As the shortlisting process for this year’s HKMA Award for Excellence in Training and Development commences, HR Magazine interviewed Organizing Committee member Anthony Rushton, Head of Learning, Hong Kong, Human Resources, Asia Pacific, HSBC to ask exactly what the awards have to offer and how HSBC ensures its own learning programmes remain very much ahead of the game.
Critical for HSBC to deliver on strategy, explained Rushton, is a highly capable workforce and for this the correct balance of potential and expertise must be in place at any one time. On-going investment in the workforce and commitment to its personal and professional development is a fundamental component of the Group’s People Strategy. Regarding the awards Rushton elaborated, “Being
actively involved with the HKMA is a reflection of our strong commitment to the development of talent and a great way for organisations to share knowledge and build a learning community across a wide variety of industries in Hong Kong.”
All of the HSBC internal programmes originate within a standard framework comprising; a senior business sponsor, clear objectives and specific measures ofsuccess. There are also rigorous quality assurance processes such as co-trainer feedback. The feedback process for both participants and trainers includes face-to-face, pen and paper and online channels. Rushton advised, “It is essential that you have a strong training capability whether that be with in-house trainers, engagement of external providers or a blend of both.”
Lessons from HSBC Learning Team
The structure of the HSBC in-house Learning Team comprises a blend of solid career trainers and professionals who come from business and have a natural tendency towards education, training or learning. This provides an excellent mix that ensures both the highest standards of delivery and a team of practitioners who are continually in touch with the business and its needs.
“The continual development of trainers is crucial,” continued Rushton. HSBC has a comprehensive and robust suite of fundamental and advanced-level internal trainer development programmes that ensure the team is constantly raising their competency level and impact to the business. Additionally, once a quarter, external training organisations are invited to attend a two-day event with the HSBC Learning Team to share theirexpertise around a specific theme such as NLP or emotional intelligence. On top of that, business leaders provide regular strategic business updates to the team, ensuring that they stay close to any current or topical activities and issues within and outside of the bank.
Learning Business Consultants
Often internal learning departments can fall into the undesirable pattern of becoming ‘order takers’, warned Rushton, since training is often viewed as a standard solution to business issues. In some situations, a need has arisen in HSBC for trainers to broaden and develop their skills to become ‘Learning Business Consultants’. These professionals are learning practitioners, who have solid commercial awareness coupled with strong influencing and interpersonal skills, which enable them to act as strategic partners with internal business clients—advising and guiding on the most appropriate learning strategy and tactical activities for their respective workforces.
Standardisation and innovation
Rushton explained that whilst HSBC is experimenting with the use of more sophisticated digital simulations and wide-ranging blended solution approaches, one-to-one coaching remains a very effective method for some of their more senior programmes. While the organisation continues to innovate in the delivery of training and the channels used, HSBC is also highly focused on ensuring standards, and consistency of training is therefore upheld across all countries in which it is present. The curricula it develops for each of its main business lines is globally consistent and as such is highly effective. Rushton asserted, “Within each global curricula, we ensure that all key roles across the bank globally receive the same standard of training in terms of both content and delivery. For example, a Relationship Manager in Mexico City will receive the same training and development as a Relationship Manager in Paris, Shanghai and Hong Kong.” In this way world-wide consistency is maintained in serving clients.
Recognition within and beyond
Being recognised by external peers for work done is a great compliment, especially where the true value of L&D is acknowledged in the process. Rushton added, “It is also a way for companies to benchmark themselves externally—to see where they are positioned relative to direct and non-direct competitors, as well as keep abreast of industry best practice and appreciate the diverse approaches to training and development by other organisations.”
Important Dates for HKMA Award for Excellence in Training and Development
Campaign Award
Deadline for Entries: Fri, 8 March 2013
Deadline for Submission of Programme Summary:
Mon, 18 March 2013
Shortlisting Interview: Thur, 21 March to Sat, 23
March 2013
Deadline for Written Submission (Finalists Only):
Mon, 29 April 2013
Individual Awards
Deadline for Nomination : Mon, 11 March 2013
Deadline for Written Submission: Fri, 12 April 2013
Interview Session: Mon, 13 May 2013
Final Presentation Seminar: Wed, 5 June 2013
Award Presentation Ceremony: Fri, 27 Sept 2013
Contact
Ms Ellis Yeung 2774 8519 [email protected]
Ms Adela Tsang 2774 8576 [email protected]
Website: www.hkma.org.hk/trainingaward
Paul Arkwright
Publisher
