Connect training strategies with the desired business outcomes of your RTO
We live in an increasingly evidence-based business world, where records are continuously used to assess business success. For registered training organisations (RTOs) the evidence-based approach affects all aspects of the organisation where profitability, training needs, learners’ needs, compliance, delivery methods, resourcing, training design, technology and other core activities coexist.
Accessing and managing adequate human capital are vital for RTOs and managers who designate specific resources to staff learning activities. Learning strategies used by RTOs show different approaches:
- RTOs subsidising formal learning for staff (external or internal)
- RTOs subsidising non-formal learning for staff
- RTOs creating opportunities for informal learning for staff, and
- RTOs offering (usually outsourced) in-house learning.
In recent times, managers have used most of their learning budgets to address “gap training” instead of “general training”, in an attempt to connect learning and bottom-line business results such as:
- Designing, delivering, and assessing relevant quality training
- Using resources effectively including available technology
- Clients’ satisfaction
- Identifying business opportunities
- Business financial results, and
- Regulatory compliance results.
In fact, most compliance issues identified by the Australian Skills Quality Authority (ASQA) are related to the lack of skills and knowledge of RTOs’ staff to:
- Plan, implement and review quality management systems
- Interpret and contextualize training packages and accredited courses
- Assess and address clients’ training strategies
- Perform assessment activities including recognition of prior learning (RPL)
- Evaluate training
- Validate assessments, and
- Be fit for changes (proactive approach to updates in benchmarks and training packages).
Other studies published by the Industry Skills Councils (ISCs) and the Productivity Commission expressed concern about the quality of VET teaching, in particular lack of skills to design and deliver industry relevant training.
The above-mentioned gaps contribute not only to a significant non-compliance with the VET Quality Framework (VQF), but relegate RTOs to compete on price in a market segment where market behaviour is set by external factors out of the RTO’s control.
Some trainers and RTOs have wasted “training-money” trying to satisfy compliance requirements and have overlooked the potential effect of training on the RTO’s business results.
Most RTOs are now using desired business outcomes as drivers to shape their organisational learning strategy and professional development of staff.
About 88 per cent of organisations with higher performance (ASTD 2013 State of the Industry Report) connect their learning strategies with desired business outcomes. Other studies (Value of Learning, ASTD Research 2013) confirmed that the link between learning and desired business outcomes required a sustained systematic approach to show positive results.
At Insources, we have developed specific training in critical areas of RTOs’ operations such as:
- Developing assessment strategies and tools
- Assessment validations and moderations
- Evaluating training
- Training and assessment strategies
- Business planning for RTOs
- Training delivery
- Interpreting training packages
- Managing trainers and assessors
- Internal Audits
- Registration with ASQA as RTO, and
- Instructional design.
We can adapt these programs to meet your specific needs, which includes reviewing your internal processes, prior to the training, as well a post training evaluation and follow-up activities. Programs can be delivered in-house.