Making your case
You may need to convince colleagues or management of the benefits of taking part in Learning at Work Day. We have developed the key arguments and evidence to persuade senior managers, line managers and HR. Many of the business-based arguments are generic and are listed in the section on engaging senior management. For a more in depth look at persuasive arguments download our planning pack.
Persuading Senior Managers
Senior managers tend to focus on the overall performance of the organisation. Employing staff who are not continually developing their skills and knowledge costs the organisation money. Performance improvements rely on increased skills and knowledge levels, and the most successful learners are motivated learners. Use Learning at Work Day as an opportunity to increase learning motivation among staff. It can help them more successfully acquire the new skills and knowledge that will improve organisational performance.
The argument:
Employing staff who are not continually developing their skills and knowledge is costing your organisation money.
The evidence:
The CBI estimates that poor skills cost the British economy £10bn a year.
Nearly 80% of small or medium sized businesses suffer financial problems in the first year because of a lack of basic financial skills. (Times, 2002)
A fifth of job vacancies are unfilled due to skills shortages, resulting in business being lost to competitors. (Learning and Skills Council, 2003)
The argument:
Performance improvements rely on improved skills and knowledge levels.
The evidence:
Both employers and employees see lack of training as the single biggest barrier to increasing employee productivity. (Productivity & People, Investors in People/NOP World, 2001)
A DTI survey has shown that in engineering companies the number of days spent training existing employees and new recruits is directly related to company performance. (DTI 1997)
One third of workers say they could do their job better if they had more training. (MORI, A Nation Ready to Learn? 2002)
The argument:
Staff learn most effectively when they are motivated to learn.
The evidence:
Learners with strong motivation and a belief in their own abilities are more successful learners. (Learners for Life, PISA 2000, OECD)
The argument:
Learning at Work Day is an opportunity to increase the learning motivation of your staff.
The evidence:
The Work Foundation evaluation of LAW Day 2003 found that increased motivation to learn was one of the main outcomes of the Day for many participants.
Persuading Human Resource Managers
HR teams will need to see how LAW day can help them achieve personnel and development goals. Learning at Work Day is an opportunity to raise the organisation's profile with external audiences as an employer that invests in its people by providing excellent workplace learning opportunities. It can also help increase awareness among employees of the organisation's commitment to staff learning. Building a reputation as an organisation that develops its people will help attract, and retain, the staff the organisation needs to meet its business objectives.
The argument:
Providing learning opportunities at work enhances an employer's reputation, making it easier to attract the best job candidates.
The evidence:
77% of respondents prefer to work for an employer who provides time, money and support for training rather than one who gives big salary rises but little opportunity for training. (Campaign for Learning MORI Attitudes to Learning Poll, 1998)
After basic salary, training and development are the most important considerations when looking for a new job. (MORI, A Nation Ready to Learn? 2002)
The argument:
Many workforces have 'hidden' skills deficiencies that cost their employer money. Staff may be aware of the problem but unaware of how it can be addressed. LAW Day is a chance to inform staff of the options available to help them.
The evidence:
Almost a half of adults lack basic maths skills (unable to achieve a C grade pass at GCSE). (DfES, 2003)
One in six graduates have experienced difficulties with maths at work. (Cornelius, 1992)
11% of workers are classed by their employers as 'incompetent' - about 2.4 million employees. (Learning and Skills Council, 2003)
The argument:
Too many employers provide no training at all, risking poor performance and lost business. LAW Day is a chance to introduce a learning and development programme.
The evidence:
40% of employers provided no training in the previous 12 months. (DfES, 2003)
Persuading Line Managers
Line managers tend to focus on specific goals at a local level which you will need to identify through discussion; they are also the people who are juggling the issues of meeting targets and releasing staff to attend any learning opportunities. Learning at Work Day activities can help line managers build their team's skills and knowledge and help them achieve their targets. Many Learning at Work Day activities are good team-building exercises and help raise morale. It is a chance for the team leader to lead by example and demonstrate his or her commitment to learning.
The argument:
Personal commitment to learning from managers is an important lever to engaging widespread staff participation in learning
The evidence:
Campaign for Learning qualitative research into line managers' attitudes to staff learning has found that they recognise the need to act as learning role models. (2003)
The argument:
Staff who get involved in a Learning at Work Day activity experience higher morale which can result in greater commitment to their work.
The evidence:
A Work Foundation evaluation of Learning at Work Day 2003 reported that increased morale was a significant outcome of Learning at Work Day.