< Previous East Midlands Business Link www.eastmidlandsbusinesslink.co.uk TRAINING AND EDUCATION There are many barriers to regular training in a business. Business Link shares these and how to overcome them. A ll organisations can be improved by regular employee training programs, whether these are conducted in-house or outsourced to a provider. Recurrent training ensures a cohesive approach to tasks from all employees, keeps organisational practices up to date, and provides the opportunity to consider diversification of approaches. However, if employees aren’t committed to learning, or if the material feels outdated and irrelevant, then there will be little benefit to the significant commitment that is organisational learning. Here, we will explore the most common pitfalls to avoid when devising a training plan, and how to combat them should they emerge within your business. These challenges demand adept strategies, from tackling narrow project focus to addressing leadership gaps. Here, we delve into these obstacles and unveil pathways to surmount them. In the bustling landscape of business, it’s easy for the spotlight to be fixed on Organisational learning – the barriers to excellence www.eastmidlandsbusinesslink.co.uk East Midlands Business Link TRAINING AND EDUCATION © stock.adobe.com/ JOURNEY STUDIO7 project triumphs rather than the bigger picture of organisational growth. The energies of your workforce often funnel into project delivery, sidelining broader improvements. Tackling this challenge requires a strategic shift in focus. Exploring avenues to break free from the confines of program-centred thinking is essential for true progress. To surmount this obstacle, it’s imperative to engage your team in a dialogue that transcends the immediate task. Sharing the “why” and “how” of their efforts becomes paramount: why is this task integral to the bigger vision? What personal gains await them? Could alternative approaches yield innovative outcomes? What skills can they amass along the way? These questions serve as the compass guiding employees towards holistic growth, bridging the gap between program accomplishments and the overarching evolution of your organisation. In the tempest of economic downturns, organisations often wield the budget axe on training and development initiatives. Yet, a paradigm shift is needed, one that reframes training as an investment rather than an expendable line item. The allure of acquiring new knowledge resonates with most individuals. However, the scarcity of resources looms as a barrier to organisational learning, particularly within the workplace. Navigating this challenge necessitates astute management decisions. Crafting a supportive environment for those who thrive on 42 Á East Midlands Business Link www.eastmidlandsbusinesslink.co.uk TRAINING AND EDUCATION continuous education is paramount. But how can organisations transcend the hurdle of limited resources to pave the way for learning? In fact, over 68% of employees hold Training & Development in the highest esteem, underscoring the profound value they place on learning. Fostering a culture where learning thrives becomes imperative. An organisational transformation is in order, one that reconfigures policies, standards, regulations, budgets, and expenses to align with learning motivations. The aim is to nudge employees towards a path of self-improvement, ensuring that the organisational architecture acts as a catalyst rather than a barrier. Furthermore, the infusion of creativity and ingenuity becomes the cornerstone, seamlessly weaving learning opportunities into the fabric of everyday activities. Despite an apparent willingness to learn, one significant barrier looms large: employee resistance to change. The comfort of familiarity often clashes with the prospect of new ways of functioning, erecting hurdles on the path of progress. Human nature tends to cling to established routines, rendering the adoption of novel processes a formidable challenge. Fear of losing the comfort associated with existing systems and processes further compounds this resistance. Yet, the heart of evolution pulses with change. Adapting to shifting market trends, refining internal processes, and harnessing cutting-edge technology are all contingent on an organisation’s © stock.adobe.com/master1305www.eastmidlandsbusinesslink.co.uk East Midlands Business Link TRAINING AND EDUCATION ability to embrace change. For true growth, the cycle of transformation must continue. The key to overturning these attitudes lies in transparent communication and trust-building. To dismantle resistance, employees must understand the why and the urgency behind the change. Highlighting the benefits and infusing a touch of awe can pave the way for trust to flourish. For those seeking comprehensive strategies to tackle employee resistance, a guide is at your fingertips. It offers a treasure trove of best practices and effective solutions, enabling organisations to break down resistance’s formidable barriers. In the intricate tapestry of organisational dynamics, a common divide emerges – that between work and learning. Naturally, the need to get work done frequently relegates learning to the shadows. To foster this culture of learning, an organisation must harmonise work and learning through its culture, underpinned by the company’s core values. This barrier can also show in the form of resource scarcity. Employees are frequently frustrated by a lack of organisational support in their quest for skill enhancement and knowledge acquisition. The yearning for growth, met with the absence of resources, poses a formidable challenge to organisational learning. The answer rests in the proactive provision of learning avenues, coupled with motivational support. By weaving learning opportunities into the organisational fabric, employees are empowered to explore new realms and nurture personal development. Moreover, the clarion call of learning should resonate in every communication about organisational goals and values. A robust learning culture, when nurtured, becomes a potent tool for both individual and collective progress. To overcome these constraints, companies must take a holistic approach by delving into the realm of organisational learning and development, unearthing strategies to effectively manage learning within the confines of a bustling work environment. Investing in advanced training tools can further pave the way for streamlined and efficient learning experiences. The final barrier comes from the leaders pushing the initiative. Many leaders are reluctant to tackle confrontation, address challenging inquiries, or navigate uncomfortable conversations. This deficiency in leadership proficiency casts shadows of chaos within sessions and creates a substantial impediment to the flourishing of training initiatives. So, how can organisations surmount this barricade? The remedy lies in elevating organisational learning to a priority that resonates from the upper echelons downward. Organisational learning should be embedded within the organisation’s strategic priorities. It must not only be acknowledged but also championed by leaders who recognise its pivotal role in sustained growth. Dividing the journey of organisational learning into distinct stages, each with dedicated leadership engagement, forms a robust approach. Leaders’ participation at every juncture ensures a consistent commitment to fostering a culture of learning. If you’ve always thought apprenticeships were for school leavers, think again. They are a great way of improving the management and leadership skills of your senior team. De Montfort University in Leicester runs senior leadership programmes for your executive team as well as supporting first-time managers to develop their skills. We speak to Dr Danny Buckley, senior lecturer in enterprise, to find out more. East Midlands Business Link www.eastmidlandsbusinesslink.co.uk DE MONTFORT UNIVERSITY Q&A Why should businesses consider upskilling their staff through apprenticeships? Upskilling staff through apprenticeships offers benefits for both businesses and employees. People want to work for companies they feel proud to be a part of, who are committed to developing their staff and who invest in their team’s wellbeing. It’s a strategic approach to bridging skill gaps, nurturing talent from within, and ensuring long-term growth. By investing in apprenticeships, businesses create a win-win scenario where employees gain valuable skills, and the company gains a more skilled and motivated workforce. What role do apprenticeships play in talent development and retention? Apprenticeships provide a structured learning environment where employees can acquire job-specific skills under the guidance of experienced mentors in the workplace, and academics who are at the cutting edge of research on to the latest management techniques. LinkedIn’s 2023 Workplace Learning Report says 93 per cent of employers are worried about holding on to talented staff – and 83% said they wanted to build a more people-centred culture to encourage them to stay. The team also asked people why they had left their current role – and three of the top five reasons were a lack of training and development opportunities with their current employer. By fostering a culture of continuous learning, businesses create a workforce that remains relevant and resilient in the face of change. Apprenticeships show that you are committed to supporting your employees to grow and develop in their career, leading to increased job satisfaction and loyalty. When employees see opportunities to learn and progress within the company, they are more likely to stay long-term. This reduces turnover rates, saving businesses the costs associated with recruiting and training new hires. Can you explain how apprenticeships contribute to a positive workplace culture? Apprenticeships demonstrate that a company values its employees and is invested in their professional development. This commitment fosters a sense of belonging and encourages a collaborative atmosphere where employees feel supported and motivated to contribute. The resulting positive workplace culture can lead to higher morale, increased teamwork, and improved overall performance. How do apprenticeships align with a company’s succession planning strategy? Succession planning involves identifying and grooming future leaders within the organisation. Apprenticeships offer a structured way to identify high- potential employees and provide them with the skills and knowledge needed for leadership roles. By cultivating talent internally, businesses reduce the need for external hiring and ensure a smooth transition of leadership when the time comes. Q&A Talking leadership with De Montfort University “The course has helped in a multitude of ways. I feel more confident in my role, I’m more curious and ask a lot more questions about areas of the trust I had little knowledge about previously. This has helped me to understand the bigger picture. I have also learnt practical skills around change management and global strategy which have been invaluable in my role.“ Simon Ringland is a manager within Lincolnshire Partnership NHS Foundation Trust and is studying on the senior leaders’ apprenticeship programme at DMU. www.eastmidlandsbusinesslink.co.uk East Midlands Business Link DE MONTFORT UNIVERSITY Q&A Can apprenticeships enhance a company’s reputation and employer brand? Absolutely. Businesses that invest in apprenticeships demonstrate their commitment to workforce development and community engagement. Such initiatives can enhance a company’s reputation as an employer of choice, attracting top talent who are eager to learn and grow. A strong employer brand can lead to a more competitive edge in recruitment and a stronger connection with customers who appreciate a company’s dedication to investing in its people. Can you share an example of a company that benefited from upskilling staff through apprenticeships? Yes. One of the biggest organisations we work with at DMU is the NHS. By offering apprenticeships to their existing managers and talent pipeline, they saw an increase in employee morale and engagement. Because the senior leadership apprenticeship is offered at a postgraduate level, that strategic overview is there and the chance to take a step back and really look at a problem, getting other people’s opinions from the group which can be invaluable. It fosters a real network of camaraderie and knowledge sharing. Upskilling staff through apprenticeships is a strategic investment that pays off in multiple ways. From building a more skilled and adaptable workforce to enhancing workplace culture and reputation, businesses can position themselves for long-term success by nurturing their talent from within. Through apprenticeships, employees are empowered to grow, evolve, and contribute more effectively to their organisations, ensuring a brighter future for both employees and the businesses they serve. What’s the best way of finding out more about apprenticeships at DMU? We’re always happy to chat through with every business to make sure that they get the right course that’s going to work for them and their staff. If you’d like to get in touch email apprenticeships@dmu.ac.uk or myself danny.buckley@dmu.ac.uk and we will look forward to hearing from you. East Midlands Business Link www.eastmidlandsbusinesslink.co.uk PUBLIC RELATIONS I magine being one of the preeminent football kit manufacturers on the planet and bagging the rights to produce the kit for the Lionesses ahead of the World Cup. A nation gripped by football with a women’s team that is on the verge of greatness after a glorious few years leading into the tournament. What an opportunity! Especially when one of the most high profile players in the side and indeed in the world will be front and centre as a goalkeeper - they always are, there are ALWAYS penalties at some point, a chance for a goalkeeper to make history and become an icon. Even better when that goalkeeper already has a positive media profile, plays for Manchester United and won the Best FIFA Women’s Goalkeeper last year. Talk properly tarnished. Mary herself was refreshingly forthright about the mess when she was asked about it leading into the tournament: “I can’t really sugarcoat this any way so I’m not going to try, it’s hugely disappointing and very hurtful. For my own family, friends and loved ones not to be able to buy my shirt, they’re just going to come out and wear normal clothes. All my team-mates, they’ve ordered a lot of shirts for their friends and family, they’re talking at the dinner table ‘I wasn’t able to get this’ and I’m saying ‘I wasn’t able to get it at all’.” There have been renewed calls for Nike to start producing the shirt but they appear to not be heard so far. Here’s what Nike had to say: “Nike is committed to women’s football and we’re Greg Simpson, founder of Press for Attention PR, reflects on Nike’s Lionesses kit fumble. about an open-goal and a shot at reflected glory! Or…you could be Nike, named for the “goddess of victory” if you like your mythology. If you are Nike, you can’t be bothered making it. Not worth it. Now, let’s be clear, England’s women just failed at the final hurdle BUT Nike fell at the very first when they decided against making a goalkeeper’s kit. Mary Earps was already a household-name for folk who follow women’s football even occasionally. Now, after a string of superb performances including saving a penalty in the final and the small matter of winning the “Golden Glove” award to go with her FIFA accolade from last year she is a bigger brand than ever. Her star is shining brightly. As for Nike, well, it is www.eastmidlandsbusinesslink.co.uk East Midlands Business Link PUBLIC RELATIONS excited by the passion around this year’s tournament and the incredible win by the Lionesses to make it into the final. We are proudly offering the best of Nike innovation and services to our federation partners and hundreds of athletes. We hear and understand the desire for a retail version of a goalkeeper jersey and we are working towards solutions for future tournaments, in partnership with FIFA and the federations. The fact that there’s a conversation on this topic is testament to the continued passion and energy around the women’s game and we believe that’s encouraging.” Except if you are “hearing” it Nike, you are still ignoring it. Also, the “conversation” is pretty much one that is pointing the finger at you for failing to back the sport in the best way possible. Mary makes a great point about it not sitting well with her and tactfully makes it not about her but about the goalkeeping position and the game: “I know there’s a lot of people who have spent a tremendous amount of money on outfield shirts and then put ‘1 Earps’ on the back, which doesn’t sit well with me either. It’s a very scary message that’s being sent to goalkeepers worldwide that ‘you’re not important’. It’s something that I’ve been fighting behind closed doors. I’ve been desperately trying to find a solution with the FA and with Nike.” Not only goalkeepers, but women’s football. Let’s be blunt, this wouldn’t happen with Nike for the men’s team. There will be waffle about not setting precedents but maybe, just maybe, Nike should swallow their pride, take a bravery pill and their own advice and Just Do It. A former business journalist, Greg Simpson is the author of The Small Business Guide to PR and has been recognised as one of the UK’s top 5 PR consultants, having set up Press for Attention PR in 2008. He has worked for FTSE 100 firms, charities and start-ups and conducted press conferences with Sir Richard Branson and James Caan. His background ensures a deep understanding of every facet of a successful PR campaign – from a journalist’s, client’s, and consultant’s perspective. East Midlands Business Link www.eastmidlandsbusinesslink.co.uk AUTOLINK vehicles Future Soon to be available motors are exploring new possibilities and bringing some much-needed excitement to an otherwise stale board. www.eastmidlandsbusinesslink.co.uk East Midlands Business Link AUTOLINK BMW iX5 Hydrogen The BMW iX5 Hydrogen developed on the basis of the current BMW X5 was first unveiled as a concept at the IAA show in 2019. Initial prototypes were then made available at the IAA Mobility 2021 for visitors to experience in action as shuttle vehicles. Its hydrogen fuel cell system is further proof of the BMW Group’s leading development expertise in the field of electric drive technologies. The BMW Group is systematically pushing forward with development of hydrogen fuel cell technology as an additional option for locally emission- free individual mobility in the future. After four years of development work, the BMW iX5 Hydrogen vehicle and its development project are entering its critical next phase as the first vehicles enter a pilot fleet of under 100 vehicles. The fleet is being deployed internationally for demonstration and trial purposes. This active driving experience will be the first chance for people not involved in the development process to gain a direct impression of what the BMW iX5 Hydrogen has to offer. The fleet will be visiting the UK as part of its tour. 50 ÁNext >