Skills Development

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  • 20 Jul 2016

    Social Learning – The Forgotten Part of 70:20:10?

    The concept of 70:20:10 learning has been with us since 1996. Organisations continue an apparently inexorable march towards the considered perfect balance between Learning in a Workplace Environment (the 70), Social Learning (the 20) and Formal Learning (the 10) that traditionally provided the structure that drove organisational learning & development. AS THE POWER OF THE 10 FADES ... As the power of the 10 fades and more focus in placed on the 70, it is often the middle 20 of Social Learning that is forgotten. Ever since Bandura initially suggested that “Most human behaviour is learned observationally through modelling: from observing others, one forms an idea of how new behaviours are performed, and on later occasions this coded information serves as a guide for action”, L&D departments have sought to harness this concept for their own powerful gain.
  • 20 Jul 2016

    Donald Rumsfeld & The Apprenticeship Levy … Really?

    WITH LESS THAN ONE YEAR TO GO ... ... before the government’s proposed Apprenticeship Levy is introduced there is a lack of definitive details on the scheme and how it will operate. For organisations this uncertainty could make it difficult to begin planning for the levy’s introduction. They can calculate the amount of Levy that they will need to pay (0.5% of their total pay-bill over £3m), but may feel it is currently impossible to develop the strategies that will allow them to best benefit from the levy’s introduction. However, this absence of detail shouldn’t prevent organisations from beginning their planning and preparations now.
  • 20 Jul 2016

    The (Re)emergence Of The Workplace Coach

    Many Financial Services organisations are developing learning solutions that are shifting the emphasis from ‘trainer-led’ to ‘learner-led’ blended interventions The drive towards learner-led solutions continues to gain momentum: companies being motivated by budget savings and learners motivated by flexible access to the learning curriculum - a ‘win win’ situation! The desire to embrace digital technologies and access the wealth of online learning resources is high on everyone’s agenda. Beyond the work environment we all continually learn in what the Open University calls ‘Incidental’ learning.
  • 20 Jul 2016

    Trust DSW To Help You Rebuild Trust

    We’re almost nine years on from the financial crisis of 2007, yet consumer surveys consistently reveal that the UK financial services industry remains one of the least trusted sectors. The reputational damage suffered as a result of this crisis being exacerbated by widespread revelations of gross malpractice across the sector. FOR SIXTEEN YEARS Edelman’s Trust Barometer has tracked the levels of consumer trust across 27 different countries around the world. The 2015 results highlight that only 36% of UK consumers have trust in financial services, placing the UK 19th out of the 27 countries surveyed. This means that two out of every three people surveyed do not trust the industry; an alarming statistic which tells us that consumers believe financial services organisations have not changed despite many protestations to the contrary.
  • 14 Apr 2016

    Case Study: CPD

    In The Intensely Regulated World Of Financial Services, Examination Success Is A Must, Particularly For Advisers And Other Client-Facing Staff. Not only are there minimum qualification requirements imposed by the FCA on all those working as financial advisers but in this highly competitive market, there is an increasing need for individual advisers and their firms to ‘stand out from the crowd’ in order to win and retain business.
  • 14 Apr 2016

    Apprenticeships: Time to Review Your Recruitment Strategy

    It Will Come As No Surprise To Realise Major Employers Are Reviewing Their Recruitment Strategies Now In An Attempt To Capitalise On The Apprenticeship Route Without Delay FROM APRIL 2017 ... employers will be taxed in the form of a 0.5% apprenticeship training levy on their wage bill. As there is a £15,000 credit before the levy has to be paid it is those employers with an annual wage bill of over £3m that will be funding the country’s training. Fortunately, whereas the bigger players pay the levy, smaller employers can gain by hiring apprentices and claiming their external training via a different mechanism yet to be determined.
  • 14 Apr 2016

    Apprenticeships: Top of Recruitment Agendas

    WHY ARE APPRENTICESHIPS NOW THE TOP OF RECRUITMENT AGENDAS? APPRENTICESHIPS HAVE BEEN AROUND... ...for a long time, in fact dating back to the 12th century before flourishing by the 14th century. In those days the parents of a minor would agree with a Guild's Master craftsman the conditions for an apprenticeship which would bind the minor for between 5 and 9 years from the age of 14. They would pay a "premium" to the craftsman and the contract between them would be recorded in an indenture. Upon completion the apprentice would become a Master craftsman and create their own business, a new contribution to economic growth.
  • 04 Feb 2016

    CPD: Planning for 2016

    OVER 200 EVENTS!! The 2016 calendar of CII exam revision and training courses in Doncaster has now been launched, with over 200 events in the schedule. In today’s financial services and insurance markets, professionalism is the key attribute. Consumer expectations have never been higher. The regulatory context is extensive and increasingly demanding. Competition is intense, with a multiplicity of distribution channels vying for the customer’s attention. The building blocks of professionalism for the financial services and insurance sectors are knowledge, competence and capability, underpinned by unswerving commitment to the highest standards of ethical practice. The CII’s tried and tested course programme has been created to accelerate and enhance personal development by delivering a flexible and engaging learning experience.
  • 04 Feb 2016

    Generational Differences on Your Team

    Today, businesses are faced with the prospect of a rapidly changing workforce. These conditions often put employees of varying ages together on teams. If leaders don’t have a flexible management style to work with this kind of diversity, team effectiveness and the organisation’s productivity can suffer. An adaptive style of leadership is needed. This example indicates how a leader can begin thinking that way.
  • 01 Dec 2015

    So ‘Y’ are the Millennials Different?

    The ‘Veteran’ Generation worked hard and respected authority. Their experiences through World War Two moulded them into a group who believed performing their duty was more important than having fun and rules were there to be followed. Work was an obligation. This had a significant impact on the leadership styles that they responded to and the motivational factors that drove them on. ‘Baby Boomers’ saw the post war rewards for hard work and became workaholics. They felt stifled by authority and openly challenged it. They viewed itself as an exciting adventure. By the time the ‘Gen X’ers’ came to the fore