Tips for developing director level training programmes
John Weston, director for training and development at the Institute of Directors (IOD), gives us some guidelines on how to make your director level training programmes a success.
A) Is development set by the HR function, the chief executive or the chairman?
B) If the latter, how can HR have any influence and ensure that directors receive the correct development?
Time restraints?
A) The Institute of Directors Sign of the Times Survey (1998) highlighted that 58 per cent of directors prefer short/open courses rather than spending too much time away from the office. Day courses or courses that can be spread over a number of dates may prove most suitable.
B) Is the training needed for a particular phase in the business or is it for long-term development? If training needs to be completed within a specific time period, for instance, for an initial public offering, then you will need to work within very specific time scales.
As it has evolved, the Combined Code has focused directors' minds on the need to stay up-to-date with legal requirements, best practice in corporate governance and current business thinking. Those arranging director and board level development need to be aware not just of directors' duties, responsibilities and liabilities, but also how directors need to think and act as a member of the board.
Professional development interventions for directors can be explored through a number of initiatives. Courses, workshops, coaching and mentoring are just a few of the choices that provide very different results. Longer-term programmes - including formal qualifications through accredited programmes - provide the in-depth knowledge and understanding that directors need, whereas short courses may be more functional, teaching practical techniques.
Having identified the need for some type of training, it is good to assess whether other directors could undertake the same training. If the issue is an individual one, such as time management skills or strategic direction for instance, then individual coaching or mentoring may be more suitable.
Does the proposed development activity fit in with the business strategy? This is one of the most important questions and is required to measure and assess the outcome of any programmes. Development may be undertaken to fulfil the needs of the organisation at a strategic level, or to fulfil the needs of an individual.
Some
of the questions that might be asked include:
Is it to address an immediate need, such as training for an MBO or a merger?
Is it to update directors about new legislation or best practice?
Is it to improve the board as a collective working team?
Is it to train one director up to the standards required?
Is it to personally develop one or more directors?
How will you know if it has been successful?
How will you measure the return on investment?
Every business should put procedures in place to monitor any skills gap within the board, which might affect short or long-term performance. Assessing the personal development gains of the individual along with the impact on the business is crucial. What are the views of those who did the training? Have other directors/managers seen any impact? Who else do they think would benefit? Did it lead to any other identifiable problems?This will help ensure that the organisation enjoys continued survival and growth.