A pharmaceutical organisation needed to develop greater innovation from within and now runs development centres on a yearly basis to help identify training needs. Once identified the participants are provided with structured PDP’s and tailoured training programmes. We have been running the events for over 5 years with the client and the feedback has been fantastic. By applying the results to the organisation we have created an innovation team which has led to real change within the business. The organisation has also been restructured to better reflect the abilities of the managers.

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A leading NHS Foundation Trust was rolling out a new online finance reporting system.  The success of this rollout could only be assured if the approximate 300 users had the training and motivation to use the new system and processes.  The Finance Department determined that most cost effective way for this need to be met, was for Finance staff to design and deliver a focused training program.  The time frame in which this had to happen was very tight. 

There was a problem.  Few finance staff had the knowledge, skills or experience to design and deliver such a financial training programme with tight time constraints.  What was needed were training partners, who were experts in the field of training design and delivery, to give the finance team the knowledge and skills they needed to meet the challenge that they were facing.  Eras ltd was the partner of choice.  The eras consultant (Evan Flockhart) quickly engaged with the Finance Department to clearly define the needs and the effect any intervention needed to have. 

The Solution

The result of discussions between eras and the Finance Department was the need for a two-day Train the Trainer programme, targeted at key members of the finance team.  Whilst the title of this programme was “Train the Trainer”, it would develop both instructional design and training delivery skills. 

The Programme

eras immediately recognised that in order to enhance the effectiveness of the training and help the finance team meet their tight deadlines, that they needed additional support prior to taking part in the programme.  So during the design phase of the programme eras provided additional guidance on their specific instructional design challenge.  This helped the finance team start the programme with momentum.

The delivery of the training would make extensive use of the subject matter that they needed to design the training solution for.  That is, they were designing the course that they were to deliver as they went through the training. In this way the finance team was able to learn more effectively and make efficient use of the time being spent.

The programme aim was to equip the nominated training champions with the knowledge and skills required to design and deliver highly effective training sessions.  It was designed to run over two separate days, with each day focusing on different overall objectives, which were as follows:

Day One – Construct effective training programmes that will ensure successful implementation of the new online reporting systems.

Day Two – Understand and develop the skills required to deliver effective training so that learning and application of learning among those trained is maximised.

In addition to the formal training, the delegates completed additional learning outside the programme that was directly relevant to their situation.  This work was reviewed and built upon during Day 2.

The Impact

Comments by Emma Lunny – Head of Management Accounts

The Trust was very happy with the both the delivery and content of the training provided.

The training that we undertook lead us to deliver a very successful training programme across the Trust and the finance department received very positive feedback about the course from different sectors of the organisation (secretaries, budget managers, nurses and doctors). The head of the training department at the Trust gave the finance team the highest praise by stating that we seemed like professional trainers!

The course itself had the following impacts for the group who undertook the training:

• Significantly boosted the confidence of the trainees
• Showed the team how to write a training plan including all the different aspects that were required (powerpoint, teaching plans, hand outs, FAQ’s). As part of the course we actually started to write the training programmes, which was really useful to the whole team.
• Really focused the team on how to make the sessions interactive and as fun as possible, including use of ice breakers and quizzes.
• Demonstrated delivery techniques through various means including one of the team delivery a presentation from scratch and then the other members of the team analysing and focusing on the content.

I think the main advantages of the courses compared to similar ones I have been on is how tailored it was to the Trusts specific needs as opposed to just being a general training programme. The course seemed like it had been highly tailored to our set of circumstances

It is difficult to quantify the return on investment, if compared to the cost of employing a professional trainer for 4 weeks the cost then a significant saving has been made. The other option for the trust was for the internal training department to delver this training but the knowledge gap (between training and finance) was deemed too high to undertake this idea. In reality without this course the likelihood is that finance would have delivered the training themselves but not done as thorough or well received presentations, this would have impacted on people’s ability to use the new financial processes and systems and also on the reputation of the finance department.

Overall all key members of the finance team who took part deemed this course to be a good use of financial resources and thoroughly worth the time invested.

Why not contact us to find out more.

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Our brief was to design and deliver an Institute of Leadership and Management accredited development programme for a target audience of over 100 NHS senior managers across clinical and non-clinical roles.

Our Solution

In line with our client-centric approach, we engaged with line management, senior management, HR and training personnel to develop the Senior Management Development Programme to meet identified needs.

The resultant ILM level 5 certificate programme now covers everything from management and leadership, including change management and employee engagement to planning and organising skills with an introduction to project management.

People management skills including performance management principles, coaching and empowerment are also dealt with together with Communication and influencing skills.

Delegate groupings were organised to minimise work disruption and a blend of learning mechanisms including classroom sessions, work-based projects, self-awareness / personal reflection feedback and action learning groups were used to deliver the programme with maximum effect.

Written assignments completed by delegates outside of classroom were assessed by eras and verified by the ILM.

Naturally, classroom training is highly interactive and participative in order to ensure the most suitable learning environment. Methods used include group discussion, group and individual exercises, individual guidance, relevant video/DVD screenings, skills practice and feedback as required in order to gain maximum benefit from each event.

Some modules required pre-course work to be completed and supporting workbooks were provided for every delegate at each and every module.

Impact

Over 100 managers attended the programme and dramatic impact was seen as a result. Attitudes lifted, cynicism lifted, engagement and motivation grew and – over the 10 month course, ownership to drive change initiatives for organisational improvement developed.

The success of this programme in 2009 / 10 has led to other NHS Trusts adopting the same programme, sharing in the emotional uplift this programme brings for delegates.

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A large public sector organisation, already using eras tests to enhance selection decisions, decided that it wanted something special for developing and selecting managers of differing levels of seniority.

eras designed a series of simulations (group exercises, in-trays and tasks centring on analysis and presentation) which have been a great success in identifying (sometimes unexpected) key qualities associated with success in the applicants assessed.

Contact us to find out more about uniquely tailored talent management solutions.

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A top insurance company had taken on the insurance responsibilities of a national motoring organisation and wanted to improve its quality of graduate selection.

By putting many of its HR team through training to equip them with the knowledge and skill to understand and use tests and personality questionnaires, they positioned themselves to make some very successful and long-lasting appointments.

Find out more about our Psychometric Training services here or contact us to discuss your requirements.

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A leading urban transport organisation has always been committed to making sure that the safety of its passengers and staff is paramount.

By using eras aptitude tests and training up large numbers of its staff to administer and interpret them, it has ensured that those whose lack of competence might compromise the safety of others are ‘weeded out’ before being selected for jobs.

Find out more about our Psychometric Training services here or contact us to discuss your requirements.

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A North-Western brewery, proud of its traditions but keen also to move with the times, started using The Quest Profiler to help select external applicants and, as part of its retention strategy, to promote internal ones.

The quality and flexibility of its staff has been greatly enhanced as it rises to the challenges ahead.

Find out more about how  can help your organisation attract and retain key talent here.

Alternatively, feel free to contact us to discuss your requirements.

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The trial highlighted unexpected things and suggested suitable interview questions in the case of one applicant for a crucial position.

The interview answers given by the candidate were so unsatisfactory that the firm changed its mind over what would otherwise have been a definite job offer – and feels it averted a potentially disastrous appointment.

The Quest Profiler is now in regular use there.

Find out more about how these services could help your organisation or contact us to discuss your requirements.

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We were asked by a local authority to conduct 360-degree and personality assessment on the Executive team. The Chief Executive was new to the role and wanted to have a deeper understanding of her other senior managers. As well as the assessments, each delegate had one to one feedback and coaching and the results fed back to the Executive as a group. Despite some reservations of the process by some members of the group, subsequent feedback was universally positive.

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Approximately 80 managers went through the development centre, which allowed the client to restructure the management hierarchy according to individual strengths.

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