right that we monitor how many minutes somebody has a program open for, or the pressing of keys on their laptop, or should we be working towards developing a greater understanding of how we can measure performance through results? Time spent pressing keys should not be an important indicator of performance. Some people take more time thinking than they do typing, it doesn’t mean their work takes longer or is of poorer quality.</p><p>I am really interested to know how different organisations are planning to monitor the work and performance of their employees as we move forward. Surveys suggest that more people will work from home on a regular basis and this trend has the potential to build rather than subsist. However, do we really want to introduce employee monitoring to the degree that the employment relationship becomes wholly transactional? Working from home on a regular or permanent basis already dilutes the inclusive nature of being part of a workplace community which is going to have sopme impact. We have seen through contemporary research how important it is to develop strong employment relationships and the fiscal benefits that this brings and much work is being done to encourage this. It feels like we are potentially going to land on the head of the snake and slip all the way back to square 3 if we go down this path.</p><p>Some roles already have daily or hourly KPIs that employees are measured against so I am assuming that the increase in use of this type of software applies more to roles where the employee has greater autonomy over their day. I would like to find out more about this.</p><p>Another consideration is the power and control the employer exerts if the employee is forced to consent to being monitored in this way. Does their ongoing employment rely on this? Presumably they do have to consent for GDPR compliance? What impact does that have on the employment relationship?</p><p>How does your organisation monitor the performance of remote workers? Do you find it is necessary to know what they are doing at such a granular level? In your experience is this an attitude or is there evidence of under-performance that business leaders find it necessary to consider taking such measures?</p><p>I would really love to hear your thoughts so I can build a balanced understanding of the future of employee monitoring. Please get involved in the discussion by adding your comments and if I find that I am not alone in being bewildered by this I will consider writing a fully researched blog on the subject.</p></div>The Best Questions to Understand Learning Needshttps://community.dpgplc.co.uk/blog/the-best-questions-to-understand-learning-needs2018-08-31T12:18:19.000Z2018-08-31T12:18:19.000ZAdy Howeshttps://community.dpgplc.co.uk/members/AdyHowes<div><img src="https://storage.ning.com/topology/rest/1.0/file/get/85243328?profile=RESIZE_400x&width=400"></div><div><p>What questions do you ask to understand the learning needs of individuals and teams in your organisation? This often comes up in our <a href="https://www.dpgplc.co.uk/courses-qualifications/learning-and-development/kirkpatrick-four-levels-evaluation-certification-programme/">Learning and Development programmes</a>.</p>
<p>Training, learning, development call it what you will is essential for businesses to grow. So why wouldn’t the learning professional want to ask the right questions to make sure solutions hit the mark?</p>
<p>Whether that solution ends up as being a course, a programme, a resource, a piece of online learning, offline learning, coaching, mentoring or something entirely different matters not. What does matter is that the solution is fit for purpose and delivers the performance improvements that are needed by the organisation.</p>
<p>It’s like starting with the end in mind and figuring out what good looks like right from the offset.</p>
<p>I hopped onto the weekly #LnDInsight chat, a weekly chat on Twitter every Friday from 8am to 9am hosted by LnDConnect. That was exactly the topic of discussion this morning....</p>
<p><a href="https://storage.ning.com/topology/rest/1.0/file/get/85236294?profile=original" target="_blank" rel="noopener"><img class="align-full" src="https://storage.ning.com/topology/rest/1.0/file/get/85236294?profile=original" width="593" /></a></p>
<p>I’ve taken time here to list here some of the questions that came up as part of that Twitter discussion. I’d highly recommend a read through to choose the ones you're most likely to use next time. Let me know in the comments. I'm interested.</p>
<p>In the meantime, if you want to get even better at these approaches, figure out your next steps with our <a href="https://www.dpgplc.co.uk/courses-qualifications/learning-and-development/kirkpatrick-four-levels-evaluation-certification-programme/">Learning and Development programmes</a>.</p>
<p> </p>
<p><a class="twitter-moment" href="https://twitter.com/i/moments/1035481096077684737?ref_src=twsrc%5Etfw">The Best Questions to Understand Learning Needs</a></p>
<script charset="utf-8" src="https://platform.twitter.com/widgets.js"></script>
</div>Performance Reviews - Waste of Time?https://community.dpgplc.co.uk/blog/performance-reviews-waste-of-time2018-01-26T14:48:28.000Z2018-01-26T14:48:28.000ZDebora Figueiredohttps://community.dpgplc.co.uk/members/DeboraFigueiredo<div><img src="https://storage.ning.com/topology/rest/1.0/file/get/2217483?profile=RESIZE_400x&width=400"></div><div><p>Hi everyone</p>
<p>I've just come across this article on Forbes on the purpose of regular performance reviews. <a href="http://bit.ly/2DBpmgj" target="_blank" rel="noopener nofollow" data-ft="{"tn":"-U"}" data-lynx-mode="async" data-lynx-uri="https://l.facebook.com/l.php?u=http%3A%2F%2Fbit.ly%2F2DBpmgj&h=ATOqE_Psq_fjUAJ4Pp6McVkKruU__GPy1-0am5jPAVN5VqJqqcsldpEX8itpIppncDr1Q_MQJGtSEUWiNQMqYyeuov5vCa07u3P4mZSs9PRVSyd-AkAXUIXLOmwKRDROcBSzYgioPqiHym6S6X2rAJSD0pg5C5a6E4HkIry0NeQ54Zs_KAXiiAx8TWou0ddsjqGVtmx5rLdgeVLbgwQByLpLLdc4On23EDc0tkRTP6NvpXnsRsf7i0dC6EsV2BqAM-Vc9h-F0d-pB7hgJglopyFhQsGGdYpPvbIvgP1XjQ">http://bit.ly/2DBpmgj</a></p>
<p>The article argues that it's a "huge waste of time and energy" as conversations between manager and employee should be happening on a regular basis anyway.</p>
<p>There are some good points made in the article, but I'm interested to hear your opinions as professionals working in HR, L&D or in Leadership.</p>
<p>We've sparked a fantastic discussion on Facebook with surprising <strong>62%</strong> of professionals saying it's a waste of time and energy.</p>
<p>What are your thoughts on performance reviews at work? Are they a waste of time or beneficial to employees/managers?</p>
<p>Sound off in the comments below :)</p>
</div>A new study into the effects of sleep deprivationhttps://community.dpgplc.co.uk/blog/a-new-study-into-the-effects-of-sleep-deprivation2018-01-06T11:33:38.000Z2018-01-06T11:33:38.000ZGary Norrishttps://community.dpgplc.co.uk/members/GaryNorris<div><img src="https://storage.ning.com/topology/rest/1.0/file/get/2217477?profile=RESIZE_400x&width=400"></div><div><p>So you notice someone looks sleep deprived in the workplace (or maybe even you are feeling like you've not had enough shut eye). How does this impact us and our outputs?</p>
<p>It's pretty safe to say that we'd all guess that attention span would be the first thing to suffer. Bing tired makes it difficult to concentrate, this lowers performance and it many jobs that can be dangerous. So it's a topic that, as people managers, we should be mindful of.</p>
<p>The reason for this post is to share a recent study by researchers in Washington State University in which it was indentified that not only is <em>attention span</em> hit when we sleep less but also our ability to <em>adapt</em> is significantly reduced. </p>
<p>One to be aware of then? If we can't adapt, how does this affect our ability to make decisions? Is this significant when rolling out and managing change at work?</p>
<p>The article then takes an interesting twist into the subject as a specfic gene is identified which, when present in an individual, reduces the impact of sleep deprivation on adaptability.</p>
<p>All food for thought that I figured would be good to share. Hopefully this one more slice of knowledge you can draw upon when it comes to dealing with employee well being.</p>
<p>In the summary to the article, the nail is hit firmly on the head: "<span><em>Further insights could potentially yield new ways to deal with sleep deprivation, or help to identify those who might be best for jobs that require workers to go without sleep.</em>"</span></p>
<p><span><a href="http://blogs.discovermagazine.com/d-brief/2017/12/28/sleep-deprivation-affect-differently/#.WlCnZ99l9Pa" target="_blank">Click here to go to the article on the Discover Magazine website</a><br /></span></p>
</div>How Love at Work Transforms Performancehttps://community.dpgplc.co.uk/blog/how-love-at-work-transforms-performance2017-03-09T10:17:50.000Z2017-03-09T10:17:50.000ZBay Jordanhttps://community.dpgplc.co.uk/members/BayJordan<div><img src="https://storage.ning.com/topology/rest/1.0/file/get/2217213?profile=RESIZE_400x&width=400"></div><div><p><em>“Fortune favours the bold.”</em> Or, perhaps Queen Elizabeth I’s legendary rendering of the sentiment as <em>“Faint heart never won fair maiden”</em>, may be more appropriate here. But, whichever statement you prefer, it’s true. After finally <a href="http://blog.zealise.com/zealise_blog/2017/03/why-you-need-love-at-work.html" rel="noopener noreferrer" target="_blank" title="Love at Work">unveiling</a> 'Love at Work' after hesitating for several months, I now question why I did. The response has been entirely positive.</p><p>That is not to say it has been overwhelming, but perhaps that is hardly surprising, if you fail to see the benefits immediately apparent. So let me take this opportunity to try to explain 'Love at Work' in a way that I hope will get you as excited about it as I am. The diagram should help, even though it does take some explaining.</p><p><img class="mce-pagebreak"/><a rel="nofollow" class="asset-img-link" href="http://blog.zealise.com/.a/6a00e54ee26aa1883301b8d268d432970c-pi"><img alt="Love at Work" border="0" class="asset asset-image at-xid-6a00e54ee26aa1883301b8d268d432970c image-full img-responsive" src="http://blog.zealise.com/.a/6a00e54ee26aa1883301b8d268d432970c-800wi" title="Love at Work"/></a><br/> The first things you are likely to notice immediately, and which I need to explain, are:</p><ol><li>The different, but co-ordinated, colours of the segments of the circle;</li><li>The bi-directional arrows on the outer edges.</li></ol><p>Dealing with the second point first, the bi-directional arrows are intended to represent:</p><ul><li>The corporate or organisational perspective going clockwise and the individual or employee perspective going anti-clockwise.</li><li>The mutually reinforcing aspect of each segment strengthening the adjacent one and thus sealing a virtuous cycle and the win-win for both parties.</li></ul><p><strong>The Organisational Perspective</strong></p><p>We start at the bottom in order to depict that as the foundation. Thus your organisation exists for a reason and has a strategy to fulfil that purpose. It will do this more effectively if you have engaged employees or what I call ‘Triple A Employees.’ The more engaged an employee is the better the organisation will perform. But at the same time the more engaged your employees are, the more their value to your organisation increases and needs to be recognised. This feeds back and enhances their contribution as a ‘Triple A Employees’ while at the same time they need to develop personally in order to keep meeting your changing needs. This both enhances their value and assures their continued “fit” within the organisation. In turn this sustains your organisational strategic capability, whilst also reinforcing the need for further personal growth. So there you have it, your complete, virtuous circle.</p><p><strong>The Employee Perspective</strong></p><p>Again we start at the bottom. Your employee has a purpose in life and a personal strategy to try to achieve that purpose, and thus sees employment with your organisation as the means to do so. Thus, ideally, there is an initial alignment between their aspirations and the organisation’s. But, even if there isn’t, by definition employment implies degree of personal fit: the individual has to be capable of helping your organisation deliver its strategy as well as their own. Then, as things change over time, your employee will need to develop and grow in order to sustain their fit. Personal growth sustain their fit, whilst also enhancing their value. This enhanced value – and your recognition of it ensures they become ‘Triple A Employees’ whilst also reinforcing their efforts to increase their personal value. And of course as ‘Triple A Employees’ they enhance their value whilst helping secure the strategic alignment that sustains your organisation’s performance and results. Once again you have the complete virtuous circle.</p><p><strong>The Beating Heart</strong></p><p>So now you have the energy of 'Love at Work' that inspires your organisation and its culture. You still, however, have to create the environment in which it can flourish and thrive. This is where the colour coding of the diagram comes in.</p><p><a rel="nofollow" class="asset-img-link" href="http://blog.zealise.com/.a/6a00e54ee26aa1883301b7c8de75bf970b-pi"><img alt="Love at Work (Functionally)" border="0" class="asset asset-image at-xid-6a00e54ee26aa1883301b7c8de75bf970b image-full img-responsive" src="http://blog.zealise.com/.a/6a00e54ee26aa1883301b7c8de75bf970b-800wi" title="Love at Work (Functionally)"/></a><br/> The blue segments on the right are fundamentally the responsibility of HR, much as they always have. They will have to adapt the systems, structures and procedures to deliver the growth requirements and performance recording much as before. Only now, instead of insisting upon annual <em>performance</em> reviews, HR will need to oversee a system of annual <em>personal </em>reviews. Instead of the traditional focus on performance – which in any case should be ongoing – these revamped reviews will be focussed on the employee and their aspirations and growth, and aimed at better aligning your individual employee’s career aspirations with your organisation’s present and future needs. </p><p>The reddish segments on the left are the areas addressed by my ‘Every individual Matters’ Model. This provides the seal for your virtuous circles through mechanisms for:</p><ul><li>Valuing employees as assets and thus ensuring that their value is recognised and communicated;</li><li>Creating, ensuring and sustaining ‘Triple A Employees’;</li><li>Establishing and maintaining the data necessary to allow HR and Management to fulfil their respective roles more effectively. </li></ul><p>The grey segment recognises the reciprocity of mutual need. While naturally giving primacy to your organisational purpose and strategy, it also acknowledges and addresses the fact that your employees also have aspirations and are, essentially, investing their lives in working for your organisation. This forms a bridge between the more humane aspects of HR and the more empirical aspects of Finance and Management, and creates a common language that will enable the two functions to communicate and collaborate more effectively than they have in the past. This in turn:</p><ul><li>Creates a new dynamic between organisation and employee that cuts through the core of traditional industrial conflict;</li><li>Fosters a new partnership between organisation and employee that serves both better.</li><li>Creates greater strategic alignment that significantly improves, secures and sustains organisational performance.</li></ul><p>So there you have it. ‘Love at Work’ is the means to radically transform your organisation and its results, and to enhance your own life and your employees’. That is a “fair maiden” worth winning. Can you really afford not to embrace the romance? </p></div>Learning Awards Live on the DPG community Thursday 4th Febhttps://community.dpgplc.co.uk/blog/learning-awards-live-on-the-dpg-community-thursday-4th-feb2016-02-04T17:20:42.000Z2016-02-04T17:20:42.000ZAdy Howeshttps://community.dpgplc.co.uk/members/AdyHowes<div><img src="https://storage.ning.com/topology/rest/1.0/file/get/2216738?profile=RESIZE_400x&width=350"></div><div><p>This evening the Learning Awards presented by Claudia Winkleman will be streamed live here on the DPG Community courtesy of <a href="http://www.learningnow.tv" target="_blank">www.learningnow.tv</a> the free monthly online L&D tv channel. The annual event hosted by the Learning and Performance Institute celebrates some of the best achievements in learning. The stream is available on the home page of the <strong>DPG Community from 9pm this evening</strong>. Simply scroll down the pick of the day window and you'll find it there. The stream is also available in the window below. Enjoy.</p>
<p></p>
<p><iframe width="480" height="270" style="border: 0 none transparent;" src="http://www.ustream.tv/embed/18762657?html5ui" allowfullscreen="" webkitallowfullscreen="" scrolling="no" frameborder="0"></iframe></p>
<center>Stream from <a target="_blank" href="http://www.learningnow.tv">www.learningnow.tv</a></center>
</div>Preparing for the Future of Learninghttps://community.dpgplc.co.uk/blog/preparing-for-the-future-of-learning2015-11-05T16:01:07.000Z2015-11-05T16:01:07.000ZMike Collinshttps://community.dpgplc.co.uk/members/MikeCollins<div><img src="https://storage.ning.com/topology/rest/1.0/file/get/2216653?profile=RESIZE_400x&width=400"></div><div><p>Over two thirds (70%) of L&D teams are failing to improve business productivity.</p>
<p>So says the latest research launched today by benchmarking organisation, Towards Maturity. The 2015-16 research, ‘<a href="http://www.slideshare.net/Lauraoverton/embracing-change-building-performance-for-business-individuals-and-the-ld-team" target="_blank">Embracing Change. Improving Performance of Business, Individuals and the L&D Team</a>’, found that L&D has high aspirations and a keen desire to make an impact on the business, but is falling short in many areas.</p>
<p>Only three out of 10 organisations are achieving improved productivity and engagement from their L&D initiatives. Two out of 10 have enjoyed improvements in the learning culture of their organisation and only four out of 10 report increased efficiency. This is despite a continued drive in the sector to improve productivity, efficiency and engagement, foster new ways of working and a culture of continuous learning that supports employees at the point of need. The report highlights those companies where L&D is having a big impact on organizational and individual performance. It reveals what the top 10% of organisations, those it calls the Top Deck, are doing and why this is producing results.</p>
<p>Those Top Deck organisations report a 12% improvement in productivity, 21% improvement in employee engagement and 16% reduction in costs. So, what is it that the Top Deck companies are doing right? According to the Towards Maturity research, they possess a fundamentally different approach to learning to other organisations.</p>
<p>They are moving away from the delivery of courses – something that L&D and the business knows has to happen – and are finding new ways to support learning and business performance as part of the organizational and individual workflow.</p>
<p>When asked how they build skills, an overwhelming majority of Top Deck organisations (94%) said the course was one option, compared to an average response of 53%. Moreover, 86% adopt approaches that support learning in the workflow, compared to 47% on average. Laura Overton, MD at Towards Maturity, says the research shows that L&D teams in Top Deck learning organisations have strongly aligned themselves to the business and have a close working partnership with business leaders. That is why they are able to contribute to business success. “Compared to the average, they are twice as likely to identify key performance measures that are important to the business and to have a plan to meet those goals,” she says. “Their management teams are twice as likely to assign board level accountability for learning and 90% expect managers to take responsibility for the learning of their staff.”</p>
<p>The report makes strong reference to the need for L&D to be consumer led – to put learners’ needs and preferences at the heart of the learning culture and the solutions that L&D provide. Top Deck learning teams are doing this, rather than being the gatekeepers of learning. Of the 600 plus L&D professionals from 55 countries and 1,600 learners surveyed for the report, 30% on average say they are proactive in understanding how their learners learn, compared to 86% of Top Deck teams. “When seven out of 10 (L&D) do not even know how their staff learn what they need to do their jobs today, we are clearly missing an opportunity,” says Dave Buglass, head of organizational capability and development at Tesco Bank.</p>
<p>The report also talks about the skills required by today’s L&D teams. To find out more take a look at the slidedeck and go to <a href="http://www.towardsmaturity.org" target="_blank">http://www.towardsmaturity.org.</a></p>
<div class="SP_Video_Container"><iframe width="479" height="511" style="border: 1px solid #CCC; border-width: 1px; margin-bottom: 5px; max-width: 100%;" src="//www.slideshare.net/slideshow/embed_code/key/3KYuuVzxfFRYdq" marginwidth="0" marginheight="0" scrolling="no" allowfullscreen="" frameborder="0"></iframe></div>
</div>Jamil Qureshi Learning Live 10th September 2015https://community.dpgplc.co.uk/blog/jamil-qureshi-learning-live-10th-september-20152015-09-15T05:44:12.000Z2015-09-15T05:44:12.000ZAdy Howeshttps://community.dpgplc.co.uk/members/AdyHowes<div><img src="https://storage.ning.com/topology/rest/1.0/file/get/2216599?profile=RESIZE_400x&width=341"></div><div><p class="big"><strong><strong>One of the most influential figures in British sport, performance psychologist, business coach and author <a href="http://www.jamilqureshi.com/" target="_blank">Jamil Qureshi</a> was the keynote speaker at <a href="http://thelpiservices.com/learninglive/" target="_blank">LEARNING LIVE</a> 2015 last week. The keynote was streamed live as it happened on the DPG Community courtesy of L&D Internet TV Channel <a href="http://www.learningnow.tv" target="_blank">Learning Now TV</a>.</strong></strong></p>
<p class="big"><a href="http://www.jamilqureshi.com/" target="_blank">Jamil Qureshi</a> is a world-recognised speaker on all aspects of the psychology of performance, psychology of leadership, leadership attitudes, improving people, cultural change techniques, and employee engagement, Qureshi works with business leaders and companies the world over to help teams fulfil their potential. Attendees at <a href="http://thelpiservices.com/learninglive/" target="_blank">LEARNING LIVE</a> enjoyed a highly engaging, and thought-provoking session with plenty of humour along the way.  He used to be a regular at London’s Comedy Store and spent two years working with TVs award-winning mind reader, Derren Brown.</p>
<p class="big">Unfortunately the broadcasted video is not available, however there is a clip of Jamil below talking about the Fear of Failure.</p>
<p class="big">For more Learning and Development TV content, interviews, round table discussions and reports, sign up free at <a href="http://www.learningnow.tv" target="_blank">www.learningnow.tv</a>.</p>
<p></p>
<p><iframe width="560" height="315" src="https://www.youtube.com/embed/nWH1F6CwrvM" frameborder="0" allowfullscreen=""></iframe></p>
</div>Employee Engagement Hits 8 Year Lowhttps://community.dpgplc.co.uk/blog/employee-engagement-hits-8-year-low2015-06-23T14:21:51.000Z2015-06-23T14:21:51.000ZMike Collinshttps://community.dpgplc.co.uk/members/MikeCollins<div><img src="https://storage.ning.com/topology/rest/1.0/file/get/2216525?profile=RESIZE_400x&width=400"></div><div><p>Came across this whitepaper from <a href="http://www.quantumworkplace.com/wp-content/uploads/2015/04/Resources-Whitepapers-2015-Employee-Engagement-Trends-Report.pdf" target="_blank">Quantum Workplace</a> - this research and trends are now in their 5th year and whilst the data is from the US it is still worth sharing some of the findings within this Community. </p>
<ul>
<li>Top-performing organisations know that employee engagement drives business outcomes.</li>
<li>Engaged employees are more adapt quicker, and innovate more.</li>
<li>Organisations don’t just benefit from employee engagement; they depend on it.</li>
</ul>
<p>This report marks our fifth year publishing employee engagement and culture trends based on research through the Best Places to Work program. Participation increased by 10 percent this year, resulting in the aggregation of responses from more than 440,000 employees at nearly 5,500 organizations.</p>
<p>There are some interesting elements of the report with Personal Demographics proving insight in to what employee engagement means for different age groups and what matters to them.</p>
<p>There are also valuable insight in to the links between professional development and engagement.</p>
<p>You can download the full report by clicking <a href="http://www.quantumworkplace.com/wp-content/uploads/2015/04/Resources-Whitepapers-2015-Employee-Engagement-Trends-Report.pdf" target="_blank">here</a></p>
<p>For a quick summary you can also check out this <a href="http://www.hrbartender.com/wp-content/uploads/2015/06/Infographic-Employee-Engagement-Hits-8-Year-Low.jpg" target="_blank">great infographic</a></p>
<p>Hope you find this useful and let us know if anything stands out for you and anything you find useful </p>
<p></p>
<p></p>
<p></p>
</div>Brand NEW - L&D Business Partner Programmehttps://community.dpgplc.co.uk/blog/become-a-l-d-business-partner2015-01-27T16:57:41.000Z2015-01-27T16:57:41.000ZDebora Figueiredohttps://community.dpgplc.co.uk/members/DeboraFigueiredo<div><img src="https://storage.ning.com/topology/rest/1.0/file/get/2216376?profile=RESIZE_400x&width=400"></div><div><p><a target="_blank" href="http://www.dpgplc.co.uk/what-we-offer/kirkpatrick-evaluation-programmes/become-a-ld-business-partner.aspx"><img class="align-left" src="http://storage.ning.com/topology/rest/1.0/file/get/1357562?profile=RESIZE_320x320" width="260"></a><strong>A crisis of confidence in L&D - 85% of line managers identify employee development as critical to achieving business outcomes, but fewer than one in four rate the L&D function as critical to achieving business results</strong>.<a target="_blank" href="http://www.dpgplc.co.uk/what-we-offer/kirkpatrick-evaluation-programmes/become-a-ld-business-partner.aspx"><img class="align-right" src="http://storage.ning.com/topology/rest/1.0/file/get/1357591?profile=RESIZE_1024x1024" width="505"></a></p>
<p>Key shifts in the world of work - the frequency of organisational change, the rise in knowledge workers and the collaboration now required to get work done, means that L&D needs to take an organisation wide view of employee development:</p>
<p>It requires a focus on building network performance capability, not just individual task capability.</p>
<p>It needs to embed learning within day-to-day work to drive ongoing performance improvement.</p>
<p>It must challenge and shape learning demand and the business understanding of performance.</p>
<p>In this new world we need L&D business partners across our organisations who have the skills and confidence to deliver against this challenging agenda.</p>
<p><strong><a href="http://ebooks.dpgplc.co.uk/brochures/lbp/" target="_blank">Download the full brochure here</a></strong></p>
<p><strong><a target="_blank" href="http://www.dpgplc.co.uk/what-we-offer/kirkpatrick-evaluation-programmes/become-a-ld-business-partner.aspx"><img class="align-left" src="http://storage.ning.com/topology/rest/1.0/file/get/1357596?profile=RESIZE_320x320" width="293"></a>Help build the capability, confidence and courage of the L&D business partner community.</strong></p>
<p>Establish a common understanding, approach and language for business partnering.</p>
<p>Provide an opportunity to experience and practise business partnering to build confidence and competence.</p>
<p>To provide networking opportunities with like-minded L&D professionals.</p>
<p>Optional CIPD Level 5 Award in L&D Consultancy.</p>
<p></p>
<p><strong><a target="_blank" href="http://www.dpgplc.co.uk/what-we-offer/kirkpatrick-evaluation-programmes/become-a-ld-business-partner.aspx"><img class="align-left" src="http://storage.ning.com/topology/rest/1.0/file/get/1357610?profile=RESIZE_320x320" width="271"></a></strong><strong>To explain the key steps in the Business Partner cycle and apply it to their role.</strong></p>
<p>Use a range of skills to build influential relationships and steer decision making within their business unit through:</p>
<p>Understanding the business model in more detail.</p>
<p>Generating insight and impact through evidence and data.</p>
<p>Have identified specific actions that will improve their performance as a business partner.</p>
<p>Have a clear plan for how they will execute these actions as part of their personal development plan to deliver concrete results.</p>
<p>Use the New World Kirkpatrick evaluation model, and become Bronze Level Accredited.</p>
<p>For more information or to book a place on the programme call <strong>0161 975 7112</strong> or you can email Claire Smeaton at <strong><a href="mailto:claire.smeaton@dpgplc.co.uk" target="_blank">Claire.Smeaton@dpgplc.co.uk</a></strong></p></div>Marginal Gains Theoryhttps://community.dpgplc.co.uk/blog/marginal-gains-theory2014-10-21T11:05:26.000Z2014-10-21T11:05:26.000ZAdy Howeshttps://community.dpgplc.co.uk/members/AdyHowes<div><img src="https://storage.ning.com/topology/rest/1.0/file/get/2216295?profile=RESIZE_400x&width=400"></div><div><p>A video I came across recently was this one from David Brailsford, manager of Team Sky, the Cycling Team. It's not necessarily the case that I'm a huge cycling fan (put me on a bike and I'll prove it). It's more I'm fascinated behind the work that has been down to drive forward the performance of this team.</p>
<p>After all, that's largely what we're here to do in L&D.  Have a watch and have a think. What are the marginal gains that can be made in your teams and organisations? What are the small "quick wins" so to speak that can be done today? What are the small increments of change that can happen right now, each and every day, until the point that when you add the benefits of each little action, you can massive results.</p>
<p>Would love to hear your thoughts on how this relates to our world of L&D....</p>
<p></p>
<p><iframe width="560" height="315" src="https://www.youtube.com/embed/fzjppuixP04" frameborder="0" allowfullscreen=""></iframe></p>
</div>Discovering the new world of Kirkpatrick Evaluationhttps://community.dpgplc.co.uk/blog/discovering-the-new-world-of-kirkpatrick2014-10-08T16:25:53.000Z2014-10-08T16:25:53.000ZMike Collinshttps://community.dpgplc.co.uk/members/MikeCollins<div><img src="https://storage.ning.com/topology/rest/1.0/file/get/2216322?profile=RESIZE_400x&width=400"></div><div><p>This post was recently featured in <a href="http://www.trainingzone.co.uk/feature/training-cycle/discovering-new-world-kirkpatrick-and-exploring-what%E2%80%99s-changed-learning" target="_blank">Training Zone</a> as part of a 3 part series focusing on evaluation.</p>
<p><strong>A long long time ago</strong></p>
<p>When the Kirkpatrick Model was established back in 1954, it was instantly accepted as the industry standard approach to training evaluation. Today it is still the most frequently used model for training evaluation, but does this mean it is still effective in today’s modern world of L&D?</p>
<p>Every model or framework has its critics and I called in to question the validity of the original Kirkpatrick model because it focuses solely on the training event, and not anything that takes place before or after the training event.</p>
<p><strong>Are YOU about to be made s</strong><strong>urplus to requirements?</strong></p>
<p>Fast-forward 60 years to 2014, and the one thing that is more crucial than ever is the need for L&D to measure the success of learning activities and demonstrate:</p>
<ol>
<li>
<p>Tangible value added to the business</p>
</li>
<li>
<p>Measurable improvements in performance</p>
</li>
<li>
<p>Positive changes in behaviour of the learners</p>
</li>
</ol>
<p>We all know budgets are being squeezed, work practices are evolving and technology advancing at an incredible rate of knots, and if us L&D professionals are not careful we are at serious risk of becoming surplus to requirements, side stepped by the very people we are there to support. <span>Now more than ever, </span><strong><a href="http://www.dpgplc.co.uk/what-we-offer/cipd-qualifications/cipd-diploma-in-ld-management-%28intermediate-level%29.aspx">we</a></strong><span> need to be able to demonstrate that the learning solutions we design and develop improve performance and maximise business results.</span></p>
<p>Training is no longer the sole currency of L&D departments; there is a now a strong focus on supporting and driving performance improvements. We need to re-think the whole approach to organisational learning. Training is still part of this puzzle but times have changed.</p>
<p><strong>Welcome to the new world of L&D evaluation</strong></p>
<p>The Kirkpatricks have also changed and evolved their model to underpin this L&D transformation. “<strong><a href="http://www.dpgplc.co.uk/what-we-offer/kirkpatrick-evaluation-programmes/become-an-evaluation-expert.aspx">The New World Kirkpatrick Model</a></strong>”, developed by Don, Jim and Wendy Kirkpatrick, with the help of global Kirkpatrick ambassadors, provides a robust consultative framework for us to use. This framework moves our L&D teams from mere order takers to trusted business partners who help shape and influence the future strategies of the organisations we work within.</p>
<p>As L&D professionals we need to be influencing and guiding, engaging and nurturing, consulting with and talking the same language of the business we are supporting. <span>The L&D team I want to be part of, and be proud to be part of, is one that sits at the heart of the business and has the credibility to stand up and be counted. One that is respected and admired and one that can successfully lead organisations in to the future. So what does this mean for evaluation in this new world?</span></p>
<p><strong>ROI is dead – long live ROE</strong></p>
<p>I believe there needs to be a significant shift in the way evaluation happens. This shift needs to move our industry away from the current ROI (Return on Investment) culture where we attempt to mathematically isolate a single training event using a complex and convoluted formula to give an arbitrary £ or $ value that none of us would feel the slightest bit confident standing up in a court of law to defend.</p>
<p>Instead we must shift towards measuring the learning, behaviours and performance changes and how they compare to the desired and expected outcomes set and agreed with the business at the outset. This is ROE (Return on Expectations.) These results are observable, measurable and lead to genuine improvements in performance. These are results we do feel confident defending in a court of law or more relevantly the boardroom.</p>
<p>I believe the New World Kirkpatrick Model is a framework that enables better conversations to take place and to understand business needs in a way that I’ve not seen from any other evaluation model.</p>
<p>Learning professionals should now be using this evolved model as they transform and evolve themselves beyond the traditional design, development and delivery of training events. It is not about our industry surviving, but about thriving and embracing the opportunities that exist.</p>
<p><strong>The seven rules for evaluation success</strong></p>
<p>Our challenge is to stop thinking of the Kirkpatrick evaluation model starting with Level 1 (Reaction) before moving through the gears on autopilot to Level 2 (Learning) and then attempting to come back to Level 3 (Behaviour) and Level 4 (Results). It’s time to flip the model and start with the end in mind. Ask those business-critical questions in a consultative manner and use a framework that:</p>
<ol>
<li>
<p>Creates strong business partnerships with business leaders as the cornerstones for success</p>
</li>
<li>
<p>Starts any initiative knowing what the targeted and measurable business results will be</p>
</li>
<li>
<p>Introduces return on expectations (ROE) as the method to demonstrating value</p>
</li>
<li>
<p>Connects the levels in planning and practice, as opposed to evaluating them as 'separate entities'</p>
</li>
<li>
<p>Broadens the concept of learning interventions to include all manner of support and accountability to increase on-the-job application and performance support</p>
</li>
<li>
<p>Includes the concepts of ‘required drivers’ at Level 3 and ‘leading indicators’ at Level 4</p>
</li>
<li>
<p>Creates a 'chain of evidence' that is done in partnership with business stakeholders not in isolation.</p>
</li>
</ol>
<p><strong>Making the transition from training to performance</strong></p>
<p>The continued evolution of <strong><a href="http://www.dpgplc.co.uk/what-we-offer/cipd-qualifications/cipd-diploma-in-ld-management-%28intermediate-level%29.aspx">Learning & Development professionals</a></strong> and approaches to workplace learning has seen a major shift in focus from training to performance. The impact of technology, especially social media, has seen new approaches adopted within the workplace that places theories like the 70/20/10 framework at the heart of learning in the organisation.</p>
<p>This shift places more emphasis on learning on the job (and the subsequent increase in performance) and away from traditional classroom-driven events and practices. These new approaches utilise collaboration and peer-to-peer sharing at the heart of improving workplace performance and capability.</p>
<p><strong>The new industry standard evaluation model</strong></p>
<p>The theory and practices of the New World Kirkpatrick Model enable clear strategies to be developed in a truly collaborative way. Strategies that reflect the different stages of delivery, execution and support with clear focus on transferable knowledge and skills, ultimately leading to a positive change in performance and results.</p>
<p>Why do I say this? Because it provides you with a simple to follow methodology to demonstrate how any learning intervention can be measured against a set of pre-determined objectives and critical success factors agreed at the outset and in partnership with your customers and stakeholders.</p>
<p><strong>Moving L&D from the classroom to the boardroom</strong></p>
<p>This is the key to L&D taking a seat at the top table next to our HR counterparts. No longer will L&D be seen as the poor relation to HR once we start to demonstrate the value we know we can. For everyone working in the L&D profession this can only be a good thing.</p>
<p></p>
<p></p>
</div>Bringing the Disney experience to Conferenceshttps://community.dpgplc.co.uk/blog/bringing-the-disney-experience-to-conferences2013-11-10T22:03:59.000Z2013-11-10T22:03:59.000ZMike Collinshttps://community.dpgplc.co.uk/members/MikeCollins<div><p>Earlier this year I was lucky enough to go to America for three weeks. A fantastic holiday of a life-time where I visited my sister Lucy in Minnesota for a week before heading down to the sunshine state of Florida for some Disney mayhem.</p>
<p>There was a strange <em>Déjà vu</em> about the whole thing as it was the exact trip I completed in 1994 when I played school football in Minnesota before meeting up with my folks down in Florida for…yes you’ve guessed it, some Disney mayhem.</p>
<p>This time was very different as I had my two boys with me and I was the chap in charge of the mayhem.</p>
<p>Whilst I could share photos until you lose the will the live and recount countless stories of this trip or that trip and the fun we had together; I want to focus on a particular thing I took away from my Disney experience. That is the use of their smartphone app <a title="My Disney World " href="https://disneyworld.disney.go.com/plan/my-disney-experience/mobile-apps/" target="_blank">My Disney World</a>.</p>
<p>I used this app extensively over my holiday and during every trip to one of the Magic Disney kingdoms. Why wouldn’t I, it had everything I needed to help me make the most of every day and contained maps, up to date queue times, real time information on shows, pictures, updates and messages keeping me, the paying customer, in control and able to make informed decisions on how we spent our day. Disney of course provided free WiFi in most places within their parks so I could get access to the app and had help to make those critical decisions and learn more about what was happening. Check out some pictures below:</p>
<p><a target="_self" href="http://storage.ning.com/topology/rest/1.0/file/get/1357349?profile=original"><img class="align-full" src="http://storage.ning.com/topology/rest/1.0/file/get/1357349?profile=original" width="580"></a></p>
<p>What I particularly liked was the real time information on queue times and messages sent through the app on what was happening in the park at key times. I could quite easily then bring up the map and work out which direction to go as to avoid the long waits. Just in time performance support.</p>
<p>There are other things I was going to write about this linked to just in time learning but the recent CIPD ACE Conference made me think again. Enter the <a title="@CIPD_Events" href="https://twitter.com/CIPD_Events" target="_blank">@CIPD_Events</a> app launched a few days before the CIPD ACE Conference <a title="here" href="http://www.cipd.co.uk/blogs/cipd_events/b/cipd_events/archive/2013/11/01/Its-all-appening.aspx" target="_blank">here</a> I’ve seen this done before at Learning Technologies Conference so it wasn’t the first conference app I’ve seen however it was easily an improvement on what has gone before. Even in my ‘exhibitor’ role with <a title="@DPGplc" href="https://twitter.com/DPGplc" target="_blank">DPG plc</a> I put the app through it’s paces (waving my pom poms) and really liked what I saw throughout the two days. Here are some screen shots:</p>
<p><a target="_self" href="http://storage.ning.com/topology/rest/1.0/file/get/1357372?profile=original"><img class="align-full" src="http://storage.ning.com/topology/rest/1.0/file/get/1357372?profile=original" width="580"></a>These screen shots really don’t do it justice but hopefully give you a flavour of what you had (or didn’t have) at your disposal.</p>
<p>Let’s face it whether you are part of the conference or the exhibition there is SO MUCH going on over the two days it is easy to get side tracked or distracted and it’s easy to miss things that you’d really benefit from. Apparently the ‘My Agenda’ section was excellent and was a useful tool to help manage your schedule over the two days.</p>
<p>It wasn’t by any means the finished article but well done to the digital team from <a title="CIPD" href="http://www.cipd.co.uk/" target="_blank">CIPD</a> for creating an app that offered real value and added another dimension to the conference experience.</p>
<p>The Twitter feed was good however it would have been better to follow the actual hashtag #CIPD13 of the event rather than @CIPD_Events – even better why couldn’t we get options of what Twitter feed to follow from @CIPD_Events to the specific #CIPD13 stream or even speaker / bloggers supporting the event.</p>
<p>I particularly likes the updates / messages that came through during the day and think this is an area than can be developed further thinking about the real time Disney updates. These updates gave me a sense of belonging and being a part of something. I think this could be taken a step further with countdown’s to sessions, photos, and key info being shared leading up to and after sessions – this should also include free sessions and could work well for those who register interest for a session. I’d like to see things like user generated content being shared in ‘photo of the day’ and more two way communication between ‘The App’ and conference / exhibition attendees.</p>
<p>‘The App’ of course are those members of the CIPD team / volunteers who were helping, supporting, guiding, advising, showing, answering questions etc etc and in the absence of any fancy mechanics could text, email, whatsapp, tweet, vine, instagram, diigo or drive real time info from in and around the conference / exhibition to be distributed in the right way through actual app.</p>
<p>I’d love to be able to register my interest for things happening throughout the two days and get relevant updates or key bits of information about it e.g. the Hack. Personalise our experience by provided information on things we’re interested in and encourage us to get involved as it could be the difference between thinking “Oh well there’s always next year” and “right let’s head over there now and get involved”</p>
<p>Even something as small as what food & drink is where, what’s being served and how much it costs would be useful.</p>
<p>I think we’ve only just started to see the potential of Conference apps and what extra they can bring but bravo to CIPD for making this years conference a little bit more magical.</p>
<p><strong>Did you use the app?</strong></p>
<p><strong>What did you like about it?</strong></p>
<p><strong>What are your thoughts on how the app and how apps like this can be used to improve the Conference experience?</strong></p></div>Career Pathway Exampleshttps://community.dpgplc.co.uk/blog/career-pathway-examples2013-10-01T15:54:44.000Z2013-10-01T15:54:44.000ZAdy Howeshttps://community.dpgplc.co.uk/members/AdyHowes<div><p>I have a challenge on and where better to turn to than the DPG Community! Hello smart helpful people! Can I say how lovely you're looking today? Ok, creeping over, here's what I need a hand with....</p><p>I want to start building a career pathway for our organisation. Have you any examples that you can share? Are there any good career pathways out there in other organisations that you've heard of? What are the pitfalls of creating career pathways that you think I should be aware of along with other considerations? What's the best way of approaching this?</p><p>Any advise or information you can offer would be gratefully received.</p><p>Thanks loads,</p><p>Ady</p><p> </p><p> </p></div>Inspirational Bosses! Bitesize Positives #2https://community.dpgplc.co.uk/blog/inspirational-bosses-bitesize-positives-22013-07-31T18:48:50.000Z2013-07-31T18:48:50.000ZPhil Stephensonhttps://community.dpgplc.co.uk/members/PhilStephenson<div><p>My last blog focussed on how you can influence the situation you work in. I want to look this tie at how companies crush people’s good intentions . How things that companies rightly need to focus on in order to survive can ultimately restrict inspiration. Goals are important, however you should not lose sight of the fact that you influence as a Manager what happens to you and around you.</p><p>Whether you are a Manager, Colleague you have responsibility for the business environment you work in.</p><p><span>Management influence</span></p><p>The management influence is something that in my experience, a large percentage of the time is ignored. The old school “My way or the highway” approach may get results for so long, However</p><p>What does it do for morale?</p><p>What does this approach do for retention of staff?</p><p>What does this approach do for the long termism of a business?</p><p>If a management team does not embrace the needs of the people that work there, effectively treating people as mere numbers, then that companies reputation will be sullied very quickly. I can think of a few companies that, because of reputation gained from bad experiences of colleagues (through word of mouth), that I would be reticent to work with in my career.</p><p>The experience of inspiring people to achieve can easily work hand in hand with business goals. If people are inspired they will share there thoughts and ideas that will make a business stronger. Were businesses fail (in my opinion) is to encourage more involvement of their colleagues’. I know of companies that attempt this however they don’t follow fully on the recommendations from surveys that appear on a yearly basis. As a result colleagues see no point in completing surveys as they bring no change. Thus rendering the whole experience pointless and not inspiring or improving the environment they work in.</p><p>It is also fair to surmise that colleagues expect things to change too quickly. This brings another dimension to the piece… “realism”. Colleagues need to be kept informed at regular intervals of progress and delays in points that have been raised.</p><p>It is a common theme that if things don’t change overnight then colleagues lose interest very quickly. Openness and clarity should be part of the inspiration process. This should not be a once in a year “health check”. This should be an ongoing process, regular meetings to discuss progress. Action points and ownership (not just for the management teams) should follow these meetings to take the inspirational process.</p><p>It needs a strong advocate for the colleagues to ensure that they are engaged and looking for ways to make the company operate more effectively (not just when the company is on an economy drive). Some of the best performing companies have the strongest interaction with their colleagues. The people who lead the colleague delegation need to be inspirational charachters themselves otherwise the whole process will not be successful.</p><p>I recently attended a webinar with Virgin Media looking at there LMS and Social Media function. It was clear to see that they had their colleagues needs at the centre of the business. They were clear on the things needed to know in order to operate in the business. However they were also offering content that was not business based that would just enhance the colleagues personally.</p><p>I also found their social media platform (SMP) more effective than in many places I have seen it operated, with management interacting regularly on the SMP. It was evident that Virgin have an understanding of how important the colleagues are and really clear understanding of how to encourage everyone to develop and inspire. This kind of inclusive culture would be something I would encourage more companies to embrace. A workforce uninspired, breeds a culture of mundane daily servitude and eventually discontent.</p><p>If colleagues are inspired, then the culture therein will help the company achieve targets and also make those vision and value statements actually more realistic to achieve and not seem like a “hokey old religion” that people just see posted around. The key is to make those values an important part of everyday.</p><p>I am sure we have heard the story of the colleague sweeping the floor whilst working for NASA who was asked what he was doing, to which the response came</p><p>“I am putting a man on the moon”</p><p>Emphasising that every colleagues role has a massive part to play, ultimately influencing the overall performance of the business. This is in itself and inspirational story, however I feel companies need to ensure that if they have an aim for example “Speak your mind freely” that this should be encouraged. Adult environments should exist to allow free thinking and new approaches to materialise.</p><p>Finally inspiration should come from the management team making themselves available to discuss everyday issues with their people. It is important for an employee to feel they can share their ideas openly and that the Manager will encourage them in the right way. A Manager should try to make as much time as possible to “connect” with their team and encourage people. The right positive word from a Manager can have a massive effect on the colleagues performance don’t underestimate how you are perceived by the team for whom you are responsible. I have always found that if I get a word of encouragement regularly from my Manager, it is something I carry with me for a long time. It also inspire me to look for new ideas to make my job and others around me more effective. Never forget how the right words will inspire (the One Minute Manager by Ken Blanchard sums these thoughts up perfectly) “Catch someone doing something right” it is something that has helped me greatly over the years… Thank you Ken</p><p>Again these are just my feelings on “Inspirational Leadership” I am sure I could go on in more detail. In fact I am in the progress of creating a whole range of leadership courses for my consultancy and I would be more than happy to chat to anyone out there more directly about this subject.</p><p>Once again thank you for taking the time out to read my blog and I hope you enjoyed it and would like to hare more feelings with me.</p><p>Thanks for reading…</p></div>Inspirational Youhttps://community.dpgplc.co.uk/blog/inspirational-you2013-06-26T20:57:31.000Z2013-06-26T20:57:31.000ZPhil Stephensonhttps://community.dpgplc.co.uk/members/PhilStephenson<div><p>How often do you think about you being inspirational? Probably not very often I guess?</p><p>When you do think about it, does it always seem like it has to be a big 'thing', something that makes a massive statement of intent to make people sit up and take notice. Like inventing something amazing or developing the greatest training package ever written. In truth these types of inspirations get noticed and get the press coverage and should be recognised.</p><p>However do you think about how you influence people on a daily basis? In your work circle for example or within a social group or perhaps even... that person on the bus you said good morning to this morning.</p><ul><li>How much of a difference can you make by being encouraging to someone?</li><li>When was the last time you actually did encourage someone?</li><li>Is it time to think about that and see how you can make a difference to someone, by sharing a positive life experience?</li><li>Perhaps you could offer them some clear advice if you feel you can guide someone in the right way?</li></ul><p>Doesn't have to be a life plan, it can just be an encouraging word to someone you know that they are heading in the right direction</p><p>Think about the people who influence you? Are they always the one's making the big 'slam dunk' discovery... I venture that they possibly do stand out. Just give it a second though and think about all the people who influence you on a daily basis? Who did you think of?</p><p>I regularly am thankful for the people who do the little things in life. The little things are often the most important and influential. We are all part of a big picture. People may only be in our lives for a flash...</p><p>The person who makes you that much needed cup of coffee on the way to work, The person who cleans the office so that it is tidy when you walk in in a morning (I always try to say morning to them as I walk in)</p><p>These people go about making a part of your day. They are more influential than you might realise (where would we be without that first cup of coffee of the day?)</p><p>I always think of Ross Shafer's customer service story about Maria Garcia (If you haven't seen it here it is, please take 4 minutes out of your life now to see how amazingly influential this lady is, Ross if you ever read this thank you for sharing this it had such a massive affect on me) <a rel="nofollow" href="http://www.youtube.com/watch?v=8T54rQrMleA">http://www.youtube.com/watch?v=8T54rQrMleA</a></p><p>I have many people who have influenced me in different ways (both as doing things I should follow and also things I should avoid) I am thankful for all of them as they have all played some part in the way I am doing things now. I look forward to every day and meeting people that will make a difference in my life. I can always learn something about myself in the way an interaction with someone else pans out.</p><p>Do you realise how people influence you? How much of an influence do you make in others. Do you project a positive image, are you encouraging those around you to aim higher? You may be, and you don't realise it? Be aware of how your mood and personality affect those around.</p><p>Even if you don't want to reach the top yourself, you can encourage others to get there.</p><p>Be Supportive, Be Positive... Create an Encouraging environment</p><p>In my next blog I will focus on the environment you work in and how you can influence it and where companies fail in realising how positive environments create a great team and ultimately lead to great performances.</p><p>In the meantime "Be Positive"</p></div>Greatest learning experienceshttps://community.dpgplc.co.uk/blog/6624286:BlogPost:197482012-05-27T23:37:26.000Z2012-05-27T23:37:26.000ZMike Collinshttps://community.dpgplc.co.uk/members/MikeCollins<div><p align="left">So there I was, driving to Wigan in the Northwest of England at 7am on a cold and damp Saturday morning, full of excitement and anticipation and if I'm honest a little bit anxious. My destination was <a href="http://www.three-sisters.co.uk/">Three Sisters Race Circuit</a> and I was heading for a "<a href="http://www.three-sisters.co.uk/supercar-driving-experiences.asp">Driving Experience Day</a>".</p>
<p align="left">I'd never been on any sort of experience day and whilst my attending the day was slightly fortuatous (due to my dad not being able to read a calendar) I had picked my car, the <a href="http://www.three-sisters.co.uk/driving-experiences/ferrari.asp">Ferrari 360 Modena</a> and was looking forward to the 'drive of my life'</p>
<p align="left">My own car is a Vauxhall Astra 1.7 SRi, it's got a Brake Horse Power (BHP) of 108, top speed of 117 mph and does 0-60 seconds in 11.9 seconds. The Ferrari 360 Modena by contrast has a BHP of 400, top speed of 183 mph and gets to 60 mph from a standing start in a spritely 4.5 seconds; you can see why I was feeling a little anxious.</p>
<p align="left">On arrival I registered and signed some disclaimer forms absolving the race track of any responsibility should I crash. I also took the additional insurance that would mean if I did have an accident; damage to the car would be covered and would not be my responsibility. I started to feel slightly more relaxed in the knowledge I was fully accountable for my actions and was insured ‘just in case’.</p>
<p align="left">There was apparently going to be a short wait before I was called for the briefing session so I was encouraged to read the information pack as it contained “all I needed to know”. The pack was really useful, it had pictures and profiles of each car, a map of the track with details of each corner and hints and tips for getting round the track in one piece. </p>
<p align="left">After what seemed like an eternity and having read the info pack cover to cover at least 3 times I was called, along with 10 other ‘wannabee Schumacher’s’, for the briefing. The briefing lasted 15 minutes and included</p>
<p align="left"> </p>
<ul>
<li>Sorting out who was driving which car</li>
<li>Handing out hair nets</li>
<li>A quick ‘drivers view’ video tutorial of the track</li>
<li>Signals / Signs that would be used</li>
<li>Weight distribution in the cars</li>
<li>Type of gears</li>
<li>Braking / accelerating technique</li>
<li>Steering wheel technique</li>
<li>The dummy drive</li>
</ul>
<p align="left">After the briefing, we were led out on to the track and the excitement levels went off the scale as we were greeted with the glorious sight below:</p>
<p align="left"><a target="_self" href="http://storage.ning.com/topology/rest/1.0/file/get/1357180?profile=original"><img class="align-center" src="http://storage.ning.com/topology/rest/1.0/file/get/1357180?profile=RESIZE_1024x1024" width="500"></a></p>
<p align="left">I collected my helmet and was taken to the ‘launch pad’ ready for the dummy drive. The dummy drive consisted of me and 3 others being driven round the track by an experienced driver. We were given a corner by corner commentary on racing lines (which were kindly drawn in bright yellow lines on the track), how the signs were used for braking, steering and accelerating and we could of course ask any questions we wanted as we were chauffered around the track.</p>
<p align="left">I was now ready......it was soon my turn and as I got in to the Ferrari I was greeted by a big smile and a handshake by Graham my driver. He asked me a few questions about my previous experience and whether I’d driven a car like the 360 before. I replied rather tongue in cheek and trying to crack a joke that I had completed over 400 driving hours on the <a href="http://en.wikipedia.org/wiki/Gran_Turismo_%28series%29">Gran Turismo</a> game and to prepare I’d done some laps in the Ferrari to ‘get a feel for the handling’. </p>
<p align="left"><a target="_self" href="http://storage.ning.com/topology/rest/1.0/file/get/1357204?profile=original"><img class="align-center" src="http://storage.ning.com/topology/rest/1.0/file/get/1357204?profile=RESIZE_1024x1024" width="500"></a></p>
<p align="left">I was quite surprised when Graham said this was a great thing and that Gran Turismo was a great driving simulator. In fact he went so far to say that other than drive the Ferrari, it’s the closest thing I could have done and by far the most realistic. Graham went on to explain he was an ex-Touring Car driver and had a successful career spanning over 20 years. He explained he was in the car to guide me round the track and his job was to ensure that I got the most out of my 6 laps in the Ferrari.</p>
<p align="left"> </p>
<p align="left">There I go…</p>
<p align="left"><a target="_self" href="http://storage.ning.com/topology/rest/1.0/file/get/1357446?profile=original"><img class="align-center" src="http://storage.ning.com/topology/rest/1.0/file/get/1357446?profile=RESIZE_1024x1024" width="500"></a></p>
<p align="left">There were already a number of cars on the track so after getting myself out there I used the first couple of laps just to get a feel for the handling, breaking and acceleration. It was made much easier for me by four things;</p>
<p align="left"> </p>
<ol>
<li>Racing lines – Bright yellow lines following the best racing line around the track</li>
<li>Brake Board – Before most corners there was a big black B on a white sign</li>
<li>Turn Board - At just the right time there was a big black T on a white sign</li>
<li>Graham – my experienced driving buddy</li>
</ol>
<p align="left">It was simple really, follow the racing line, brake as soon as you reach the B and then turn the appropriate way when you reach the T. Graham informed me that if I could follow these signs then I’d be up to speed in no time. He was right, after the first couple of laps I started to get more confident and started to speed things up. By my last lap I was doing close to 100mph on the straights and really throwing myself round the corners and accelerating hard out of every corner. It was fantastic and an exhilarating experience that actually only lasted 9 mins 32 seconds.</p>
<p align="left">It was only after driving home (a bit slower in my Astra) that I started to appreciate what a great experience I’d just had. From start to finish the activity was well planned, slick and then structured in a way that would maximise my experience and reduce time to competence. Let’s recap;</p>
<p align="left"> </p>
<ul>
<li>I signed forms to say I was accountable and was insured against damages</li>
<li>I was provided with visual information packs to refer to</li>
<li>Short face to face briefing covering theory including video / demo</li>
<li>Real time observation and dummy run</li>
<li>Access to an experienced racing driver</li>
<li>Strategically placed signs and well placed lines of paint</li>
</ul>
<p align="left"> </p>
<p align="left">I left Three Sisters at 10.30am after arriving at 8am so in around two hours I was able to drive a 400 BHP Ferrari around a race track at speeds close to 100mhp (without crashing).</p>
<p align="left">What I had effectively just experienced was a very well designed training programme and it’s worth looking at it in more detail as it’s the reason why I think I can call this my greatest learning experience ever.</p>
<p align="left">What did they do that was so great?</p>
<p align="left"> </p>
<ul>
<li>Made me realise I was accountable but provided reassurance against the worst</li>
<li>Providing colourful informative hand-outs with key information</li>
<li>Face to face group briefing re-enforcing & introducing key information</li>
<li>Face to face group briefing signposting things to come</li>
<li>Real time observation on the task with detailed explanation</li>
<li>Provided immersive simulation (endorsed games based simulation)</li>
<li>Providing access to a friendly & experienced coach</li>
<li>Providing the freedom to apply what I’d learned</li>
<li>Provided effective just-in-time performance support</li>
</ul>
<p align="left"> </p>
<p align="left">The whole experience was based around on-the-job learning and it was exactly that, an experience. There were no long lectures, no big workbooks or lengthy hand outs and NO multiple choice knowledge checks. Whatever you are looking to achieve that involves a transfer of new knowledge & skills then you can take the above approach as a blue-print for creating a great experience and to get people to a competent level as quickly as possible.</p>
<p align="left">It’s this approach that allowed me to experience going 100mph in a super car about 1hr after I arrived at the track. Yes they weren’t teaching me to drive from scratch but as I relate this back to the workplace we aren’t teaching people to learn from scratch are we?</p>
<p align="left">As LnDers, we need to enable our people to perform quickly and effectively therefore we need to provide approaches that give them this opportunity. We are building on existing experiences, knowledge and skills and then introducing new information & tasks, the way in which we introduce & structure this is up to us.</p>
<p align="left"><em>How can we apply this blue-print to our own design and get people to a competent level as quickly as possible?</em></p>
<p align="left"><em>Using this blueprint, how can we get away from designing training courses and content and instead design solutions where people take away a great experience and the ability to do the job rather than a workbook?</em></p>
<p align="left"><em>What has been your greatest learning experience and why?</em></p></div>Recruitment needs to be less like the X Factorhttps://community.dpgplc.co.uk/blog/recruitment-needs-to-be-less-like-the-x-factor2012-03-16T14:30:00.000Z2012-03-16T14:30:00.000ZFiona Chathamhttps://community.dpgplc.co.uk/members/FionaChatham<div><p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1357139?profile=original" target="_self"><img src="http://storage.ning.com/topology/rest/1.0/file/get/1357139?profile=RESIZE_320x320" width="250" class="align-right"></a>Does recruitment sometimes feel like an episode of the X Factor? Job applicants get a moment to shine with their CV, having to create enough of an impression in that moment that they are then invited to perform in front of a panel of judges. The vast majority of hiring decisions are then made in a relatively short interview process which tries to assess someone’s “talent” for the role on offer.</p>
<p>We all know that you can’t build a great company without great people. The problem is: How do you know who the great people are?</p>
<p>We all know the impact that the wrong people leave behind them – time wasters who seem determined never to meet the deadlines you’ve set, office whisperers who like nothing better than to spread the seeds of discontent and the jobsworths whose job description doesn’t include that task. All of these must have persuaded the recruiter that they were “right for the job” at the time, so just what went wrong?</p>
<p>There are some key reasons why new recruits subsequently fail in the role:</p>
<p>1. Coachability: lacking the ability to accept & implement feedback from others</p>
<p>2. Emotional intelligence: lacking the ability to understand & manage their own emotions or assess others’</p>
<p>3. Motivation: lacking the drive to achieve their full potential</p>
<p>4. Temperament: attitude & personality not suited to the particular job & work environment</p>
<p>5. Technical competence: having the functional skills required to do the job</p>
<p>It is clear from these that having the relevant skills for the job is significantly less important than having the right attitude. It is also clear that it is not just about having the right attitude towards the job, it is as much about having the right attitude towards others and having the emotional maturity to be able to process our performance and make changes if necessary.</p>
<p>After all, what you know can change but who you are doesn’t. Or, in the words of the song, “I am what I am!”</p>
<p>The most common mistake that we make when recruiting is to find someone with the right skills, but with the wrong mindset and then think that we can change them. This is often because we start the recruitment process when it’s already too late, so we hire someone who will do the job right now with minimal training.</p>
<p>Let’s start by remembering that the single best predictor of future behaviour is past behaviour so we should provide a recruitment process that identifies what behaviours each candidate brings with them & then compares them with the ones needed for this role. Of course it’s also important to identify when skills or knowledge are essential for the role, but don’t forget these can often be learned in a relatively short timescale.</p>
<p>So, just what should we be looking for? Some good behaviours to look for are:</p>
<ul>
<li>Ability to learn – how quickly do they develop new skills</li>
<li>Ownership – who is responsible for their performance & development</li>
<li>Initiative – what have they done without being told to</li>
<li>Judgement – how do they show good decision making & common sense</li>
<li>Work ethic – when have they gone beyond what was required</li>
<li>Flexibility – how do they adapt to change</li>
<li>Positivity – how do they handle life’s ups & downs</li>
</ul>
<p>The extent to which candidates have these traits can be identified through testing, proper questioning, observation &, most importantly, quality time with them. The more time you invest in making a decision, the more likely you are to ultimately make the right choice.</p>
<p>In today’s environment, it is clear that success in a job depends far more on these behaviours & competencies than it does on experience alone. If you choose the person with the right attitude you can teach & train them the skills they need & you will have made the better choice than the one that hits the ground running in terms of experience but falls at the first hurdle because they lack resilience or flexibility.</p></div>HR: What do customers want from us?https://community.dpgplc.co.uk/blog/hr-what-do-customers-want-from-us2012-03-16T10:30:00.000Z2012-03-16T10:30:00.000ZFiona Chathamhttps://community.dpgplc.co.uk/members/FionaChatham<div><p></p><p><br/>There has been a lot of <a rel="nofollow" href="http://www.personneltoday.com/articles/2012/03/01/58393/hr-needs-to-raise-the-bar-on-recruitment-says-report.html">discussion in the HR press</a> over recent weeks about whether HR is recruiting the right people and indeed whether current recruits to the profession are up to the job. The recent “Raising the bar in HR recruitment” report was commissioned by the Oakleaf Partnership, an independent specialist HR recruitment firm. Arguably then, the report may well have set out with the aim of encouraging organisations to make more informed recruitment decisions through the use of specialist agencies.</p><p>My attention was caught though by the comments of Linda Kennedy (group HR director at Yell) at the <a rel="nofollow" href="http://www.xperthr.co.uk/blogs/employment-intelligence/2012/03/is-the-bar-set-too.html">launch of the report</a>, Ms Kennedy felt that HR should reduce its focus on strategy and what she called “navel gazing” and “existential angst”. In her words:</p><div><p>"It's not about strategic HR - HR should be figuring out what the business needs to do and then figuring out what it can do to support that. If you have that bit right, the rest should follow."</p><p>But if we take the definition of strategic HR as being "the strategic management of human resources aligned with the organisation’s intended future direction. It is concerned with longer-term people issues and macro-concerns about structure, quality, culture, values, commitment and matching resources to future need.” (<a rel="nofollow" href="http://cipd.co.uk" target="_blank">CIPD website</a>)</p><p>Then, surely this is just what Linda Kennedy suggests that HR needs to be doing – figuring out what the business needs to do & what it can do to support that. In the words of Karl Albrecht (founder of Aldi) “If you’re not serving the customer, you’d better be serving someone who is”.</p><p>This raises an interesting question though, <em>just who are HR’s customers & do we know what they want from us?</em> For the answer to this I turned to The Institute for Employment Studies who carried out some research into this subject “<a rel="nofollow" href="http://www.employment-studies.co.uk/pubs/summary.php?id=453">What customers want from HR</a>”. Now this report was published back in September 2008, but there seems to be a continuing resonance with the current position of HR even in 2012.</p><p>The IES study found that the customers of HR (line managers, senior managers & employees) want a function that is independent minded, in close touch with the workforce & able to challenge managers when necessary. They also want support from HR people with real professional expertise, who can help them address people issues in a business context.</p><p>Both managers & non managers believe that HR has a unique role to play in balancing the needs of the business with the needs of the workforce. Of course, this can be a difficult role to play – HR is often perceived with mistrust by both parties, who often feel that HR is “on the other’s side”.At the same time HR can help managers understand what is really going on in the business. As one manager commented:</p><p>“HR needs to be like the jester to the king. It has to tell him what everyone knows but no one else dares to say”.</p><p>So, what do senior managers expect from HR? Well, they are looking for HR to balance the needs of the business & its workforce at a corporate level. HR can only deliver this if it has its finger on the pulse of what employees are feeling & how well they are working. So HR needs to be out & about in the business working with its customers to understand what they all need & how this can best be delivered.</p><div><p>This takes us neatly back to the point about whether HR is really up to the job (& not just the new recruits). Because what customers really want is a HR function that knows about HR. They do need to understand the business, of course they do, but fundamentally they need to be the people experts. And maybe this is HR’s problem – that too often we are seen as designing systems, policies, processes, & even names for ourselves such as “Business Partner”, for our own ends, rather than for the business’ needs.</p><p>So, where are we now? How can HR demonstrate its value? <a rel="nofollow" href="http://www.xperthr.co.uk/blogs/employment-intelligence/2012/02/anita-lettink-what-is-the-futu.html">As Anita Lettink asks</a>: “What is the added value of HR when managers lead employees?”</p><p>Senior managers stress the need for HR to understand the challenges facing line managers and their business needs. HR must be able to identify the people behaviours & skills that will drive organisational success & focus on business priorities rather than on policies & procedures that don’t add value to the business. Finally, HR should be able to support the business in reducing inefficiencies through the use of appropriate data & metrics that will drive organisational effectiveness.</p><p>The world of work is changing & HR is going to have to reinvent itself in order to keep pace with this. In a world where people expect to use technology to work & learn, HR is going to have to use these tools in order to reach & engage with both managers & employees. We need to demonstrate business awareness & have the ability to understand & interpret data that give real insight into performance. And fundamentally, we have to know what our customers want from us & must set about delivering on it.</p></div></div></div>