‘Always walk through life as if you have something new to learn and you will.’ (Vernon Howard)
The core training programme offered by People & Organisational Development is made up of the following categories:
- statutory and compliance training;
- personal development;
- student experience, success & welfare;
- management development;
- IT Training;
As well as events designed, delivered and maintained by People Development, the programme includes a broader development offer provided through partnerships with a number of specialist areas across the University.
A list of the courses on offer in the above categories, with links to online booking forms, can be found on the Development Programme pages and are also listed in the Staff Briefing. Information on booking procedures, additional requirements and dietary needs guidance can also be accessed on these pages. Staff should obtain permission from their line manager before submitting a course booking.
Please note that a late cancellation/non-attendance fee may be incurred with some courses; where appropriate, this information will be included in the course description and joining instructions.
To request bespoke delivery of one of our courses, or to schedule a course within our programme, please use the following forms on HR ServiceNow:
Staff can also access information relevant to their role on the ‘My Development’ page which will help guide and support discussions with their line manager.
E-Learning modules for UoB Staff
The University has invested in a suite of e-learning modules and an associated portal which offer an easy and flexible way for employees to fulfil statutory training requirements. The modules provide essential knowledge and updates which will ensure that all employees are compliant in key legislative areas.
For more information, and to find out how to log in, see the E-Learning modules page.
Development Activities and Resources
People & Organisational Development provides bespoke support to Faculties and Directorates via an internal consultancy and advice service, to assist managers in their responsibilities in developing staff. We can also tailor some existing courses for Faculties and Directorates and offer a full end to end service in the facilitation of bespoke events, including team days.
70:20:10 is a very useful model to show how we learn and develop. Research underpinning it goes back many decades and has one common finding – that most employee development and performance improvement occurs in the workplace through challenging experiences and support from others.
Although not intended as an exact scientific formula, the model represents a holistic approach to development and performance:
- 70 represents all aspects of experiential/on-the-job learning (new and challenging experiences, helping employees solve problems, reflective practice, stretch projects / tasks, self-development resources)
- 20 represents all forms of social learning – interacting with and learning from others (communities, networks, sharing practice, coaching, mentoring, shadowing, feedback)
- 10 represents formal/structured learning e.g. taught courses, workshops
The model is a holistic framework that can be used to build a strategic learning function and support the shift to a continuous learning/learning-by-doing culture. The emphasis is on the individual taking responsibility for and driving their development with the support of the organisation and their manager, and where an individual’s daily work activities are regarded as opportunities for learning and growth.
Individuals can use it at two main levels:
- to plan their learning and development, from needs identified through the performance development review process, particularly to facilitate a blending learning approach.
- to review and reflect on their learning.
A facilitator can help plan, guide and manage a group event, e.g. a meeting, away day, conference, team day etc; and assist the group in meeting its objectives. Below are some useful resources for facilitators.
Resources for Facilitators
Please note that the six facilitation aids listed below are copyrighted. They have been purchased from an
external company - Meeting Magic - and permission for their use is limited to the facilitation of events
within the University only.
|Meeting Magic Resources||Useful Documents||Links to external sites|
|Meeting Magic (external link)
The Role of A Facilitator (Mind Tools web site)
Participatory Workshops (JISC InfoNet web site)
Please see knowledge articles below for an overview of the psychometric profiles for individuals and teams which can be organised through People & Organisational Development.
|Myers-Briggs Type Indicator|
Coaching, Mentoring & Action Learning
Please see some information below relating to mentoring, coaching and action learning.
‘A mentor is a more experienced individual willing to share knowledge with someone who is less experienced in a relationship of mutual trust.’ (David Clutterbuck)
Mentoring offers a more long term relationship than a coaching one and provides an opportunity for staff to pass on their learning in the form of support, advice and guidance to colleagues who are new to the University, to a project or a new role or might want advice and support with professional development and career progression.
A mentor may act as an advisor or sounding board and focuses on helping the mentee to find their own way with their development through a process of support and challenge.
People Development offer a half day ‘Mentoring Introduction’ workshop for anyone wanting to learn more about mentoring and develop their mentoring skills.
For more information about acting as a ‘buddy’ to new employees or an employee new to role see these guidelines: Guidance for Buddying (docx, 76KB)
People Development offer a half day ‘Mentoring Introduction’ workshop which buddies may find helpful to develop their knowledge and skills
Coaching is the term used in management development to describe an approach that managers take to the ongoing development of their staff.
It rests on the pre-supposition that a key role for managers is to develop the staff for whom they are responsible, and that, a bit like a sports coach, they take an active interest in helping their people improve their performance.
Unlike the traditional image of a sports coach, they don't do this by shouting at them from the side-lines, but by talking through performance issues in a way that helps staff identify what they need to do next to develop and improve their skills and knowledge.
People Development offer a 1-day ‘Coaching Skills for Managers’ workshop for managers who wish to learn how to use coaching skills to support the performance and development of their staff.
For further information on executive coaching can be found here: Executive Coaching
A powerful approach to problem solving and leadership development.
Action learning is a highly effective approach for solving the problems that leaders and managers face in the workplace, day in day out. It is ideally suited to dealing with the issues and problems caused during periods of change when:
- Previous work practices may no longer deliver what’s needed
- There is a lack of clarity about what the impact of the changes will be
- When people are confused and lack direction
- Maintaining morale and motivation are key challenges
It is an active and collaborative process with the potential to develop leadership and learning capabilities in order to bring about change for individuals, teams and an organisation.
For participants, it provides the opportunity to:
- work together to explore creative solutions to workplace problems (knotty issues) with colleagues in a confidential environment
- find different perspectives on common issues/challenges drawing on the experience and perspectives of other managers
- share good practice, experiences and insights
- reflect on your own thinking, build personal awareness of your leadership and insights about others
Action learning usually takes place in small groups with a trained facilitator where identified issues are systematically and confidentially worked through identified issues and owners of the issues move towards resolving these themselves but with helpful group input. By openly sharing specific ideas, challenges, and best practice, you will not only progress towards creative solutions, but also learn transferable questioning techniques, particularly to use with your teams and in other situations, and hopefully form a useful network through which to subsequently bounce ideas.