Identification of training needs in LloydsTSB
Training needs at LloydsTSB are drawn in the first instance from high-level business strategy decisions. For the training of those working in contact centre jobs, the decision process begins with identification by the Telephony Business Unit of their business requirements. A business project is then set up for each training requirement, following LloydsTSB project methodology, to analyse and recommend training as appropriate.
The University for LloydsTSB (hereafter called the University) then develops appropriate training solutions and their operational delivery. When setting out top-level business requirements, consultation with all levels of the business unit takes place both before and after decision making. Comments from contact centre management suggest that the interpretation of the business requirements at centre level and the translation of those requirements into local training needs - as well as consultation of how training is delivered locally - is a complex process that remains a challenge to the organisation.
Another challenge is balancing cost against customised responses. For example, the target population in the contact centres arguably has a higher level of ICT competence than many other bank staff, so decisions about the way in which technology might be used in learning may not always match the skills levels or expectations of staff in other parts of the bank - and of course, vice versa. Given that the bank has been predominantly a network of branches with an increasing number of other growing functions, training needs based around branch needs and expectations won't necessarily apply to contact centre training requirements.
On the other hand, assumptions based on the ICT skill levels of contact centre staff (which may or may not be justified) should not automatically lead to the conclusion that using technology for their learning is a natural step forward. Because they are using computers as a fundamental part of the work, a number of key players at contact centre level hold the view that taking a break from computers for training in non-systems related competences (soft skills) is important for the motivation of staff to engage them in learning. They would also argue that the line managers are in many cases not yet skilled in linking learning and performance, and that using technology to force coherence between training and performance may not be successful unless the competences of line management are addressed. A new performance management programme, which will roll out over 12-18 months from late 2003, will include education, guidance and documentation and will be accessed through the internet and intranet. It is hoped that this will start to address this major change requirement.
...continue to the context (p2)
|
