TRAINING

A discussion paper prepared for CAUL/JISC by
Anne Wilson
Quality Coordinator, Information Services Division, Northern Territory University

Updated 22 July, 1997 (This paper is a draft and is subject to revision based on comments received)

VISION

To perpetuate the organisation's effectiveness through appropriate planning and execution of training strategies. Senior management undertake responsibility for their own and the organisation's training needs in line with the parent organisation's strategic directions. Relevant resources and individual expertise are identified and communicated to the wider community. Where appropriate, resources and expertise are shared within the community through a range of interfaces. Current training programmes and training providers are subject to regular and ongoing evaluation. Future training needs are identified and addressed through the development of local, national and international strategies.

ACTIONS

1. CLIENT AWARENESS / INPUT

Clients undertake responsibility for their own training needs and contribute to the identification and evaluation of current and future training programs.

Issues for Collaboration

Seek information from clients on:

• effectiveness of training programs
• specific action in relation to developing a suite of skills self assessment tools with potential to specialise in different areas ie core skills; specialised / high level skills
• their particular skills / expertise and willingness to share / conduct training programs
• skills and types of programs and competencies needed to address current and future organisational effectiveness
• the planning of effective training programs for senior management, opportunities for greater cooperation and coordination of effort are identified.

2. ORGANISATIONAL INPUT

Organisations develop and implement staff development and training policies and support staff members training needs in alignment with the organisation's strategic directions.

Issues for Collaboration

Seek information on:

• current statement on training within the context of an organisational policy document
• current levels of support for staff training requirements
• available resources (time, funds etc.) for supporting training programs
• current opportunities for training and encouragement to staff to pursue training goals
• mechanisms available for providing input to national body on staff development and training
• strategies that ensure training program outcomes contribute to the operational effectiveness of organisation
• identification of skills and competencies and associated training that both current and future staff will require to ensure the organisation will continue to operate effectively.

3. PROGRAMS / STRATEGIES

Current and future programs meet clients' expressed needs.

Issues for Collaboration

Investigate training needs through a range of strategies including:

• mentoring (see Lynn Hard's discussion paper)
• job rotation
• job exchanges
• succession planning
• networking
• workshops
• self paced modules

• Modes of delivery / interfaces
• Identification and accessibility of existing programs
• Development of database / website of available training programs
• Establishment of a clearinghouse for client self help programs
• Evaluation of the effectiveness of available programs as training tools
• Development of programs now to address skills, competencies required for the 21st century
• Liaison with and exploration of training strategies with training providers (AIMA, CAMS), professional associations (ALIA) and organisations such as the Center for Creative Leadership and provision of input on effectiveness of programs and future training needs.

4. COORDINATION

Current and future training needs are coordinated at local, national and international levels

Issues for Collaboration

• staff development committees operate within each organisation
• elected coordinators have responsibility for coordinating the training needs of staff members and providing input to national bodies
• staff development coordinators liaise nationally on issues such as:
  • database / WWW development for information on current programs
  • clearinghouse of client self help programs
  • research into effectiveness of currently available programs
  • guidelines to assist commercial providers to be more client focussed and effective
  • development of future programs identified as required at individual organisational levels
• investigate opportunities for international collaboration in areas such as job exchanges,

networking, mentoring, resource sharing eg training packages

• engage in dialogue and provide input at international level via email, videoconferencing etc
• act as expert group to advise and prioritise needed programs.

Submitted for comment

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