Learning to Work

Currently a lot is written about job losses, unemployment and trend for older workers to continue working into their Third Age. 


A CIPD initiative aims to help young people access the job market and organisations engage with them to boost their work prospects. Closer ties are encouraged with employers and schools and colleges to develop employability skills and offer more high-quality work experience. The initiative also want to promote more youth-friendly recruitment skills, and change the relationship and level of engagement between employers and young people. 


Learning to Work is backed by M&S, Deloitte, Nestle, O2, Veolia and NHS employers and builds on CIPD guidance on internships, work experience and apprenticeships. It emphasises the role which HR can play in helping young people enter, and contribute to, the job market and in their transition into the work world. 

Managing in uncertain economic times

There's frequent speculation about when the current recession will end, whilst others claim the economy is showing positive signs of recovery. One aspect is certain: 


if and when the recession ends, and we move towards boom times, things will not return to the way they were in the late 90s/early millennium years. Having downsized, many organisations will expect to prosper with fewer permanent staff, who possess transferable skills and are capable of high performance working. 


Until this expectation becomes the 'norm' amongst both current and new entrants to the job market, several issues may arise - the need for rigorous appraisals and regular feedback, huge support mechanisms, regular coaching and mentoring, and a lot of learning and devleopment.


But every change brings a loss and a gain ...............

Managing in an economic downturn

In the present business climate, where many organisations are having to work particularly hard just to survive, it's difficult to increase salary levels and related bonuses. This requires employers to look at alternative forms of motivation and openly communicate with their staff to keep them informed. Trust and understanding is key and organisations should openly value their staff and make them feel valued. Engaged employees drive success, so it's worth investing the time to achieve this.

Diversity for productivity

A recent publication suggests a diverse workplace is more productive, has better employee engagement, and has better profits. A diverse workplace indicates some resemblance to Belbin's team roles. 


Typically many organisations are uniform in their senior teams, built in similar images to the Chief Executive. There is a correlation between increased organisational performance and diversity at senior levels. 


This is thought provoking and yet also a useful tool to attract the best talent to take the organisation forward.

What do you call those being trained/developed?

Recently there's been much copious discussion on the most suitable term for those being trained or developed: 


Is it learners, students, pupils (somewhat old fashioned!), delegates, participants or trainees?


As with many aspects of learning and development, it's probably a case of 'best fit, rather than best practice'. Consequently, if the term learners is appropriate then use it; conversely with delegates, or students.


As the person delivering the learning and development, you decide which term is more appropriate.

Coaching training

There is a belief that to embed coaching fully across an organisation, certain key staff should be trained how to coach others, so a cascade approach happens. This may or may not work depending on the natural coaching skills of those selected and their availability to deliver coaching. Sometimes a coach from outside the organisation can have more impact - a new broom sweeps clean!

Coaching for all

As business coaching continues to produce excellent results, there is speculation as to whether all line managers should receive coaching on how to coach their team. Whilst s/he may be an excellent line manager, s/he may not have natural coaching skills - not everyone is suited to this skilful role.

There is also suggestion that coaching to team members is unnecessary because their line manager should be performing this role. Considering the point made above and also the fact that an independent coach who is not 'subject specific' can achieve proven results, this supports the argument for engaging a coach from outside the organisation.

It continues to be best fit as much as best practice.