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LEADERSHIP AND VISION - communication and training - LV3
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Key Questions
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'Does everybody know what they need to know?'
'Are our communications effective?'
'Has our training programme been effective?'
'How can we take what we've learnt and use it to improve our performance and ability to innovate?'
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Alignment with principles
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Organisations should ensure that:
| Their staff, subcontractors and suppliers understand their vision, mission and operating principles in sufficient detail to avoid situations that might lead to conflict with them; and that awareness amongst personnel is sufficiently high for them to recognize opportunities for continual improvements in performance and for capital enhancement. |
| Their staff, subcontractors and suppliers are competent to undertake the roles assigned to them and have the level of authority to perform their roles effectively. |
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When
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From the outset of the implementation process and thereafter as necessary
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Who
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Project Champions, Board Members and Senior Management Team, Implementation Team, Human Resources, Marketing Communications, PR and Public Affairs
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Communication
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Key activities
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Identifying communications issues and implementing or refining communications strategy(ies) and plan(s)
| - | Identifying or confirming internal and external audiences |
| - | Evaluating the relevance of communication and the use of appropriate language and vocabulary |
| - | Determining appropriate communication techniques and forms of communication for different audiences |
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| Developing and testing of response mechanisms |
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Suggested resources
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Outcomes & outputs
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| List/database of relevant stakeholders and their communications/engagement needs, including the issues and impacts that affect each identified group |
| Agreed language/vocabulary/messages for use within and outside the organisation |
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Overall organisational communications strategy and plan (building on initial stakeholder engagement plan from LV1) |
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Training
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Key activities
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Establishing or refining learning, training and awareness programmes:
| - | Establishing learning models and cycles appropriate to the organisation's culture and strategies |
| - | Undertaking skills audit and training/learning needs analysis |
| - | Evaluating and agreeing delivery mechanisms |
| - | Developing learning, training and awareness-raising materials |
| - | Use learning, training and awareness-raising activities to drive cultural and behavioural change |
| - | Evaluating training/learning and improve based on feedback |
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| Capture organisational learning and feedback within knowledge management systems and review opportunities for innovation and performance improvements |
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Suggested resources
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Outcomes & outputs
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Skills audit findings and gap analysis and learning/training needs analysis
| Analysis of the learning models/communities within the organisation and how they can be energised to achieve the organisation's vision for sustainable development |
| Development of awareness-raising materials and delivery mechanisms (e.g. intranet and internet resources, staff induction packs, etc.) |
| Development and testing of learning/training materials |
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Schedule and roll-out of awareness-raising and training events |
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Performance indicators and measures to assess the effectiveness of awareness-raising/learning/training programmes (e.g. indicators of culture change and innovation)
| Analysis of impact of awareness-raising, learning and training on culture change and innovation |
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Training analysis and plan |
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Key Issues
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Useful documents:
| Existing training/learning/skills needs analysis or programme documentation |
| Existing training materials and training records |
| Existing communication strategies and plans |
Real world tips:
| Implementing organisations need to judge the most appropriate timing of communication and training activities. In some organisations this will be later. Training and communications need to be ongoing. |
| Once the implementation plan has been finalised, an assessment of corporate training needs will need to be undertaken in order to ensure that personnel at each relevant level are able to carry out their functions in relation to sustainable development. Ongoing training needs may be indicated for senior as well as operational staff. |
| Wherever staff are considered to be competent on the basis of work experience, the analysis should supply a rationale to support this decision. |
| Internal communication issues will involve cross-functional contact, sometimes in new ways and at new levels. Rather than relying on broadcast methods, implementing organisations should consider the relevance of all communication prior to sending it out, avoiding a tendency for communication to ‘find its own level’ through use. Tight targeting of messages will help to maintain the relevance of contributions from all levels of personnel. |
| External communication will remain particularly important to address both the requirements of public accountability and the needs of stakeholders. |
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