Every educator is talented in one way or another. However, one of the keys for a school’s success is to find the right mix of talent that can prosper within a school’s unique set of internal and external environmental factors. Such an initiative requires the enabling of progressive practices that can infuse the required core competencies within the human fabric that covers the various organisational functions. Consequently, Blended Learning has been synthesized by complementing online technology to the traditional concept of formal training. The following ‘SAGE’ framework has been devised to engage such an endeavour in an efficient, timely, productive and effective manner:
CONSTITUENT ELEMENTS OF THE ‘SAGE’ FRAMEWORK
STUDY PHASE (S)
This Phase is focused on developing and inculcating a cohesive learning and development (L&D) strategy that acknowledges, understands, appreciates and accommodates the competency needs and expectations of a school, with respect to its developmental needs. It is owned by the senior management under the direction of the top management. Key stages include:
- Devising an organisational learning and development strategy in line with business sustainability & growth imperatives
- Establishing an efficient and effective process for learning & growth on a school, functional, team & individual level
- Developing an organisational map of available & desirable competencies within various functional hierarchies according to sustainability & growth imperatives
- Conducting training needs analysis (TNA) for rationalising learning & development imperatives
- Sourcing & selecting suitable formal training and e-learning options
APPLY PHASE (A)
This phase is geared towards the efficient execution of the L&D strategy with the active solicitation, engagement and participation of all the key stakeholders. It is owned by middle management and facilitated by senior management. Key stages include:
- Planning & scheduling of formal training calendar
- Communicating formal training information to trainers, participants and their functional supervisors
- Coordinating with functional supervisors of participants to ensure their availability for formal training with appropriate logistical arrangements
GALVANISE PHASE (G)
This Phase caters to the realisation of effectiveness achieved in fulfilling the aims of the L&D strategy. It reflects the junction where online technology merges with formal training to provide a robust, lingering and sustainable impact of learning that facilitates the progressive development of talent. It is owned by middle management and facilitated by senior management. Key stages include:
- Monitoring & evaluating formal training for ensuring & gauging desired learning & development gains from formal training
- Developing a list of recommended e-learning options from the internal knowledge bank/shared service offerings for advising the participants of formal training
- Incentivising trainees for utilization of recommended e-learning options from the internal knowledge bank/shared service offerings for reinforcement of formal training
EMPOWER PHASE (E)
This Phase positively reinforces the platform for launching future L&D initiatives and engenders higher levels of employee engagement. It is owned by the senior management with assistance from the middle management under the umbrella of visionary leadership from the top management. Key stages include:
- Periodically reviewing the internal knowledge bank/shared service offerings
- Authorising & encouraging proactive acquisitions to timely update options pertaining to e-learning within the internal knowledge bank/shared service offerings
- Motivating employees in taking proactive steps to enhance their professional credentials in accordance with organisational priorities and desired career progression through the available/accessible formal training and e-learning options
BEFORE WE DISENGAGE
This framework has been presented as a ‘baseline’, upon which, future L&D strategies/systems/approaches/methods can be optimally established, developed, deployed, monitored, reinforced, reviewed and improved to strengthen the progressive Talent Management initiatives.
By Murad Salman Mirza
Murad Salman Mirza is an innovative thinker and an astute practitioner in areas within and associated with the fields of Organizational Development, Talent Management and Business Transformation. His LinkedIn profile can be viewed at https://www.linkedin.com/in/muradsalmanmirza/
