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Aim
To recognise and celebrate the best organisations delivering training and development solutions to employers
Creating a quality mark to highlight the best organisations from which to access training
Setting a high bar for accreditation to encourage providers to aspire to greater flexibility, relevance and commitment to continuous improvement.
Benefits to HTP
A comprehensive framework through which to evaluate current strategies, approaches and results
Delivers a rigorous, independent assessment with feedback
Creates an opportunity for accreditation allowing HTP to stand out in the market
Links to Framework for excellence Provide external agencies with assurance of
the organisation’s commitment to quality
Part AResponding to the Needs of Employers as Customers
7 Criterion (sections) split into a number of Indicatorsdesigned to cover the employer’s journey from initial enquiry to impact post training.
A0 Strategy A1 Fundamentals (people, resources, marketing) A2 Responsiveness A3 Delivery A4 Ability to build effective relationships with
employers A5 Data – Measurements of provision A6 Performance review and improvement
Part B Developing and deploying products to address particular sector needs
Not currently available
HTP involvement Met with People 1st Member of Expert Panel
Relevance to CoVE
Scoring
Minimum score must be achieved in all areas
Sections are weighted – importance of data Data must be available for at least 3 years Employers will be contacted following
verification
A0 StrategyA0.1 Defining aims
Mission Statement(puts learners AND employers at the centre of what we do)
“HTP aims to raise participation and attainment through high quality training, particularly in the hospitality and service sectors, which meets the needs of learners and employer by developing innovative training solutions with its partners”
A0 StrategyA0.1 Define aims
The strategy for working with employers defines aims and approaches which are communicated to appropriate stakeholders
High level strategic objectives include a workforce development strategy
Ensure underpinning key objectives support the strategy
AO StrategyA0.2 Define Market
The strategy for working with employers includes an analysis of the market, key customer groups and sectors
Gathering labour market information (internal and external sources)
Analysis of LMI Communicate recommendations
A0 StrategyA0.3 Defining results
Setting measurable and time-bound objectives
Income from Employer Engagement The number of employers engaged in training
A0 StrategyA0.3 Defining Results
• Income from Employer Engagement• Income from WBT (funded)• Income from Commercial Training
• The number of employers engaged in training• Percentage of repeat business (achieved via quantity
and quality of provision)• Percentage of new or previous employers
• Targets are set annually (1 August to 31 July)
Strategy Simplified
Be flexible and innovative to meet the needs of learners and employers
Be responsive to LMI
Grow the business – income and engagement numbers whilst maintaining quality
Writing the Submission
All sections are written using a simple format
What we are trying to achieve How we are going to do it How effective are we being What are we doing in response to identified
strengths and weaknesses improvement
A1 FundamentalsA1.1 Manage People
A1.1 – The people arranging and delivering training solutions are reviewed regularly for performance and capability
Ensure familiarity with the staff recruitment and induction process
Ensure central recording authority is aware of all training – internal and external
Conduct and record appraisals etc
A1.2 Manage Resources
A1.2 The resources used to deliver training solutions are reviewed regularly for availability and quality
Comply with awarding body requirements Ensure documentation is completed and
appropriate action is taken and recorded Maintain high quality training materials in
accordance with service standards Audit, report and take action
A1.3 Manage information
A1.3 Employers are made aware, through appropriate information channels, of the range of training solutions available
Annual marketing strategy and plan Annual targets Ensure marketing materials are up to date All customer facing staff must be familiar with
the whole HTP portfolio of products available (that’s everyone!)
Record employer gossip and pass it on
A2 Respond
Responsive providers manage employers enquiries to understand their needs and identify the right solutions
Take a consultative approach CRMS Accurately and systematically record
contacts (CRMS) Adhere to Service Standards
A2.1 Manage Enquiries
An employer’s enquiry is handled promptly and flexibly and is reviewed regularly against standards of customer service
Let Admin know where you are Record and action all enquiries Check telephone messages and emails regularly and
respond CRMS weekly reports
A2.2 Understand Needs
An employer’s wants are established and underlying business needs identified to shape solutions
Consultative approach Training needs analysis Ensure clear (SMART) targets are agreed
and recorded Avoid duplication (know what you already
know)
A2.3 Manage referrals
A2.3 An employer is referred to appropriate alternatives when an appropriate training solution cannot be provided.
All enquiries by definition are HTP customers Partnership working arrangements Signposting
A2.4 Propose Solution
A2.4 Proposals for the delivery of a solution are based on SMART targets reflecting an employer’s business needs
Content and pricing agreed by Directors All proposals are approved by a member of
SMT Client Folders CRMS updates
A3 Deliver
Responsive providers deliver training solutions through clear communication and adaptive management of progress and emerging issues
A3.1 Prepare Delivery Team People involved in delivering training
solutions are briefed fully on the requirements and background of the employer before they begin working with them
A3.2 Prepare Customers
A3.2 The employer and its employees are given appropriate briefing before delivery of a training solution begins
Adhere to the HTP quality procedures Development audits
A3.3 Manage progress
A3.3 Training solution delivery is reviewed regularly for quality and customer service and the employer is informed of progress made
Ensure feedback forms (clients and trainers are completed and passed on)
Record on CRMS In learning lists must be checked Reviews must be fully recorded Includes the monitoring of length of stay, completion
rates, leaver figures and regional and national benchmarks
A3.4 Manage Feedback
A3.4 The employer’s feedback on training solution delivery is sought and acted upon promptly where appropriate
Customer complaints are dealt with at SMT or Director level.
HTP complaints procedures
A4 Relate The outcome targets agreed at the proposal stage
are reviewed upon delivery to identify and address the employer’s unmet business needs.
A4.1 The outcome targets agreed at the proposal stage are reviewed upon delivery to identify and address the employ’s unmet business needs. Ensure course critiques are completed in full 100% WBT employers are involved in target setting 100% employers receive a satisfaction survey Plus 100% of employers engaged in bespoke training
and 25% of WBT employers complete an in depth impact of training analysis
Last man out policy
A4.2 Review Manage relationships
A4.2 The relationship with an employer is managed and developed with contact maintained at appropriate intervals Targets are set for:
Presently engaged in training New or previous employers Amount of repeat business
A5 Perform Responsive providers comprehensively measure and
achieve satisfaction and impact for the employers they work with
A5.0 Achieve results A5.1 Satisfy employers A5.2 Impact employers
300 Points
Ensure responsibility for data is clear Ensure responsibility for recording and reporting is clear and
systematically followed Allocate responsibility for action and monitor
A6 Improve
Responsive providers review their performance in serving all employers and providing sector expertise to identify and pursue opportunities for improvement, innovation and learning
A6.1 Review performance Review performance against strategy
and in satisfying and impacting employers is reviewed at an appropriate level and as a result improvements are implemented
Systematic planning cycle Systematically measuring performance
against contract year targets. Responding to strengths and weaknesses Reporting responses to customers
6.2 Develop services The range and content of training
solutions offered continues to evolve and improve
CoVE employer forums Work with SSCs Piloting of new courses Dissemination of new product information
Summary
Ensure staff are fully conversant with all procedures
Identify measures to address areas of weakness
Challenge, discuss, share – AND RECORD
Be responsive to market dynamics, constantly moving forwards and not restrained by the strain of keeping
things fixed when all the world is in continual progress (especially in the world of training!!)