Creating Solutions with You
Locked Hexagon Model Appendix
See www.hsconsultancy.org.uk/resources/lockedhexagonmodel
Interventions for closing knowledge and skills gaps
It is a common problem that learning and development departments are reduced in lean times. This
demonstrates that senior managers think that the cost of learning efforts exceeds the benefits and if
budgets are cut activity will not be missed. Therefore, those holding the budget and resource must
choose their development methods wisely. Effectiveness can only be demonstrated if thought is given
at the outset as to what is achieved, for example a reduction of serious incidents, shorter stay on the
wards, fewer hospital admissions etc, better patient satisfaction scores. E learning is gaining
popularity for learning and is often cited as being cost effective ,flexible, and convenient . This may
well be true for testing knowledge but not so good for improving practice in a department.
There are many methods to choose from. Below the common learning methodologies are defined.
Shadowing- Job shadowing is a career exploration activity that offers an opportunity to spend time
with a professional currently working in a person’s field of interest. It offers a chance to see what it is
like working in a specific job and to have questions answered.
Mentoring –Mentoring is a relationship between an experienced person and a less experienced person
for the purpose of helping the one with less experience. The mentor provides advice and support as
well as wisdom.
Training –Training usually refers to some kind of organised event such as a seminar, workshop that
has a specific beginning start and end date. It is often a group activity but the word training is also
used to refer to specific instruction done one on one.
Coaching - Coaching is the art of facilitating the performance, learning and development of another.
The coach uses a variety of techniques to allow the coachee to be able to identify problems and
generate their own solutions
Team based case studies and consultancy- This is when a team comes together to review a case or
serious incident. The starting assumption is that the individuals want to do a good job but systems and
processes could be improved. The facts of the case or incident are established and a timeline and
process map compiled by the group. The group identifies where improvements could be made
without apportioning blame to any individuals. It is helpful to have a facilitator to guide the process.
Action Learning Sets -An action learning set is a group of between 4 and 7 people, who meet
regularly to support one another in their learning in order to take purposeful action on work issues. A
set member presents a problem and the participant’s then ask then searching questions so enable to
problem holder to identify solution.
Supervision –Supervision is a meeting between two people for the purpose of reflection, support and
learning. It enables individual practitioners to develop their knowledge and competence and to
consider accountability for their own practice. The meeting is usually with a more experienced
professional but peer supervision is also useful.
Group supervision-This is where a group of staff reflect on their practice. It is often a self-selected
group rather than the whole team as above.
E-learning- This is electronic learning that is delivered, enabled or mediated using technology for the
explicit purpose of training in organisations. One form is training modules that can be completed at
an individual’s computer. Another method is web-based training which comprises technology which
is used to deliver content to the end user without significant interaction with (or support from) training
professionals, peers or managers. For example it can be a lecture delivered on line. There is also
informal e learning where individuals browse the internet for knowledge they want.
Personal study- This is where an individual chooses how they wish to learn.
Reflective journals- This is where a group of people come together to discuss an interesting article.
FROM: Sewell & Brodie (2013) ‘Skilling the Workforce’ in The Equality Act and Mental Health.
London: Jessica Kingsley Publishers