Author: rgcs_amdin

Building Risk and Compliance Capability to meet Regulatory Expectations

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with Naomi Burley

Naomi Burley, CEO of the GRC Institute joins Richard in this episode where they explore the topic of Building Risk and Compliance Capability to meet Regulatory Expectations.

Together Richard and Naomi discuss the following questions:

  1. The themes being raised by the Regulators in relation to Risk and Compliance training.
  2. Taking a Principle-Based approach to Risk and Compliance capability.
  3. The challenges faced by the 1st and 2nd lines of Accountability and where to start with regards to developing capability.
  4. Where do the demands of Environmental Change and Social Responsibility fit into the current requirements of Risk and Compliance capability?

Which is the Best Training Methodology to Use: Digital, Virtual, Face to Face or a Blend of all Three?

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with Julie Davis

Richard Evans, Principal Consultant of RGCS is joined by Julie Davis, a highly skilled and experienced Learning Practitioner in the field of Learning Design. 

In this episode, Richard explores with Julie the best training methodologies to use. In doing so they explore:

  • The difference between digital and virtual learning.
  • The best time to use digital and virtual learning interventions.
  • How to build digital and virtual learning offerings for maximum impact.
  • If there is still an appetite for face-to-face interventions and when to use face-to-face training.
  • When to consider using a blended approach of all learning methodologies.

Learning in the Context of the Bigger Picture

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with Tony Dunford

In this episode, Richard is joined by Tony Dunford, a highly skilled and experienced Learning Practitioner.   Tony is known for his skill and expertise in leading large learning teams and bringing contemporary learning to life in large and complex organisations.

In this episode, Richard and Tony explore the topic of Learning in the Context of the Bigger Picture.

Together Richard and Tony discuss the following questions:

  1. When we refer to the Bigger Picture in the context of learning, what are we actually referring to, and how important is that Bigger Picture to the success of learning?
  2. When recommending a learning intervention, as learning practitioners we are keen to understand the context of the Business Strategy, why is this so important?
  3. The term Strategy gets a lot of airplay in learning circles, why do you think this is the case?
  4. Tactics is another term frequently used in association with Strategy, what do you think the key differences are between Strategy and Tactics in the context of Learning, and why is it important that we make a distinction between the two?
  5. A Learning Strategy takes time to socialise, modify and integrate, what advice could you give our listeners to ensure they go the distance, particularly with larger learning interventions?
  6. How important is Stakeholder Engagement in relationship to Learning in the Context of the Bigger Picture?

Identifying Learning Needs and Application of Learning

Posted on | by rgcs_amdin

with Tony Dunford

In this episode, Richard is joined by Tony Dunford, a highly skilled and experienced Learning Practitioner. Tony is known for his skill and expertise in leading large learning teams and bringing contemporary learning to life in large and complex organisations.

Together Richard and Tony discuss the following questions:

Identifying Learning Needs

  1. When determining Learning Needs, where do we start?
  2. What do we do when we receive a request to develop and deliver training which you believe is not steaming from a need?
  3. Can we influence those making a request to better understand the true learning needs they may have?
  4. How much attention should we pay to having needs clearly articulated, agreed and signed off?

Application of Learning

  1. What is the first thing we need to consider when ensuring learning is applicable to the job?
  2. If we are not familiar with what or how a person performs their job, how can be sure the learning we are building is applicable to them?
  3. What do we do to ensure a learning program is future proof?
  4. Should we consider application for all learning, what about just raising awareness of certain topics?

True Risk and Compliance Training Needs – Where to Start?

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In the beginning…

When I first started out in the world of Risk and Compliance training, I was about 10 years into my career as a Learning Specialist and was accustomed to developing training based on requests from various stakeholders on training topics. I assumed that these requests were simply learning needs, and actioning them would satisfy individual and organisational capability requirements.

In the spirit of full disclosure, I adopted the same approach when I developed Risk and Compliance training in my early days of working in this specialist area. I believed that by actioning Risk and Compliance training requests I was improving the Risk and Compliance capability of individuals and the organisation as a whole. I thought by teaching people what the Risk and Compliance requirements were, they would in good faith go ahead and abide by the requirements.

It was during the GFC where I saw the impact less than optimal workplace practices could have on the global economy, and it finally dawned on me – determining your true Risk and Compliance Training Needs was not as simple as receiving a request on a topic, you needed to look deeper into the situation. I started formulating a different perspective, which culminated in the idea of 3 key things to discuss with your stakeholders when determining true Risk and Compliance needs.

3 key things

1. How clear are your Risk and Compliance obligations?

  • Knowledge: Do people know what risk and compliance obligations apply to their role?
  • Skill: Do people know how to apply the risk and compliance obligations on the job?
  • Will: Are people motivated and encouraged to meet their risk and compliance obligations?

If you answer “No” to any of these questions, it will give you a good starting point to dig deeper to find out why this is the case.

There are many reasons, such as broader cultural issues or perhaps drivers like a lack of resources or pressures to meet sales targets. Regardless of the reasons, it is important to understand the cause when determining your true Risk and Compliance needs and obligations.

2. What do your Risk and Compliance Heat Maps look like?

Heat maps can provide a valuable snapshot of how well your current Risk and Compliance obligations are being managed. Find out what’s trending in each of the associated colours by asking some targeted questions:

RED

  • What are your most significant issues, incidents, errors or breaches?
  • Where are the greatest number of or most significant issues, incidents, errors and breaches happening?
  • Are they occurring across the board or specific pockets within the business?

GREEN

  • Are there any areas of excellence/places where individuals or teams are managing and meeting their risk and compliance obligations well?

AMBER

  • Don’t take your eye off Amber, it could provide a lag indicator of things improving and equally provide a lead indicator of areas that may need attention in the future.

3. What do people need to do differently?

Taking into consideration your Risk and Compliance obligations and current Heat Maps, do you need people to DO things differently, or are you able to better manage and mitigate your Risk and Compliance obligations with changes to your processes, systems or procedures?

It is true that a change in process, system or procedure may trigger a training requirement, but if this change can be automated you may well eliminate the Risk or Compliance training need.

If you do need people to change their behaviour through things like speaking up, escalating issues, following processes correctly, etc., be clear on what the requirements are and link them directly to your Risk and Compliance obligations along with demonstrating the positive impact the action will have for the customer, organisation and themselves as an employee.

Linking it all to learning…

Once you’ve started to identify your true Risk and Compliance needs and obligations, you can then begin to weave that into your learning strategy. In my next blog I’ll share my thoughts on Aligning Learning Strategy to your Risk and Compliance capability requirements.

Please feel free to sign up and subscribe to receive more insights and the latest news from RGCS. Also, don’t hesitate to contact richard@rgcs.com.au to discuss any learning needs you may have.