By Derek Goff, L&D Manager, ARM

Supported Learning and Development for every member of the company is one of the key tenets of ARM as we continue to expand.

Already an accredited Investor in People, ARM further demonstrated its commitment to developing staff by hiring an in-house Learning and Development Manager in 2007. That, of course, was me! The role was created to complement our existing HR Department and provide a strategic approach to training.

Prior to my arrival, our MD delivered induction training to all new starters. It was clear to me on my first day that Mike thoroughly enjoyed this. It was also very clear that induction delivery was personally important to Mike, as it gave him the best opportunity to get to know every new starter on their first day, and to be directly involved in their initial learning.

Although I greatly admired Mike’s attitude, it was inevitable that other duties would pull him (reluctantly) away from training. And with our continued staffing growth plans, it became obvious that a dedicated resource was required to undertake that crucial introduction to ARM for new starters.

So here I am. A year on, and I have settled well into life at ARM. I love my job - not many people can say that, but when you consider my responsibility and the day to day activities I am involved in, why wouldn't I? So what do I do? Well, first and foremost, I fully understand and believe in our corporate goals and objectives. It is so important that our new employees quickly gain an understanding of who we are and what we are about. Expectations are high on both sides, and we need to ensure everyone delivers. After all, our customer promise is 'what we say is what we do' - the foundation to our success.

Now consider induction training. This continues over six months, starting with a fairly intensive introduction to our core aims and business models. The introduction is hard work, lasting two weeks and consisting of a range of training delivery, including classroom discussion and debate, assignments, DVDs and presentations. This provides the basic knowledge and confidence for our consultants and resourcers to go out there and make those contacts with our customers.

Of course, it doesn't stop there, and training isn't just for our new starters. We have well over 100 employees who all deserve continued Learning and Development. Therefore, my role also includes regular analysis of where we need to provide support and education. Our appraisal and review processes ensure that individual requirements are captured and realised. We provide everyone with the opportunity to undertake accredited training (at ARM's cost) and we have a continued programme of REC examinations bi-annually. Our business support staff are also offered relevant external accreditation, including CIMA, AAT and NVQ.

ARM works with external bodies securing funding through the Learning Skills Council and we maximise on every opportunity available to us. Relationships are what we are about, and on behalf of the company I have excellent business relations with a number of external training providers, as well as working with a Skills Broker to keep abreast of all training developments in the market place.

Be it internal or external training, one-to-one coaching or residential courses, there is something for everyone at ARM. It is important to note that every one of us has a responsibility for our own learning and development - I'm the lucky guy who is there to ensure ARM delivers and supports that learning.