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Preparing for N2, an Investigation into the Challenges of 30th November 2001

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Introduction

B) Preparing for N2, an Investigation into the Challenges of 30th November 2001 Contents: Page 1: 1) Introduction There are a range of separate issues which have been and still are drivers for change within the whole Financial Services industry and these continue to exert a significant influence on our business operations. The Secretary of State for Education and Employment established the Skills Task Force to assist with the development of a National Skills Agenda. An important feature of this state intervention was the examination of evidence on the nature and pattern of skill needs and shortages. Surveys and Reports were commissioned and produced for 7 different industries, the Financial Services industry was one of them. The main drivers for change in the sector are identified as: * re-regulation and re-regulation * intensified competition * ICT developments and applications * Increasing customer sophistication Future threats to the Financial Services sector will include meeting the challenge of new providers entering the market, particularly from outside the United Kingdom, increased use of new technology to purchase insurance, continued regulatory input and the growth of the Single European financial market. As technology is used to create new delivery channels, the growth of internet sales for example, and barriers are broken down across frontiers allowing ever more sophisticated customers to compare prices, tangible threats will appear for organisations such as Guardian Financial Services. ...read more.

Middle

Mayo (1999:20) adopts a more forceful line when he warns '... of the risks of Human Resource Development determining its own agenda - built from courses it has always run, from areas that are fashionable or enjoyable to trainers or from some kind of 'training needs analysis' that may be alittle more than a summary of appraisal outputs ....' A more positive outlook is taken by the annual CIPD training survey, carried out in conjunction with the Centre for Labour Market Studies at the University of Leicester. The main trends from these surveys is a drive to link training to strategic business objectives and '... a shift towards a more strategic approach to training ....', Harrison (2000:3) Given the business strategy of implementing the requirements of the Financial Services Authority the issue remained as to exactly how the training and development team could support it. Mayo (1996) recommends an 8-step methodology to get from business to learning goals, including initially 'What business goal are we trying to achieve?' through to 'Do we have time to make the capability changes?' As Harrison (2000:91) puts it, 'There should be a shared identification of the main strategic initiatives to which the organisation is committed, and agreement on the Human Resource Development goals, strategy and plans that will best support them.' ...read more.

Conclusion

Look at different effect of evaluation - Bee 4 methods, immediate to ultimate FPC 90% satisfied training successful mock exams to 95% FPC 2 reults compared 65% IFA have to pass.....FPC business plan for some time effect on organisation Yet reid and barrington (1999:258) talk about multi-causal may not be effect of training but also say earlier training involvement more likely training effect Within the development plan a training event was delivered to a group of Support Managers on 21 November; the following observations and analysis relate to my experience with that group of learners when dealing with the requirements of the new Training and Competence regime. Immediate effect of group who knew each other well compared to earlier group therefore whilst elements of tuckman's forming etc were still present effect was different....no significant change.....changes & perception were viewed more confiedntly by experienced group.....follett leder no longer necessary...brown (P4) behviour uniform , no all comfortable each other own position....assumption that all OK (p72.....Jacques)..'Further assumptions may include believing that we know...same way'. Not true as 1 in particular had problems with 1 issue, I learned a lesson ....norms or rules know me....p168 'often there is also a norm against expressing ...presentation.' Summary ....page 13 FinAdvr....(regulation) 'the changes will .....Big Brother'. Clear that no of cos (check bibliography for exact words) adopting a confrontational approach, GFS workig with rules as best praticet to embody in business proceses ..... ...read more.

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