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    Although overall spend on training and development has in many organisations been capped or declined during the recession, coaching and mentoring appear to have at least held their own and actually become a more critical part of the L&D offering In part, this is because internally resourced coaching and mentoring are cheaper and proven to be more effective as an alternative to formal training; but it is also because there is greater recognition of the value of more immediate, person-focused interventions.

    However, just because more coaching and mentoring is happening doesn’t mean that it is always set up for success. In many organisations, coaching and mentoring occurs as a scattered and disjointed series of activities, rather than as part of a coherent and integrated strategy, which can enhance many other aspects of the organisations OD and L&D effort. Few organisations measure the quality or outcomes of coaching and mentoring in a robust way and those that do, don’t necessarily use the data as part of a process of continuous improvement. EMDS HR Can help You! We will help you address career and personal development issues….

    Tips For Getting Line Managers Involved In Training:

    1. Educate, Educate, Educate

    HR has a fundamental role to undertake in educating the business about the value and benefits of training and the impact it can have on the bottom line and to the long-term growth of the organisation.

    2. Get buy-in

    Developing champions for training across the organisation from the top-down is key.
    The more positive and productive a training experience a line manager has, the more likely it is that they will become a motivated advocate of training. Managers who positively support the development of their team tend to be actively involved in training. Those who are focused on the task only, tend to be less supportive of training and other aspects of people development.

    3. Clearly define the need

    Line managers often don’t have a clear definition of exactly what is expected of them in terms of developing their people. A job profile might include ‘manage the team effectively to deliver its objectives’ for example, yet typically it won’t define what this means in terms of actions and behaviours, and specifically how this relates to training. Make sure training is incorporated into job descriptions and performance objectives.

    4. Improve communication

    Regular dialogue between HR and L&D and line managers is essential for overcoming a lack of involvement in training. Time spent talking about the business drivers and specific challenges line managers face so that L&D initiatives can be better aligned to their individual goals and those of the business, is time well spent.