Bord na Móna - Source Issue 6 - (Page 14)

Shane Prendergast Training & DevelopmenT for performance Each quartEr, thE human rEsourcEs dEpartmEnt rEviEws thE training nEEds of EmployEEs throughout thE company. this EnsurEs a tailorEd rEsponsE, dEsignEd to bEnEfit EmployEEs and bord na móna b ord na móna operates a cradle-tograve lifelong learning programme and it’s one of Kevin harte’s jobs to assess who needs training in what skills, to benefit them and the company. as human resources (hr) training specialist, he and his colleagues carry out a training needs analysis (tna) to identify which personnel in each business unit require technical training, business training, or function-specific training for the business to operate. “at the moment, the focus is on function-specific business skills, such as time management. for instance, communications or advanced negotiation skills might be relevant to the procurement department,” he says. as hr training specialist, his network includes managers, hr managers, health and safety officers, and training facilitators in each business unit, ensuring that tailored training and development programmes are devised and delivered to meet the needs of the business. “it is a team effort, and they know and understand the business units on the ground. our employees are key to the success of the company and it is very important to have them totally trained up and qualified in their particular areas.” an example of this is a project that the hr team has been working on recently. the team has been updating the policies and procedures for the company, such as grievance and disciplinary policies, special leave policies, including annual leave, maternity leave and force majeure. “we are training the line managers and providing them with updated information packs. as further policies are updated, we will roll out further training next winter.” training is also devised in response to external requirements. in 2010, the company provided training in the certificate of professional competency (cpc), a requirement introduced by the road safety authority. “we have to provide one day’s training, five modules over five years to, for example, enable artic drivers to receive a cpc ticket. from february to end-august 2010, we put about 180 drivers through the cpc programme. we run those courses centrally and bring in the drivers from resource recovery, feedstock, horticulture and so on.” in april, the findings of the latest tna will be prioritised in consultation with the business managers, facilitators, and training instructors, after which the training plan for the year will be devised. “providing effective and timely training and development interventions, tailored to meet the specific needs of the business, are at the heart of the service we provide to the company. Each quarter, we review progress with the business managers and assess what is required for the next quarter,” says Kevin, adding that bord na móna is a registered fÁs training organisation and approved to run some construction skills certification scheme programmes. “our next step will be to seek fEtac accreditation.” in-house, the hr department uses the oracle learning management system (an it data base) as a central repository for all training records. it is able to produce reports on employee training for a day, a week, or a year and it is a vital tool in tracking training history and costs. however, hard copies of training records are also held on site in compliance with health and safety authority requirements. we are keen to try out new approaches and methods of delivering training to meet the different needs of the business units. an example of this is the use of webEx, a software tool for collaborating with people in different locations. “we will be delivering training to places like north carolina and already use it to provide updates to staff in the us or the uK.” as head of people development, it is Kathleen halligan’s job to ensure employees benefit from the company’s learning and development approach. “during the performance management process, people set objectives for the coming year and we look at the behaviours, skills and knowledge that are critical for their role and identify development gaps. we encourage our employees to look at various development options like on-the-job training, coaching, further education, etc., as options for developing skill gaps.” bord na móna operates an Education support 14 | Source Spring 2011

Table of Contents for the Digital Edition of Bord na Móna - Source Issue 6

Bord na Móna - Source Issue 6
A Round-Up of News From Around the Company
A Values-Driven Company
A Bright Future
Snowed Under!
Training & Development for Performance
Onwards and Upwards
Updates on Important Developments and Projects Around the Company
Heritage Corner
The World at His Feet
A Nationwide Spotlight on Special Occasions, Events and Achievements Across the Company.

Bord na Móna - Source Issue 6