ESA Guide to Professional Development (Educ&Training)

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  • 7/27/2019 ESA Guide to Professional Development (Educ&Training)







    Copyright 2013 The European Sponsorship AssociationAll rights reserved.

    No part of this report may be reproduced or transmitted in any form or by any means, includingphotocopying, without the written permission of ESA, any application for which should be addressed to ESA.

    DisclaimerThis document has been prepared for general guidance. Whilst proper due care and diligence has beentaken in the preparation of this document, ESA cannot guarantee the accuracy of the information contained.


    Produced byESA Professional Development Group

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    Education and Training for Sponsorship


    The sponsorship industry is now a large and mature industry dependent onthe talents, quality and skills of all those involved in the sector. The industry is,by its nature, at the leading edge of society, engaged in innovation, shapingand adapting to societal and economic change. Managing sponsorship iscomplex, requiring knowledge and skills across a range of disciplines fromstrategic planning, creative and project management, to legal and thoseinvolved in the industry must keep abreast of change.

    Training and education is critical to the process of managing change. Itspurpose is two-fold as it supports both business objectives and the talent

    within the business. It also contributes to ensuring that sponsorships arebuilt on quality, excellence and innovation. The creation of the ESA Diplomain 2012 recognised the need for dedicated professional standards insponsorship education and is the first academic qualification designed forthe sponsorship industry.

    Training and professional development is prevalent, built to some degreein all organisations practices and individuals lives. However, circumstances

    are ever changing and it is important for organisations to periodically reviewtheir education approach and assess whether it meets their needs and thoseof its people. The review can also include benchmarking how others areapproaching training and development. This ESA paper outlines a goodpractice approach to education for the sponsorship industry and providesdetails of resources and practical examples.

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    What is education and training?

    Education is strategic learning employees and partners acquire and generate

    knowledge and capabilities such as creativity to help your organisation develop

    and evolve

    Training is task-focused learning Continuous professional development (CPD) is a process where employees recognise

    the value of training and education and record their knowledge and capabilities on a

    continuing basis to improve

    Work experience is where the sponsorship organisation gives potential recruits to

    the industry the opportunity to work within the industry for a short specified period,

    usually before or during education. It both supports the industrys future supply of

    recruits and is a contribution to society

    The education and training cycle

    Your organisation may have an extensive education programme, but is it formally

    structured in a strategic way so that education and training can be applied to best

    effect? The diagram below illustrates a continuous improvement cycle which can be

    used by any organisation, regardless of size or role in the industry.


    resourcesand needs

    Plan: strategicand operational

    education training

    Review andimprove


    Roll out/implement:

    education, trainingand CPD


    Monitor andevaluate

    Report: internallyand externally

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    The education and training cycle

    Commit:This is fundamental as it means that your board or owners and management will

    understand the value of education. They will be prepared to allocate your organisations

    resources and time to education as a strategic, embedded activity

    Assess:In this stage you review the skills and knowledge needs of your organisation.

    You will identify the current and future needs to achieve business results and carry out an

    assessment of the skills and capabilities of your people

    Plan:This is the stage where you plan the education and training

    Roll out/ Implementation:This is the delivery stage where the rationale is explained to

    employees and the programme includes both your organisations formal and informal

    education and training as well as the CPD efforts of employees

    Monitor and evaluate:Education and training is an investment you need to know

    how well you are doing measure the views of participants and trainers, appraise

    performance before and after. Also assess the impact it is having on your business plan

    Report:You need to inform all those involved as to how well the education and training

    is doing. This will include reports to clients and sponsors as well as other stakeholders

    Promote:Use your education and training to promote your organisation it is a mark of

    leadership, quality and innovation

    Review and improve:Learn from your experience and results and improve your strategy

    and delivery of education and training

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    ESA resources

    ESA is continually developing new resources for education and training. Ourcurrent initiatives are:

    Professional qualification

    The ESA Diploma: The Diploma course runs annually from January to July and is the

    first-ever academic qualification designed specifically for our industry.

    It is regarded increasingly as a mandatory qualification for those wishing to practice in

    the sponsorship industry. The seven-month course is structured to suit those working

    full-time through use of distance learning supported by monthly seminars held in the

    UK. The content is suitable for all levels, from those starting out in their careers to

    senior management

    Encouraging entrants to the industry

    The ESA Work Experience Certificate:Work experience helps shape future candidates

    for employment as well as fulfilling ESAs corporate responsibility commitment. TheESA Work Experience scheme provides ESA members with a programme to follow

    when engaging work experience candidates/ interns. Available in the UK and Ireland, it

    provides a clear, easy-to-follow framework in order to minimise interruption to the day-

    to-day running of the business and enables both parties to get the most benefit from

    the arrangement. The scheme comprises three levels of qualification Gold, Silver and

    Bronze depending on the employers business structure and duration of the candidates

    work experience period. The nuts and bolts of the scheme are laid out in easy-to-read

    downloadable Guidelines for both employers and candidates. For employers, the

    Guidelines also include, for example, a sample engagement letter, legal requirements

    concerning payment levels, and a sample non-disclosure agreement (NDA)

    Supporting sponsorship professionals throughout their career

    ESA Skills Workshops:A series of workshop-based sessions designed to provide the

    building blocks for a successful career as a sponsorship practitioner

    ESA Insights Forums:Thought-provoking sessions for business leaders and senior


    ESA Briefings:Updates on specific topics and issues such as the UK Bribery Act

    ESA Publications:Guides and publications promoting best practice and raising

    standards across the industry ESA Sponsorship Summit: An annual one-day conference debating industry issues

    ESA Continuous Professional Development (CPD):Employees of ESA members

    who record a minimum of 35 credits of approved activities are entitled to ESA CPD

    Accreditation, and receive a certificate to demonstrate the achievement. ESA CPD

    Accredited status can be used on professional records and CVs as evidence of

    commitment to learning and professional development. Approved activities which

    count towards ESA CPD include attendance at industry events, ESA Knowledge

    events, the ESA Sponsorship Summit, in-house training events and knowledge-sharing

    activities such as authorship of articles and speaking at conferences

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    Recognising achievement

    ESA Excellence Awards for Education and Training:The ESA Excellence Awards

    started in 2005 and attract entries from those working in sponsorship from across

    Europe. The ESA member Professional Development Award was launched for

    Education and Training

    Examples of good practice

    ESA is building a library of examples of good practice. Here are someexamples of good practice by ESA members. This guidance is dynamic andmore will be added.

    Assignment of responsibilities for education and training

    A Board Director has responsibility for driving the Education and Training/ Learning

    and Leadership agenda. A team is dedicated to this initiative as well as two dedicatedHR Contacts


    In one year, each employee received on average ten days of training, equating to an

    individual spend of about 700/ 600

    Sharing of information

    Conversations undertaken by the leadership in an Agency to plan and deliver a mix of

    sessions where senior management shares its experiences

    In-house training Best Brains in the Business: Taking the best brains in the sponsorship industry and

    getting the best out of them. Monthly internal and external speakers on a variety of

    interesting topics to stimulate debate, creativity and thought leadership

    Academy: Giving employees the opportunity to be seconded to London for between

    three weeks to two months. The objective of this is to:

    accelerate the development of the agency within lesser developed markets

    share ideas and best practice

    fast track individual development of key talent

    Immersion sessions for employees, clients and rights holders

    A week-long sponsorship immersion session aimed to raise awareness and educate

    about the many facets of Association Marketing. The week was open to all the

    agencys employees, clients and rights holders and had over 200 attendees

    Bespoke training centre: located away from the agencys offices so as to support

    independent thinking. The centre provides an area for training, learning, and CPD-

    related activities

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    Employee scholarships

    The company recognised that some development opportunities do not fit under

    the core learning programme, so part of the training budget is allocated to allow

    employees to engage and participate in learning activities that stretch minds and

    promote creative thinking. Once a quarter, any employee can apply for a bursary of

    up to 1000 to contribute to the cost of any Learning Experience. This can go to justone individual or be split between several depending on the application. The learning

    experience does not have to be directly related to the employees work, but the

    employee should be able to demonstrate the benefit


    Sponsorship immersion sessions for new starters across the company focused solely

    on the role of sponsorship as well as all new joiners being given a buddy to provide

    additional support beyond the induction process from the line manager and client team

    Leadership education programmes

    High Potential Programme: Identifies the people who have the potential to becomeexcellent leaders, and gives them access to development opportunities that accelerate

    their career development and personal growth

    Future business leaders programme: Runs over two years, designed to fast track

    the top talent from across different areas of the business who have been identified

    as having strong leadership potential for leadership roles. Participants take part

    in different training and development opportunities such as Commercial Training,

    Leadership training and Group Strategic business projects

    External events

    An agency has a budget for attendance at industry conferences for employees atvarying levels of the organisation. This is not allocated per head and is dependent

    on the number and relevance of opportunities. Attendees are nominated according

    to qualifications, development needs and relevance to their business objectives. The

    process is designed to be open and transparent to ensure the attendees maximise their

    learning against their performance objectives and are able to transfer knowledge back

    into the business

    Internal knowledge management

    An agency has a structured programme of knowledge sharing. This is often provided

    through its online hub and community for the sharing of ideas and best practice. Thisis supplemented by region-wide communications such as internal thought pieces and

    monthly bulletins with relevant news, insights and industry case studies. The agency

    also runs weekly sessions to apply the latest industry thinking to existing and potential

    client briefs

    Measuring the value

    The company surveys its staff. In the most recent survey undertaken it was found that

    89% of employees felt that they had benefited from the training provided and that

    their employer takes pro-active steps to ensure that their training is leading edge

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    Leadership capabilities

    The company has identified five key capabilities it requires of its leaders and all

    leadership development initiatives are built around these capabilities:

    Strategic focus

    Mobilisation/ preparation Delivery Excellence

    External Relationship Management

    Commercial Edge

    Informal education and training

    Sponsorship Buddy Scheme: Having a Buddy can make a huge difference to an

    employees happiness and productivity at work and the speed with which new recruits

    manage to settle into a team. All new hires are automatically allocated a buddy and

    existing team members can request to be part of the scheme. A Buddy is to act as

    an informal point of contact for the team member to provide support and help themdevelop confidence in their role.

    AcknowledgementsThanks go to the ESA Professional Development team and to lead author, Peter

    Wilkinson of Peter Wilkinson Associates, for producing this publication.

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    This is a checklist of the key aspects of an education and training programme.

    1. Has your organisation made an explicit commitment and policy for education,

    training and continuous professional development?

    2. Does the education and training policy commitment apply to board members

    and all staff?

    3. Does the commitment extend to critical partners?

    4. Is responsibility for education and training assigned to a specific person?

    5. Has your organisation assessed the skills and capabilities needed to achieve

    operational and strategic objectives?

    6. Do you assess the education and skills of your people?

    7. Do you identify their personal education and skills ambitions?

    8. Have you an education and training plan?

    9. Do you appraise employees on education and training and develop individual


    10. Does your board and do your employees contribute to industry education and

    training such as speaking at external events?

    11. Does your current education and training plan result from a strategic approach?

    12. Do you know the quality and cost of your education and training, how users rate

    it, how they benefit from it and the value to your organisation?13. Do you communicate internally and externally your commitment to education

    and training and the results?

    14. Do you promote your commitment to education and training to enhance your

    organisations reputation?

    15. Do you review periodically the progress of your education and training

    programme and its results?

    16. Do your board and senior management review regularly your educational


    17. Do you improve your educational training programme on a regular basis?

    18. Are improvements informed by the results of systematic reviews?

    19. Do you make full use of ESAs educational offerings?