Bill Tolmie, 41, talks about how he is creating a career path for staff atmobile airtime service provider Singlepoint where he is head of training anddevelopmentWhat does your role involve? The delivery of a strategic training and development service to all businessareas. What is the best thing about this job? Exceptional business-wide support for our evolving culture of learning anddevelopment, against the downside that we all recognise in training, and that’sthe very challenging task of meeting business service level objectives, whileallowing people to attend training. What is your current major training project or strategic push? We have two key initiatives. We have recently launched a comprehensive NVQprogramme in a range of standard occupational classification areas, at levels2-4. We recently gave level 2 customer care awards to more than 40 advisers. More than 300 more staff are either awaiting induction or are on trainingprogrammes. These people are a combination of NVQ and MA delegates on courseswhich cover customer care, business administration, sales, and training anddevelopment. We have just agreed new contractual terms with the National SkillsCouncil and things are moving at pace towards meeting our profile targets forthe number of people we sign up every month in the under-25s and over-25s agegroups. Our initial findings suggest the NVQ programmes are excellent contributorsto staff retention and satisfaction. We have also piloted a career progression scheme – the Pathways Programme –which will be launched in all operational areas of the business by the end ofMarch. This initiative allows advisers who join the company to set out on a clearlydefined path through five mapped phases. Each phase has its own identity, aclear series of training and development activities, and a series of coachingand work-based experiences. This journey of growth and progression isunderpinned at every stage with a relevant national qualification – rangingfrom Level 2 NVQ up to MBA level achievement. What was your best career decision? To leave engineering and join ‘personnel and safety’ as it was back in theearly 1980s. What attracted you to training and development? A less-than-subtle review, which clearly positioned my engineeringcapability and a back-handed compliment in the same meeting which suggested Iwas better with people than machines – by some long way apparently. Someone hadspotted that I spent more time helping the junior apprentices than I didsorting out my own mess. How do you think that your job will have changed in five years’ time? The role will become much more aligned to organisational developmentprojects and company-wide ‘culture’ initiatives and change programmes which arefocused on ‘the way we do business’. We will be more focused on behaviouraldevelopment, rather than pure skills development. What are your least favourite buzzwords? I don’t like any buzzwords. I dislike ‘intellectual horsepower’ and‘competencies’ or anything connected with them. If you could have any job in the world what would it be? Golfer – or any highly paid sports role. What is your motto? Plan for what you know as facts – don’t beat yourself up about what mightbe. And remember, it’s only a job, not life itself. Comments are closed. Previous Article Next Article Transmitting the right messageOn 1 Mar 2004 in Personnel Today Related posts:No related photos.