The Training Quality Standard Assessment Framework is below. Part A focuses on responsiveness in delivering training and development solutions to individual employer customers; Part B looks at sector expertise.
Each block represents a ‘Criterion’, which in turn is made up of several ‘Indicators’. Hovering your cursor over a Criterion gives a description of what it is; clicking on a Criterion will display information on the Indicators within it.
Responsive providers have a strategy for working with employers based on the market including clearly defined objectives. They take actions to ensure that their aims and approaches are communicated to appropriate stakeholders.
A.0.1 – The strategy for working with employers defines aims and approaches which are communicated to appropriate stakeholders.
A.0.2 – The strategy for working with employers includes an analysis of the market, key customer groups and sectors.
A.0.3 – The strategy for working with employers defines specific, measurable and time-bound objectives, which are communicated to appropriate stakeholders.
Responsive providers manage their people and resources to ensure they have the scale and quality they need to meet employers’ expectations. They also take action to ensure that employers know what products and services they can offer.
A.1.1 – The people arranging and delivering training solutions are reviewed regularly for performance and capability.
A.1.2 – The resources used to deliver training solutions are reviewed regularly for availability and quality.
A1.3 – Employers are made aware, through appropriate information channels, of the range of training solutions available.
Responsive providers manage employers’ enquires to understand their needs and identify the right solutions.
A.2.1 – An employer’s enquiry is handled promptly and flexibly, and is reviewed regularly against standards of customer service.
A.2. – An employers’ wants are established and underlying business needs identified to shape solutions tailored to its requirements.
A.2.3 – An employer is referred to appropriate alternatives when an appropriate training solution cannot be provided.
A.2.4 – Proposals for the delivery of a solution are based on the specific and realistic outcome targets reflecting the employer’s business needs.
A.2.5 – Proposals are presented in ways which recognise the employer’s preferences and circumstances.
Responsive providers deliver training solutions through clear communication and adaptive management of progress and emerging issues.
A.3.1 – The people delivering training solutions are briefed fully on the requirements and background of the employer before they begin working with them.
A.3.2 – The employer and its employees are given appropriate briefing before delivery of a training solution begins.
A.3.3 – Training solution delivery is reviewed regularly for quality and customer service, and the employer is informed of progress made.
A.3.4 – The employer’s feedback on training solution delivery is sought and acted upon promptly where appropriate.
Responsive providers relate to employers, by following up after delivery and building lasting relationships.
A.4.1 - The outcome targets agreed at the proposal stage are reviewed upon delivery to identify and address the employer’s unmet business needs.
A.4.2 – The relationship wiith an employer is managed and developed, with contact maintained at appropriate intervals.
Responsive providers comprehensively measure and achieve satisfaction and impact for the employers they work with.
A.5.0 – Indicators and outcomes of performance against strategic objectives show an improving trend or a sustained high level of performance.
A.5.1 – Employers’ satisfaction with services shows an improving trend or a sustained high level of performance.
A.5.2 – Employers’ assessment of impact on business needs shows an improving trend or a sustained high level performance.
Responsive providers review their performance in serving all employers and proving sector expertise to identify and pursue opportunities for improvement, innovation and learning.
A.6.1 – Performance against strategy and in satisfying and impacting employers is reviewed at an appropriate level, and as a result improvements are implemented.
A.6.2 – The range and content of training solutions offered continues to evolve and improve.
Providers having sectoral expertise have a strategy for working with the sector based on the market including clearly defined objectives. They take actions to ensure that their aims and approaches are communicated to appropriate stakeholders.
B.0.1 – The strategy for working with the sector defines aims and approaches which are communicated to appropriate stakeholders.
B.0.2 – The strategy for working with the sector includes an analysis of the market and key customer groups.
B.0.3 – The strategy for working with the sector defines specific, measurable and time-based performance objectives, which are communicated to appropriate stakeholders.
Providers having sectoral expertise engage in dialogue with employers and stakeholders in their sectors and look to lead in the adoption and sharing of good practice.
B.1.1 – Input is sought from sector employers on their expectations for training solutions and common business needs.
B1.1.2 – Input is sought from appropriate stakeholders to share good practice and understand the sector’s common business needs.
Providers having sectoral expertise deploy products and services to meet employer needs, supported by the content, people and resources able to meet industry expectations.
B.2.1 – Products and services are developed and delivered to sector expectations and employers’ business needs.
B.2.2 – The people arranging and delivering products and services have the knowledge and skills to meet sector expectations.
B.2.3 – The resources used to arrange and deliver products and services meet sector expectations.
Providers having sectoral expertise cause improving results or sustained good performance in the areas defined in their strategic objectives.
B.3.0 – Indicators of performance against strategic objectives show an improving level of performance.
B.3.1 – Impact on the sector shows an improving trend or sustained high level of performance.