This document provides an overview of recent trends in learning and development. It discusses topics such as evaluating training, retaining employees through training, making training memorable, developing future leaders, and addressing skills gaps. Various case studies and exercises are also presented. The main points are: 1) Effective evaluation of training requires cooperation, planning, and buy-in from multiple stakeholders. Common evaluation methods include questionnaires, surveys, and monitoring results. 2) Retaining employees involves conducting skills audits, developing individual plans, applying new skills, and ongoing training. 3) A real-life example outlines a successful customer service training program implemented by a luxury hotel group.

1. Learning & Development-recent trends by Fluid July 2010

2. Page 2Contents3-4 Introduction to Fluid5-9Evaluation of training10-11 Train to retain12-15 Real-life example16-17 Make training memorable18-19Financial advice training20-21Exercise A22-25 Training older people 26-29 Developing future leaders30-32 Managing career development33-34 Re-invigorating the enthusiasm for training35-36 Main causes of skills gaps37-39 Main skills lacking where skills shortage vacancies were identified40-41 Literacy and numeracy42-43 Soft skills44-45 Exercise B46-47 Case studies48-49 Exercise C50-51 Conclusion and questions

3. Page 3Introduction

4. Page 4Introduction to FluidFluid Consulting Limited (Fluid) is a specialist human resources consultancy headed by Tim Holden MCIPD 10 years in banking10 years in Human Resources consultancyFluid trading since 2006The core services provided by Fluid are:Retention

5. Selection- Attraction- Remuneration & Reward - Outplacement- Training & HR consultancy

6. Page 5Evaluation of training

7. Page 6Evaluation of training 1 of 4FACTORS FOR MEASURING SUCCESS

8. Co-operation from line managers

9. Senior management backing

10. Efficient processes and tools

11. Careful planning

12. Buy-in from traineesPage 7Evaluation of training 2 of 4EVALUATION METHODS USED

13. Immediate post-course questionnaires

14. Gain feedback from line managers

15. Employee attitude surveys

16. Monitor appraisal results

17. Follow-up questionnaire (weeks after event)

18. Pre-training questionnaires

19. Monitor qualifications gainedPage 8Evaluation of training 3 of 4EVALUATION METHODS USED

20. Assess training action plans

21. Customer surveys

22. Monitor test results

23. Observe participants at work

24. Focus groups

25. Interviews with participantsPage 9Evaluation of training 4 of 4DIFFICULTIES HAMPERING SUCCESSFUL EVALUATION

26. Lack of time

27. Poor buy-in from line managers

28. Inadequate tools/processes

29. Poor buy-in from organisational leaders

30. Lack of know-how

31. Lack of fundsPage 10Train to Retain

32. Page 11Train to RetainRECOMMENDATIONS

33. Conduct a skills audit

34. Initiate individual employee development plans

35. Put new skills into practice

36. Accommodate needs

37. Keep up-to-date with statutory training requirements

38. Buy in external help when needed

39. Appoint people who have the potential to grow but who do not currently have all the skills required in the postPage 12Real-life example

40. Page 13Real-life example 1 of 3ABOUT THE ORGANISATION

41. Maybourne Hotel Group is luxury hotel group that owns and manages The Berkeley, Claridge’s and The Connaught.

42. THE CHALLENGE

43. To implement a customer service training programme designed to communicate and support the development of a new service culture called ‘Intuitively Maybourne’.Page 14Real-life example 2 of 3WHAT THE ORGANISATION DID

44. A training programme was designed called ’The Maybourne Cycle of Service’

45. The programme consisted of different activities to encourage employees from all parts and levels of the company to take responsibility for what they did every day

46. 800 employees completed the training in just four months

47. All managers attended a workshop called ‘Leading the Heart of Maybourne’ to give them the tools and techniques to apply what they learned at the training programme. Non-managerial employees attended the ‘Heart of Maybourne’ workshop.Page 15Real-life example 3 of 3BENEFITS AND ACHIEVEMENTS

48. Set the standard of service required across the Maybourne Hotel Group.

49. Identified the challenges employees are facing every day and helped them to think of solutions.

50. Created an opportunity for employees to meet their colleagues from other hotels, to network, and share best practice.

51. Helped the group to achieve recognition as one of the 100 Best Workplaces in Europe and one of the top 50 companies to work for by the Great Place to Work Institute.