Learning Organisation

Level 4 - Organisational Capability Development

Organisational performance systematically analysed using continuous learning feedback along with other aligned processes.
Cultural feedback sought on a regular basis through different mechanisms.
Talent management is used actively by individuals and line managers.
A learning environment which supports open dialogue about mistakes/lessons learnt without fear leading to innovation and efficiencies.
Projects and programmes have engagement at their core so diverse ideas are part of options appraisals and implementation of actions.
External ideas and ways of working are researched and collaboration/expert opinion sought where possible to develop richer views of issues. People are encouraged to research.
The organisation embraces trial and error, piloting and learning lessons with staff before wide implementation – listens to internal and external customers.
Operational assurance mechanisms are working well with a positive loop of continuous learning from incidents back to policy, practice, NOG amendments and the learning for crews and incident commanders.
FRS has sustained continued enhancement of National Operational Guidance (N.O.G.), Joint Operational Learning (JOL) and National Operational Learning (NOL) leading to local
and national learning materials, research and interactive learning products.
The Community Risk Management Planning (CRMP), internal systems and products are designed wherever possible based on customer engagement and understanding of diverse
needs. This requires cultural commitment and skills building.
Formal feedback mechanisms between senior team meetings and each team meeting so flow of information and consideration of issues.
Evolving governance arrangements based on continuous feedback from internal and external audits.

Level 3 - Talent and Performance Improvement

Talent development is aligned to organisational goals.
Ways to improve people, performance or processes are sought.
Processes and technology are becoming aligned to help the service understand and apply what is needed and when.
Data needs are understood and used to manage organisational and workforce improvements.
Behavioural, leadership and technical skills development is broadly available.
Organisation wide learning from complaints or compliance issues with a QA process in place.
Performance support to improve people, performance or processes is available and used at all levels.
Mistakes/things not going to plan are spoken about, and ways to improve are sought through different forms of engagement. Commitment to removing fear of opening up about issues, mistakes etc.
Some mandated requirements, but mostly individuals own their own learning.
Talent Management is actively used by line managers and often by individuals.
Speaking up and raising concerns is encouraged and seen as evidence of high employee engagement.

Level 2 - Training and Development Excellence

Behavioural, Leadership and Technical skills development is available.
Programme-focussed, little opportunity is available outside of large scale learning programmes.
Talent management, or development is inconsistently applied. With some confusion as to what is insufficient or too much development compared against what should be performance management.
Mistakes are only spoken about in a negative context, with little opportunity to improve.
Mistakes/things not going to plan are smothered and not fed up into project discussions.
Learning progress is limited unless mandated.
Limited blended programmes available.
Localised learning from internal/external complaints or compliance issues.

Level 1 - Incidental Training

Generic off the shelf courses are only routes available.
Emerging need for professional training.
Talent management and development are not applied by managers.
No challenge to leadership approach, or only challenge in emergencies.
Mistakes are hidden for fear of repercussions.
Some mentoring and apprenticeship schemes in place.
Learning progress is non-existent unless mandated.
Catalogue of stock courses; one size fits all.
No quality assurance process which involves people or learning from internal or external complaints or compliance issues.