How to Improve Development: The Investors in People Video series

Citation

Harte, V. (1999), "How to Improve Development: The Investors in People Video series", Education + Training, Vol. 41 No. 8, pp. 384-392. https://doi.org/10.1108/et.1999.41.8.384.11st

In the introduction to this video Peter Quarry (a psychologist) suggests “organisations that don’t develop decline; people that don’t develop stagnate” and that “Investors in People provides a framework for improving development”. This is the last we hear of IIP. He then introduces Karen Carlton (operations director of McKechnies – a firm of consultants) who starts off with a analogy going back some 30 years to her school days, which in brief, outlines the lack of skill in identifying valuable skills and attributes in individuals. The analogy is relevant and simplifies how the development of individuals is, and can be, overlooked. This then becomes the basis of the video.

Early on in the video Karen makes a distinction between training and development and how they are in fact separate elements and should not be referred to as one in the same term. Although common knowledge in the field of human resource development this was an important issue to address. Other issues touched on in the conversation are identifying development opportunities, encouraging self‐exploration, the role of feedback in development and resource for development. One omission, though, is that no reference is made to those undertaking review of individuals in an organisation as to whether they (i.e. line managers) have the necessary training to take responsibility for identifying training needs/development opportunities or for providing appropriate feedback, etc. In order to make the whole process effective such individuals are key targets.

The interview lasts about 15 minutes but I must admit I began to lose interest before its conclusion. I remain unconvinced about the chosen format for the video. For me, two people talking back and forth for this length of time wasn’t enough to keep my attention. The dialogue was interesting up to a point but lacked creativity and spark. When the discussion ended it was rather an anti‐climax as I expected to hear some further explanation of how IIP sits with what had been discussed. Indeed, this was the most disappointing element of the video and I suspect that it could be quite frustrating to some organisations which purchase the resource anticipating a much clearer and more overt link between development and IIP. The promotional literature accompanying the series suggests it is devised to enable everyone in an organisation to get involved in achieving the IIP standard and how the standard is an important and integral element of changing the culture. If shown to employees/staff it is more likely to “wind them up” rather than introduce them to the benefits of development and IIP.

Ultimately then I remain somewhat disappointed with this pack. As a resource which discusses the basics of training and development, it is a useful insight into the process. As a resource to address the link between training and development and IIP, it lacks specificity. To get the two in tandem, any facilitator showing the video would need to continue where the video leaves off and lead a session explaining the connection.